HomeMy WebLinkAboutPacket Special Council May 21 2024Whatcom County
COUNTY COURTHOUSE
311 Grand Avenue, Ste #105
Bellingham, WA 98225-4038
(360) 778-5010
Meeting Agenda
HYBRID MEETING - ADJOURNS BY 10:45 A.M. (PARTICIPATE IN-PERSON,
SEE REMOTE JOIN INSTRUCTIONS AT www.whatcomcounty.us/joinvirtualcouncil,
OR CALL 360.778.5010)
COUNCILMEMBERS
Barry Buchanan
Tyler Byrd
Todd Donovan
Ben Elenbaas
Kaylee Galloway
Jon Scanlon
Mark Stremler
CLERK OF THE COUNCIL
Dana Brown-Davis, C.M.C.
Council (Special)
Tuesday, May 21, 2024
9:30 AM
Council Office Conference Room - Hybrid Meeting
May 21, 2024Council (Special)Meeting Agenda
Call To Order
Roll Call
Announcements
Individuals who require special assistance to participate in the Council's meetings are asked to contact
the Council Office at 360.778.5010 at least 96 hours in advance. This committee meeting is also noticed
as a meeting of the Whatcom County Council, with the agenda limited to committee business.
Discussion and Approval of Motions
1.AB2024-341 Discussion and approval of Council Office budget items to include as Additional
Services Requests (ASRs) with the department’s proposed 2025-2026 biennial
budget
Items Added by Revision
Other Business
Adjournment
Page 2 Printed on 4/23/2025Whatcom County
Agenda Bill Master Report
Whatcom County COUNTY COURTHOUSE
311 Grand Avenue, Ste #105
Bellingham, WA 98225-4038
(360) 778-5010
File Number: AB2024-341
1AB2024-341 Status:Discussed and
Motion(s) Approved
File ID:Version:
DBrown@co.whatcom.wa.us05/15/2024File Created:Entered by:
DiscussionCouncil OfficeDepartment:File Type:
Assigned to:Council (Special)Final Action:06/11/2024
Agenda Date:06/11/2024 Enactment #:
Primary Contact Email: DBrown@co.whatcom.wa.us
TITLE FOR AGENDA ITEM:
Discussion and approval of Council Office budget items to include as Additional Services Requests
(ASRs) with the department’s proposed 2025-2026 biennial budget
SUMMARY STATEMENT OR LEGAL NOTICE LANGUAGE:
Councilmembers and Council Office staff will discuss ideas for new or enhanced services to include
with the departments proposed 2025-2026 biennial budget
HISTORY OF LEGISLATIVE FILE
Action: Sent To: Date: Acting Body:
DISCUSSED05/21/2024 Council (Special)
NOT ACTED UPON06/04/2024 Council Committee of the Whole
DISCUSSED AND
MOTION(S) APPROVED
06/11/2024 Council (Special)
Attachments:2023-24 Budget Preparation Instructions (provided for reference), Proposals Submitted as of
5.20.2024, Proposals Submitted as of 5.20.2024 (v2)
Page 1Whatcom County Printed on 4/23/2025
Whatcom County
2023-2024
Budget Preparation Instructions
June 29, 2022
Page i
Table of Contents
I. Introduction ...................................................................................................................................1
Contact Information ..............................................................................................................................................................................................................1
Budget Preparation Time Table ........................................................................................................................................................................................1
II. 2023-2024 Specific Budget Instructions ..................................................................................2
Budget Instructions to Departments ..............................................................................................................................................................................2
Base Budget Limits.................................................................................................................................................................................................................2
Adjusting Your Base Budget for Other Changes ..............................................................................................................................................2
Revenues ...................................................................................................................................................................................................................................3
Grant Guidelines ..........................................................................................................................................................................................................3
III. General Instructions .....................................................................................................................3
Deadline .....................................................................................................................................................................................................................................3
Budget Submission ................................................................................................................................................................................................................3
Budget Preparation Assistant (BPA) Data Entry ...............................................................................................................................................3
Admin/Budget Console Data Entry .......................................................................................................................................................................3
PDF - Budget Submission .........................................................................................................................................................................................4
Department Head Approval Required .................................................................................................................................................................4
ER&R Allocations ..........................................................................................................................................................................................................4
Phone Allocations .......................................................................................................................................................................................................4
Additional Computer Hardware & Software ......................................................................................................................................................4
Technology Replacement & Revolving Fund ....................................................................................................................................................4
Volunteers ......................................................................................................................................................................................................................4
Obtaining New Account Numbers or Cost Centers ........................................................................................................................................4
Cost Center Budget Eliminations ...........................................................................................................................................................................5
IV. BPA...................................................................................................................................................5
1. Mission Statement ......................................................................................................................................................................................................5
2. Additional Service Requests (ASR) ........................................................................................................................................................................5
Important ASR Guidelines ........................................................................................................................................................................................5
ASR Types .......................................................................................................................................................................................................................6
ASR Form Components .............................................................................................................................................................................................6
ASR Form Text Fields ..................................................................................................................................................................................................6
3. Inventory of Services ..................................................................................................................................................................................................7
Costs and Funding ......................................................................................................................................................................................................7
Service Priorities ...........................................................................................................................................................................................................8
4. Fund Balance Analysis ...............................................................................................................................................................................................8
5-6. 2023 and 2024 Personnel Step Dates ..................................................................................................................................................................8
7-8. 2023 and 2024 Personnel Cost Summaries ........................................................................................................................................................8
9. Unified Fee Schedule .................................................................................................................................................................................................8
10. Budget Submission Checklist ..................................................................................................................................................................................9
V. Admin/Budget Console - JDE Data Entry .................................................................................9
Revenues ...................................................................................................................................................................................................................................9
What to Include in Your Revenue Explanation ............................................................................................................................................................9
Expenditures .........................................................................................................................................................................................................................10
What to Include in Your Expenditure Explanation ..................................................................................................................................................10
Use the Provided Expenditure Amounts ....................................................................................................................................................................10
Interfund Transactions ......................................................................................................................................................................................................10
Object Accounts ..................................................................................................................................................................................................................10
Page ii
Appendices
A. Salary Matrices ....................................................................................................................16
B. Personnel Benefits ..............................................................................................................17
C. Admin/Budget Console - JDE Data Entry Instructions .................................................19
D. Printing From BPA ..............................................................................................................25
E. ASR Examples ......................................................................................................................27
F. Narrative Examples ............................................................................................................31
G. Budget Policies ....................................................................................................................33
VI. Department Organization .......................................................................................................15
Page 1
I. Introduction
Whatcom County’s budget document serves a number of purposes. Once adopted, the budget will be
distributed to a diverse audience: our organization, other government entities, and the public. Financial
summaries and budget appropriation amounts are vital components of this document, but they are only
part of its overall function. Our budget document serves as a communications device, a policy document, a
financial plan, and an operations guide. To be all of these things, the inclusion of clear, up-to-date information
about Whatcom County government and its operations is essential. Our policies, our long term and short-
term goals, the strategies we employ, as well as basic information about the many services we provide, are all
important elements of this document.
Departments write a large portion of the information that will be presented in the budget. These instructions
are provided to assist departmental personnel in assembling their contributions in a format that allows
for efficient integration into the Whatcom County 2023-2024 Budget. It is our goal to provide a concise,
meaningful budget document.
Contact Information
If you have any questions regarding the 2023-2024 Budget or need help preparing your submission, please call the
following Administrative Services (AS) Finance staff:
General Questions, Budget Process, Revenue Projections, Grants, User Assistance
Marianne Caldwell ...........................................(5329)
Or ...........Brad Bennett .................(5325) or (360-739-9160}
Budget Software (BPA)
General Questions, Installation, Profile Codes Jeff Klingensmith .............................................(5333)
Or ...........Marianne Caldwell ...........................................(5329)
Or ...........Brad Bennett .................(5325) or (360-739-9160)
Budget Software (Admin/ Budget Console)
General Questions Marianne Caldwell ...........................................(5329)
Or ...........Brad Bennett .................(5325) or (360-739-9160)
Installation or Technical Difficulties IT Help Desk .......................................................(5230)
Budget Preparation Time Table
Release of 2023-2024 Budget Request Instructions ...................................................................................................Wednesday, June 29
Budget Instruction Presentation/ Training .........................................................................................................................Thursday, June 30
Virtual meeting via Zoom, link emailed separately 10:00 AM – 11:30 AM
Department Budget Requests due to AS Finance ....................................................................................................Wednesday, August 3
Except: Sheriff, Health, and Public Works Budget Requests, which are due to AS Finance ............Wednesday, August 10
Department Meetings with Executive Office/ Finance ...........................................................................August 17 thru September 16
Executive’s Budget Delivered to Council .......................................................................................................................Tuesday, October 18
Council Budget Hearings ..................................................................................................................................October 19 thru November 22
Adoption of the 2023-2024 Budget by the County Council ...............................................................................Tuesday, November 22
Page 2
II. 2023-2024 Specific Budget Instructions
Budget Instructions to Departments
Thank you in advance for the time and careful planning you will be incorporating into your department’s
2023-2024 budget submission. The trying times we live in continue to present new challenges. This biennium,
inflation and the prospect of a slowing economy must be addressed, in addition to continuing pandemic and
flood recovery efforts. We will be refining our projections over the next three months. We are hopeful we will
have some ability to address increased operating costs for existing services; however, we do not anticipate
having capacity to expand services. Please assess your existing budget carefully and reallocate your existing
budget to address your department’s changing needs. If you do need to request additional funding due to
inflation, explain in your request what actions you have taken to control costs (e.g. decrease fuel consumption
strategies) and provide information supporting the calculation of increased cost.
INVENTORY OF SERVICES
The last three years have been a period of unprecedented change. Please review your inventory of services to
make sure they are current and fully reflect the services your department provides. Please update them for 1)
changes you have made to existing services 2) new services you have added 3) services you have eliminated
4) services you provide that you have not previously documented.
AMERICAN RESCUE PLAN ACT (ARPA) FUNDING
Positions added to address the criminal justice back log, Grant Compliance Specialist and Grants Manager will
be carried forward into the 2023-2024 biennium. If additional funding is needed to support these positions
please prepare an additional service request documenting these needs.
Request projects utilizing ARPA funding for childcare or low-income housing as ASR’s. Include references in
the ASR to document how the project complies with the ARPA final rule.
Base Budget Limits
AS-Finance will calculate your department’s base budget. This information will be emailed to you separately.
The base budget equals your 2022 budget adopted by council less one-time ASRs (Additional Service
Requests) and adjustments for changes in personnel costs. Personnel costs include step adjustments for
the next biennium. The base budget DOES NOT include 2021-2022 budget supplementals or mid-biennium
adjustments other than ongoing positions added during the period. Items added by supplemental marked as
ongoing will have to be re-requested by ASR. Continue to use the 2022 current expense, administrative cost,
tort, ER&R, and building maintenance fee allocations currently in JD Edwards. Finance will adjust those figures
when the Admin Services and other budgets are finalized. Approved ASRs (Additional Service Requests) will
be entered by Finance.
Departments are encouraged to find creative ways to operate more efficiently. Departments may move
resources between budget lines as they see fit, with the exception of no amounts should be moved from
current expense, admin, tort, building maintenance fee, ER&R, or interfund fuel line items.
ADJUSTING YOUR BASE BUDGET FOR OTHER CHANGES
Do NOT include any new revenues in your base budget if the revenues are contingent on receiving additional
expenditure authority. You will need to create an ASR for budgeting revenues that are contingent on obtaining
additional expenditure authority.
If there will be a decrease in grant funding, you must decrease the expenditures in your base budget
accordingly. In the event your department discontinues or has decreased funding in fee for service activities,
you must reduce your base budget for both the service revenue and any cost of providing the service,
Page 3
including personnel costs.
Revenues
County government policy states that departments should “Structure fees and negotiate grants to recover
the total cost, including administrative overhead, of the associated service.” See “Setting Fees for County
Services” policy, Appendix G.
GRANT GUIDELINES
We account for grants in unique cost centers. If two or more grants are used to fund the same project, all
grants may be accounted for in the same cost center. Request a new cost center from Kristin Fuchs for those
grants that need one.
Only include in your budget submission grants for which you have signed contracts. The exceptions to this
rule are: flood project-based grants, Consolidated Health, Consolidated Juvenile, and Support Enforcement
grants. To obtain an additional exception to this rule, contact Brad Bennett or Marianne Caldwell in AS-Finance.
All other grants require ASRs. In addition, you need to submit an ASR for additional expenditure authority if you
have an increase in grant funding (except for the specific grants listed above) or if a grant requires additional
county matching funds. If there is a decrease in a grant’s funding, you must decrease your expenditures
accordingly, including personnel costs.
For grants not meeting the criteria for biennial budget submission, use the supplemental budget process
instead. In addition, review the “Accounting for Grants and Restricted Revenues” policy attached.
III. General Instructions
Deadline
Completed budget request submissions are due to AS-Finance by the end of the day, Wednesday, August 3,
with the exception of Sheriff, Health, and Public Works, which are due on Wednesday, August 10.
Budget Submission
There are three main elements to your budget submission. They are: 1) BPA data entry, 2) entry of budget
amount and narratives through the Admin/ Budget Console, and 3) electronic pdf copy. All three are required
to complete your budget submission.
BUDGET PREPARATION ASSISTANT (BPA) DATA ENTRY:
BPA is a custom Access application. It provides a push button menu to access a variety of essential budget
tools. BPA collects department budget data into a central database and gives you printed copies of this
information for part of your pdf submission. BPA will be available Thursday, June 30, after the budget instruction
presentation. To install BPA on your machine, go to https://wa-whatcomcountyintranet.civicplus.com/1147/
Budget-Preparation-Tools and follow the instructions under Budget Preparation Assistant Software (BPA).
New users should contact Jeff Klingensmith for password and login information. Contact Marianne Caldwell
if you have questions regarding using BPA.
ADMIN/ BUDGET CONSOLE DATA ENTRY:
You use the Admin/ Budget Console to enter budget amounts and narratives into our accounting system
(JDE). See Appendix C for instructions. Contact Marianne Caldwell if you have questions regarding using the
Admin/ Budget Console.
Page 4
PDF – BUDGET SUBMISSION:
PDF budget submissions are required from every department. ASRs (either in xps or pdf format), JDE budget
reports, Unified Fee Schedule (UFS) changes, updated organization chart and a completed budget checklist
signed by the department head combine to make up your departmental budget submission. Email those
submissions to Marianne Caldwell in AS Finance by your budget due date. Mission statements, inventory of
services, and fund balance information will be downloaded out of BPA by AS Finance separately – no need
for departments to pdf (or xps) and turn in. Special instructions for how to print out of BPA are attached as
Appendix D.
DEPARTMENT HEAD APPROVAL REQUIRED
Though staff may prepare many elements of departmental budgets, the Department Head must review, and
document his or her approval by signing the department’s budget submission prior to turning it in to AS-
Finance.
Important Note: Document size limitations and other considerations may necessitate some administrative
editing of departments’ submitted materials. In cases where substantial editing is necessary, the administration
will provide affected departments an opportunity to review and refine their section prior to publication.
Miscellaneous Budget Issues
ER&R ALLOCATIONS
Fuel and regular monthly vehicle rental rates are charged separately. Base budgets from 2022 are carried
forward to the new biennium. Fuel is charged directly based on actual usage. The interfund equipment rental
account is charged for the regular monthly maintenance and replacement costs. If you need additional budget
authority for fuel, you will need to do a cost maintenance ASR.
PHONE ALLOCATIONS
Common charges are allocated based on number of extensions.
ADDITIONAL COMPUTER HARDWARE & SOFTWARE
All computer hardware and software that do not replace existing systems must be requested through an ASR.
TECHNOLOGY REPLACEMENT & REVOLVING FUND
Technology Replacement & Revolving funds will only be used to replace existing hardware, software, and
computer peripherals that are obsolete or failing. Do NOT submit an ASR for equipment that will be funded
through TR&R. If you have failing equipment, contact Perry Rice, Information Technology Manager, with
details. Perry will coordinate with Finance concerning the necessary budget for such replacements.
VOLUNTEERS
You need to add any volunteer hours provided by volunteers, times the applicable rate to the Worker’s
Compensation calculation provided on your personnel cost summary. The county is liable for any on-the-job
accidents by volunteers. We need to continue to reserve monies for this liability expense.
OBTAINING NEW ACCOUNT NUMBERS OR COST CENTERS
If you need a new cost center or account number, call Kristin Fuchs. She will set it up for you in the accounting
system. There is also a cost center in BPA called “-NEW-” which you may use as a placeholder in lieu of a new
cost center number for use with ASRs.
Page 5
COST CENTER BUDGET ELIMINATIONS
If you have a cost center from 2022 that will not be used in 2023, it is important that you remove any ongoing
budget amounts from the 2023 and 2024 cost center. Your budget limits will also need to be adjusted for the
removal of any corresponding expense budget so contact Marianne Caldwell (5329) if you are eliminating any
cost centers.
IV. BPA
Contact Jeff Klingensmith if you have questions regarding installing or signing on to BPA. The following
elements are listed in BPA’s menu item order.
1. Mission Statement
Last year’s mission statement is stored in BPA. Review and amend it if necessary, so that it clearly states what
your department’s purpose is.
Content: A good mission statement should answer the question, “Who are we, what do we do, and who do
we do it for?” Your mission statement should also outline how your department accomplishes its purpose. It
should answer the question, “What does this department do?” Be sure that your mission statement is written
in plain English.
Space: In general, your mission statement should be simple, direct, and no more than one line long. If your
department has multiple divisions that have diverse services, it is acceptable to provide a brief mission
statement for each division, or one statement that covers all divisions.
2. Additional Service Requests (ASR)
Only submit ASRs to increase levels of service that are covered by increased revenues from grants or other
sources. Any other ASRs, other than cost maintenance ASRs, that will increase costs must be absolutely
necessary and have been pre-authorized by the Executive Office. You may request ASR pre-authorization via
e-mail to Tawni Helms in the Executive Office. Clearly describe your request and explain why it is necessary for
the County to fund this service. You will be advised of the status of your request via e-mail. Department heads
are directed to first consider transferring appropriation authority from other areas of their budget to fund any
increased costs.
Important ASR Guidelines
1. Do NOT create “placeholder” ASRs. Only submit ASRs for services and activities that are thoroughly
planned and will be ready for implementation:
Costs are known.
All county departments that will be impacted by the ASR know their respective role in the ASR, and they
support the ASR.
The ASR includes all related costs, including temporary help, overtime and labor costs to be reimbursed
to other departments.
For requests that do not meet these criteria (as in those not yet thoroughly planned or not yet ready for
implementation), you will need to use the supplemental budget process.
2. Do NOT overwrite existing ASRs. When you create a new ASR, be sure you are in a new, blank ASR
before you begin typing. We have had problems in the past with people overwriting existing ASRs when
creating new one.
3. Separate ongoing from one-time costs. If your request has both ongoing costs and one-time costs,
Page 6
create two ASRs (but only two). Of the two related ASR’s, you may use the abbreviated Cost Maintenance
ASR format on the ASR with lesser costs.
For example, for a service that includes a new position, create an ASR for ongoing payroll costs and
related ongoing expenditures; then create a second ASR for all of the related the one-time costs, such as
computer equipment and furniture. In the description field for both ASRs, enter the corresponding ASR
numbers for the related ASR (such as, “see ASR #2023-123 for corresponding one-time costs” and “see
ASR #2023-124 for corresponding ongoing costs”). Examples are in Appendix E.
4. Be thorough. Make sure all required fields in the form are completed and that they contain only data that
is relevant to the field’s question or focus. Do not enter duplicate text in multiple fields. Important Note:
Only complete and accurate ASRs will be considered.
If you requested ongoing budget authority for anything other than a new position in the mid-biennium
or monthly supplemental process, you will need to submit for an ongoing ASR to continue the budget
authority in the new biennium. The supplemental budget process does not accommodate ongoing
budget authority requests (other than for ongoing personnel positions).
ASR Types
There are two types of ASRs: Regular and Cost Maintenance.
REGULAR ASR
Complete a “Regular ASR” for each proposed new or enhanced service or capability. Be sure you comply with
the General ASR Guidelines above. Complete all tabs on the ASR form. See below for ASR form components.
COST MAINTENANCE ASR
Cost Maintenance ASRs are requests that total $25,000 or less and do not involve new services or increased
service levels (unless it is the lesser of two related ASR’s). Cost Maintenance Requests are subject to the above
restrictions. They are intended to be an easy means of requesting increases due to inflation or increased
software maintenance contracts. Complete the first three tabs only on the ASR form.
ASR Form Components
y ASR Type (Regular or Cost Maintenance)
y Quick Reference Name for the Request (must be unique and preferably 6 words or less).
y Name of person (or persons) responsible for implementation.
y Expenditure Type (ongoing or one-time)
y Fund Number
y Cost Center
y Originator Name
y Does request involve additional FTEs (or portions thereof)? (For Regular ASRs only.)
y Does request involve additional facilities/ space? (For Regular ASRs only.)
y By object account number, specific costs
ASR Form Text Fields
1. Description of Request
a. Describe the proposed activity or service.
b. Who are the primary customers for this service? (For Regular ASRs only.)
Page 7
Everything on the form past this point is for Regular ASRs only:
2. Problem Description
a. Describe the problem this request addresses and why Whatcom County needs to address it.
3. Options
a. What other options have you considered? Why is this the best option?
b. What are the specific cost savings? (Quantify)
4. Outcomes/ Objectives
a. What outcomes will be delivered and when?
b. How will you know whether the outcomes happened? How will success be measured? (Quantify)
5. Other Departments/ Agencies
a. Will this impact other departments or agencies? If so, identify the departments and/or agencies impacted
and explain what the impact(s) will be.
b. If another department or agency is responsible for part of the implementation, name their person in
charge of implementation and what they are responsible for.
6. Funding Sources
a. What is the funding source?
If you have questions or would like assistance with the outcome measurement component of the ASRs, call
Marianne Caldwell or Brad Bennett. An example of a correctly completed ASR is attached at Appendix E.
3. Inventory of Services
Your Inventory of Services from 2021 is stored in BPA. Review it and update as needed. Do not include services
that are contingent on the adoption of an ASR.
Be sure to inventory all services in your department separately. If there are services not yet documented in
your inventory, create a new record for that service. Do not combine distinct services into a single record. As
an example of separating services, in AS-Finance we have a record for each of the following:
Payroll District Accounting/ Payroll
Accounts Payable District Accounting/ Disbursing
Budget Development Quarterly Financial Reports
General Ledger and Annual Financial Report Administrative and Other Purchasing
Jail Accounting Asset Management
Public Works Accounting Accounts Receivable
Annual State Audit Grants and Contracts
Purchasing
COSTS AND FUNDING
For each service, make sure you use only 2023 information, and update all cost information for the new budget
year. You will need to input annual revenue, expenditures, unit of measurement, number of units provided
annually, and number of staff hours. BPA will calculate the net cost (or revenue) and the per-unit cost for you.
Include all costs that are not attributable to a specific service in a separate record for “Administrative Overhead.”
Add up all the “Annual Net Cost (Revenue)” amounts shown in the “Costs and Funding.” This total needs to
match your net base budget: (total annual expenditures, less your total annual revenues). If you need help
with costing, contact Marianne Caldwell.
Page 8
SERVICE PRIORITIES
Review all services and rank them 1 to 3, 1 being mission critical. Service priority ratings do NOT necessarily
correspond to whether a service is mandated or not.
Services numbered 1 are the activities that are most critical to the department’s mission and outcomes. Rate
at least one third of your department’s net expenditures as 3. If you do not review and change the ranking
of your services, they will retain the default value of 3. If you need help arriving at a prioritization, contact
Marianne Caldwell.
4. Fund Balance Analysis
If your department manages any “funds,” you will need to use BPA to complete a “Fund Balance Analysis” for
each fund. The 2022 beginning fund balance is stored in BPA. You will need to enter the fund’s 2022 projected
expenditures and revenues to arrive at a projected 2022 ending fund balance. If you have questions about
this section, contact Marianne Caldwell. Note: Projected expenditures and revenues are what you actually
expect will happen this year. They are probably not the same as budgeted. If your fund usually does not spend
out its entire budget, please allow for a budget lapse in your calculations.
5-6. 2023 and 2024 Personnel Step Dates
You do not do any data entry for these menu items. These are reports that show “Personnel Step Dates”
for 2023 and for 2024. Review these to verify salary ranges, steps and step dates that BPA uses to calculate
employee salaries, and that there are no gross errors. The reports show how BPA arrived at the Gross Wage
amounts in the Personnel Cost Summary reports. You do not need to recalculate salary amounts. If you
find inaccuracies in positions, ranges, steps, or step dates, contact Marianne Caldwell, as described below.
Changes to Personnel Cost Summaries can be made based on probable career path promotions. We will not
make changes to Personnel Cost Summaries based on prospective SKEP promotions if they are dependent on
passing tests or other competencies.
7-8. 2023 and 2024 Personnel Cost Summaries
As with the Personnel Step Dates above, you do not do any BPA data entry for these items. These are reports
that show your department’s personnel cost information for 2023 and 2024. Review these reports to verify
that all of your department’s authorized positions are included (for both years) and that there are no gross
errors. Again, you do not need to recalculate payroll costs.
For your reference, wage tables are on Inside Whatcom in the Human Resources section. If changes to either
report are needed, send a copy of the personnel cost summary (or personnel step date report), with changes
marked in red ink, to Marianne Caldwell before the end of July. She will update the information in BPA and
then contact you when it is ready.
Important Note: You will use the Personnel Cost Summaries to enter expenditure amounts into JDE (using
the Admin/ Budget Console). The numbers on these reports must match the numbers that you input into
JDE. You can make changes during the budget process to assign budgets for personnel to new cost centers.
However, you still need to submit payroll change forms to actually make the changes in the payroll system.
9. Unified Fee Schedule
The unified fee schedule identifies most fees charged by Whatcom County. The definition of a “fee for service”
charge is as follows:
A set fee charged uniformly for services, privileges, or products provided to clients external to the organization.
An ordinance adopting the Whatcom County Unified Fee Schedule (UFS) will be submitted to the Council
Page 9
with the proposed 2023-2024 Budget. The UFS will set forth specific authorization and rates for all fees listed
therein. UFS submissions are due with the regular budget submission.
Important Note: Use BPA to review your department’s rates and to create proposed additions, changes, or
deletions to the 2023-2024 UFS.
Evaluate your fees and rates to ensure that they are adequate to cover both direct and indirect costs.
Departments are responsible for having supporting documentation to substantiate how you calculated
the fees you are charging. If you need help evaluating costs or determining fees, contact Marianne Caldwell
or Brad Bennett for assistance.
If you have any changes, additions, or deletions to the fee schedule, use the UFS module to create a record
for the proposed addition, change, or deletion. Print out the UFS rate change proposal report, review it, and
submit it to AS-Finance with your budget submission.
Update your UFS as part of your budget preparation. If there are changes that are contingent on ASR approval,
note this in your ASR. Finance will arrange for you to update your UFS once your ASR is approved.
WHAT TO EXCLUDE FROM THE UNIFIED FEE SCHEDULE
Do not include fees and charges that are authorized and set by the Revised Code of Washington (RCW) or by
the Washington Administrative Code (WAC) in the Unified Fee Schedule. If the RCW or WAC says the county
“may charge” or “may charge up to” rather than “shall” or “will” charge, the fee must be adopted in the
Unified Fee Schedule.
10. Budget Submission Checklist
Complete a “Budget Submission Checklist” (one per department). The Department Head needs to review the
department’s entire budget submission and sign the checklist. The signed checklist goes at the very front of
your budget submission. Make sure that each applicable item specified on the checklist is included in your
budget submission.
V. Admin/Budget Console – JDE Data Entry
In addition to the BPA data entry, you also need to enter all revenue and expenditure information into the
accounting system. The system already contains the amounts for all line items from the final 2022 budget
(excluding one-time ASRs). Use the Admin/ Budget Console to update these amounts and their corresponding
narrative comments that detail information behind the amounts.
Contact Marianne Caldwell if you need help with data entry. Detailed instructions are in Appendix C.
Revenues
Every department that budgets revenue must provide revenue projections for the next two fiscal years.
Important Note: Make sure you include detailed explanations of each revenue source in the explanation
(narrative) field.
WHAT TO INCLUDE IN YOUR REVENUE EXPLANATION
y Information documenting all assumptions and sources used in developing your revenue projections
for 2023-2024.
y Information on the expected timing of receipts (monthly, quarterly, and other).
y Information regarding increases or decreases in revenue projections for 2023-2024 over or below
prior year projections.
Page 10
y Where applicable, reference the state law that authorizes the revenue.
Expenditures
Every department must provide a budget expenditure request for the next two fiscal years. Important Note:
Make sure you include a detailed explanation (narrative) of each expenditure account data entry submission.
See Appendix F for an example of well-written narratives.
WHAT TO INCLUDE IN YOUR EXPENDITURE EXPLANATION
An itemization within line items, such as supplies (which may have a large percentage of the total budgeted
for one type of purchase, such as paper, or one type of activity, such as ballot purchases). The itemization
needs to show what makes up the items total.
For contracted services (6610 – 6655), an itemization of each that includes the name of vendor, amount,
and whether the contract exists or will be executed in 2023-2024, as well as any other relevant background
information.
USE THE PROVIDED EXPENDITURE AMOUNTS
Provided in BPA, are the personnel costs needed for your department’s expenditures. Make sure you use the
figures from the Personnel Cost Summaries when entering your wage and benefit line item amounts.
Continue to use the 2022 current expense, administrative cost, tort, ER&R, and building maintenance fee
allocations currently in JD Edwards. Finance will adjust those figures when the Admin Services and other
budgets are finalized.
After entering your data into JDE, print out a “budget narrative report” for each year and pdf it with the rest
of your budget submission to AS Finance, Marianne Caldwell by your budget due date. To print your budget
narrative reports, see the instructions in Appendix C.
Interfund Transactions
Most interfund service allocations should be budgeted as operating transfers in and out (8301 and 8351 object
codes). This will avoid overstating revenues and expenditures for financial reporting purposes since 8301
and 8351 accounts net to zero when combined countywide. Services to be accounted for in the operating
transfer accounts include: the current expense allocation, Public Works and Health Department internal
admin allocations, and support allocated from one fund to another. Examples of support allocations include:
y Behavioral Health Program Fund funding of Probation’s Behavioral Health Unit, Extension’s
Strengthening Families Program, Public Defender Behavioral Health Specialist position and Health’s
Nurse Family Partnership.
y Flood’s funding of NPDES and Stormwater.
Instances of one fund actually purchasing services from another will still be accounted for in regular revenue
(434X accounts) and expense accounts (such as 6699 Other Services - IF for M&O services or Jail Work Crew
services).
Object Accounts
6100 SALARIES AND WAGES
IMPORTANT NOTE: FOR OBJECT ACCOUNTS 6110 THROUGH 6290, BE SURE TO USE THE AMOUNTS PROVIDED IN THE
PERSONNEL COST SUMMARIES FROM BPA.
6110 Regular salaries and wages. Amounts paid for personnel services rendered by regular employees in
accordance with the rates, hours, terms, and conditions authorized by law or stated in employment
Page 11
contracts. Include all premiums paid to employees, for example premiums for carrying a pager.
6120 Extra Help. Wages for temporary employees. Use account 6620 for payments to temporary employment
services.
6130 Out of Class. Payments to employees for work performed outside of normal classification, as provided
for in labor agreements.
6135 Leave Payout (Retirement).
6140 Overtime. Payment for work outside normal working hours as provided for in labor agreements.
6190 Direct Billing Rate. Account used to accumulate charges for employee labor for grant accounting and
job costing purposes.
6195 Direct Billing Rate Offset. Account established in an employee’s home cost center to accumulate the
offset of labor charge to another cost center for grant accounting or job costing purposes.
6200 BENEFITS
Coding – Include all medical insurance in account 6245. Use account 6255 for all other health and welfare benefits (dental,
vision, life, EAP, disability and state medical leave).
6210 Retirement.
6230 Social Security.
6245 Medical Insurance.
6255 Other Health & Welfare Benefits (dental, vision, disability, life, EAP and state medical leave).
6259 Worker’s Compensation Plan.
6269 Unemployment Insurance.
6290 Applied Benefits (Job costing only).
6300 SUPPLIES
6320 Supplies. Office and operating supplies, for example: paper, pens, cleaning supplies, food (other than
meeting refreshments – 7140), keys, signs, lumber, paint, electrical supplies.
6330 Printing. Printing and binding services purchased from an outside vendor. Includes printing envelopes
and letterhead.
6340 Books, Publications, Subscriptions. Purchase of books, publications, and subscriptions for departmental
use. Includes digital subscriptions/database access. Does not include cloud-based software
subscriptions (see 6625).
6370 Medical Supplies. Medical supplies purchased for use in county facilities.
6410 Fuel. Purchases of fuel from outside vendors for use in motor vehicles and equipment.
6429 Fuel, Interfund. Purchases of fuel from county departments for use in motor vehicles and equipment.
6480 Purchases for Resale. Use for goods purchased for resale to county departments or the public. Examples:
automotive repair parts (ER&R), maps, concession supplies, codebooks, fuel.
6500 SMALL TOOLS & EQUIPMENT
6510 Small Tools & Equipment. Small tools and equipment costing less than $5,000 per unit, or with a
useful life of less than two years, purchased from an outside vendor. For equipment over this limit, use
account 7410.
6520 Software. For software purchased costing less than $5,000 per unit. This account should include most
Page 12
PC software, original purchase, and upgrades. Also includes periodic license renewals less than the
$5,000 capitalization limit. For cloud-based renewals see 6625.
6600 OTHER SERVICES & CHARGES
Contracts – Separate account line items are not recommended for each individual contract. Detail is required in your
expenditure narrative for all contracts included in your appropriation requests.
6610 Contracted Services. Services provided that are contracted to outside vendors that do not meet
the professional services or repair & maintenance definitions. Examples: video production, towing,
cleaning services, web hosting.
6620 Contract Employment. Fees paid to businesses or self-employed individuals for temporary services.
Example: temporary employment services.
6625 Software Maintenance Contracts. Includes cloud-based software subscriptions, Zoom and Go-To-
Meeting licenses.
6630 Professional Services. Services involving established professions requiring advanced knowledge
or education. Services are predominantly mental or intellectual, rather than physical or manual.
Examples: architects, engineers, consultants, labor negotiators, legal services, accounting and auditing,
programming services. Other examples of professional services can be found on the Finance web page
FAQs at http://wa-whatcomcountyintranet.civicplus.com/DocumentCenter/View/909/Professional-
Services-Defined-PDF.
6635 Professional Services, Health Care. Health care services provided to Whatcom County that are
contracted or purchased. Example: medical and dental services.
6650 Court Investigations, Evaluations. Payments made to provide legally mandated court services.
Examples: judges pro tem, arbitrators, guardian ad litem, criminal conflict services.
6655 Interpreter Services.
6659 Building Maintenance Fees. Use the amounts carried forward in JDE.
6680 Equipment Maintenance. Examples: office equipment, voting machine, JAVS, parking paystation
maintenance agreements.
6699 Other Services, Interfund. For payments not classifiable to another contracted services account and
paid to another county department.
6700 COMMUNICATION
6710 Postage, Shipping, Freight. Stamps, postage, and post office box rental charges; shipping costs on
outbound goods.
6719 Postage, Interfund. Postage and shipping fees purchased from a county department.
6720 Telephone (including landlines and cell phones).
6760 Miscellaneous Communication. Example: messenger service.
6770 EMPLOYEE TRAVEL
6780 Employee Travel, Education/ Training. Travel by an employee for the purpose of attending a training
class, seminar, or conference (including mileage, meals, lodging, and any incidental costs). Does not
include costs for rental cars or fuel paid directly to vendors.
6790 Employee Travel, Other. Work related travel costs not associated with a training class. Does not include
costs for rental cars or fuel paid directly to vendors.
Page 13
6800 ADVERTISING
6810 Advertising. Payments for advertisements. Example: legal notices.
6850 RENTALS
6860 Equipment Rental. Example: copiers (including usage charges), rental cars paid directly to vendors,
other vehicles, heavy equipment, office equipment, tools.
6869 Equipment Rental, Interfund. Equipment rental from another county department. Use subaccount
.501 for ER&R vehicles and use amounts carried forward in JDE.
Note: Do not use 6869 or 6869.502 for copier rentals, use 6860.
6870 Space Rental.
6879 Space Rental, Interfund. Payments for the rental of office or storage space from another county
department.
6900 INSURANCE
6910 Insurance Premiums. For insurance purchased directly from outside agent. Use benefit accounts for
insurance applicable to personnel benefits.
6949 Insurance Premiums, Interfund. For insurance premiums paid to a county department. Insurance
Assumptions: For tort fund insurance premiums. Use amounts carried forward in JDE requested
budget.
6950 UTILITY SERVICES
6960 Water/ Sewer Services.
6970 Gas.
6980 Electric.
6990 Solid Waste.
7000 Other Utilities.
7050 REPAIRS & MAINTENANCE
7060 Repairs & Maintenance. Example: Contracted (external) labor and supplies furnished by the contractors
for repairs and maintenance.
7069 Repairs & Maintenance, Interfund.
7070 Minor Remodeling. Use this account for improvements to existing buildings and structures that cost
less than $50,000. For remodeling costs of more than $50,000, use account 7350 or 7380.
7100 MISCELLANEOUS
7110 Registration, Fees, Tuition. Amounts paid for tuition or registration fees to attend a class, seminar, or
conference, including meals provided by the course sponsor.
7115 Membership Fees or Association Dues.
7120 Judgments/ Damages/ Claims.
7130 Witness/ Jury Fees. Fees, meals, and supplies provided for witnesses and juries.
7140 Meeting Refreshments.
Page 14
7159 Administrative Cost Allocation, Interfund. Use amounts carried forward in JDE.
7190 Other Miscellaneous. Examples: filing and recording fees, information and credit services, laundry
services, engraving services, non-employee bus tickets, license fees (e.g., elevator operator), service
licenses, or certifications (e.g., CPA, pesticide applicator, counselor, or nurse), direct assistance on
behalf of clients (Veterans Relief, DVPOTS programs).
7199 Other Miscellaneous, Interfund.
7200 INTERGOVERNMENTAL/ INTERFUND SERVICES & TAXES
These accounts should be used only for specialized services typically performed by local governments. Do not include
expenditures that happen to be paid to another government but are not governmental in nature.
7210 Intergovernmental Professional Services. Expenditures made to other governmental entities for services
rendered. Intergovernmental services are limited to functions normally provided by governments and
not by private businesses. Do not include expenditures that happen to be paid to another government
but are not governmental in nature, such as insurance, utility charges, microfilming services, rentals,
repairs, and supplies. Also, do not include any interfund expenditures. Examples of intergovernmental
services: Medic One services, What-Comm Dispatch services, Whatcom Conservation District services.
7220 Intergovernmental Subsidies. Grant payments to other governments (e.g., economic development
grants, DEM grants).
7225 Intergovernmental Subsidies – Loans. Loan disbursals to other governments (e.g. economic
development loans).
7230 External Taxes and Operating Assessments. Payments to other governments based on levies against
property or income owned by the county. Do not separate sales taxes from the cost of the article
or service purchased. Examples: business and occupation tax, leasehold excise tax, excise tax, refuse
collection tax.
7310–7450 CAPITAL OUTLAYS
Capital outlay items are those that cost over $5,000 and have a useful life of more than two years. This encompasses all
capital outlays, including computer equipment and software. Small tools and minor equipment, and smaller software
purchases (cost is equal to or less than $5,000) should be included in accounts 6510–6520.
Capital expenditures result in the acquisition of, rights to, or additions to fixed assets. All related costs should be included
such as legal, appraisal and brokerage fees, land preparation and building demolition, fixtures and delivery costs.
7320 Land. Cost of land purchased plus all fees associated with the purchase.
7350 Buildings & Structures. Acquisition and major improvements of buildings and structures and all
related costs. Examples: office buildings, jails, garage and shop buildings, park buildings, storerooms,
warehouses, major remodels, and renovations.
7380 Other Improvements. Improvements to facilities. Examples: alleys, lighting systems, athletic fields,
parking areas, bridges, roadways, culverts, sidewalks, water & sewer systems, storm drains, fuel depots,
streets, seawalls, dikes, landfills, fencing.
7400 MACHINERY AND EQUIPMENT
See definition of “Capital Outlay” above.
Note: Use accounts 6510–6519 for machinery and equipment with a cost of less than $5,000 or a life of less than 2 years.
7410 Machinery & Equipment. Machinery and equipment with a unit cost of $5,000 or more and a useful life
of more than two years. Examples: communications, janitorial, office and laboratory equipment; office
Page 15
furniture, police dogs, heavy equipment, vehicles.
7420 Computer Equipment. Computer equipment and software with a unit cost of $5,000 or more and a
useful life of more than two years. This includes custom software developed under contract.
7450 Capitalized Leases. Finance uses this classification for the total cost of an asset acquired with a capital
lease.
We will track a lease agreement in the fixed asset accounting system as a capital asset if the lease
agreement covers the substantial portion of useful life of an asset. We will treat a capital lease as an
installment purchase of property rather than the rental of property. If you suspect you have a capital
lease, contact Kristin Fuchs (5326) for help with accounting.
Payments under installment purchases and capital leases are coded to accounts 7570 and 7730 as debt service. Any rent
or lease payments that do not fit in the above categories should be charged to accounts 6860–6879, Operating Rentals
and Leases.
7500 DEBT SERVICE PRINCIPAL
7510 General Obligation (GO) Bonds
7710 Interest on Interfund Debt.
7730 Interest on Long Term Debt.
7790 Other Debt Service Costs.
8300 TRANSFERS
8351 Transfers-Out. Represents transfers out of one county fund into another. While not technically
expenditures, Transfers-Out are included in the expenditure budget as an offset to Transfers-In in
the revenue budget. The net effect of both on the overall budget is zero. Use this account for both
operating transfers and residual equity transfers. Examples of when to use: General Fund subsidy of Jail
Operations, Flood Fund subsidy of Stormwater Operations, several department subsidy of Pictometry
project, equity transfers to ER&R for new vehicles.
Note: Do not use this account for fees charged by internal service funds. Budget those expenditures to 6869 Equipment
Rentals or 6879 Space Rentals. For services contracted or sold to other departments, use 6699 or 7069.
VI. Department Organization
Provided by separate email will be a copy of your department’s 2021 organizational chart. Using red ink, mark
up changes to your department’s structure directly on this chart.
Important Note: Make sure that the job titles on the chart agree with the job titles on your Personnel Step Date
Report. Check your chart carefully and mark any necessary changes. Include the reviewed chart (amended or
not) in your budget submission. Do not add positions requested in ASRs or unapproved reclass requests.
Appendix A - Salary Matrices
Page 16
Salary matrices are included in the wage tables under Quick Links on the HR page in
Inside Whatcom. Pending contracts will be added when adopted. If you have questions
concerning the range applicable to any given position, call your HR representative.
Salary Matrices
Appendix B - Personnel Benefits
Page 17
ACCT FRINGE
BENEFIT PLAN NAME COVERED GROUP COVERAGE
FOR
COUNTY-PAID
ESTIMATED RATES 2023
TOTAL ESTIMATED
RATES 2023
6210 Retirement
PERS I
All employees
Employee 10.25%% of salary
PERS II Employee 10.25%% of salary
PERS III Employee 10.25%% of salary
PSERS Employee 10.39%% of salary
LEOFF II Employee 5.30%% of salary
6230 Soc Security N/A All employees Employee 7.65%% of salary
6245 Medical
Teamsters Plan "B" (Includes
TL & Disability Waiver)
Unreps, Master, Corr Deputies,
PROTEC17, FOP x 2, AFSCME Family $1,390.40 $16,685
WCIF 200 IBU Family $1,283.00 $15,396
Masters, Mates & Pilots Ferry (3 MMP employees)Family $1,419.25 $17,031
WCIF 500 - tiered WSNA Family
Average $1,031.00 $12,372
6255 Dental
LEOFF Trust FX - tiered DepSher only Family
Average $1,763.00 $21,156
WTWT Dental Plan A Unreps, Master, Corr Deputies, FOP
(CSM), AFSCME Family $125.00 $1,500.00
WCIF WA Dental (Option 3)FOP (SSM), PROTEC 17, DepSher,
WSNA, IBU Family $120.00 $1,440
6255 Vision
Teamsters Extended Unreps, Master, Corr Deputies, FOP x
2, AFSCME Family $17.60 $211
WCIF Standard Plan WSNA, Local 17, IBU Family $16.25 $195
6255 Life WCIF Basic + AD&D All employees Employee $7.50 $90 max
6255 Disability
Reliance Standard Life DepSher Employee $50.00 $600
Reliance Standard Life Undersheriff, FOP x 2 Employee $60.00 $720
Sunlife (Unreps)Unreps Employee $0.0038 X base salary $456 max
Sunlife (Health)WSNA, Local 17 Employee $0.0084 x base salary $201.60 max
6255 EAP KEPRO All employees including districts Family $2.45 $29
6259 Workers’ Comp
Self-Insured 150100 Field & Other Employee $0.35 $728
Self-Insured 530607 Office & Admin Employee $0.25 $520
Self-Insured 690101 Volunteers & Jurors Employee $0.10 $208
Self-Insured 690501 Law Enforcement Employee $1.70 $3,536
Self-Insured 150200 Laborers Employee $1.85 $3,848
Self-Insured 690601 Volunteers - Law Enf Employee $0.30 $624
6269 Unemployment Self-Insured All employees but elected officials Employee 0.13%% of salary
6269 State Medical Leave WA State All employees except Dep Sheriff Employee 0.161%% of salary
6269 State Medical Leave WA State Dep Sheriff Employee 0.30%% of salary
Fringe Benefit Assumptions 2023 – Per Eligible Employee
Appendix B - Personnel Benefits
Page 18
ACCT FRINGE
BENEFIT PLAN NAME COVERED GROUP COVERAGE
FOR
COUNTY-PAID
ESTIMATED RATES 2024
TOTAL ESTIMATED
RATES 2024
6210 Retirement
PERS I
All employees
Employee 10.25%% of salary
PERS II Employee 10.25%% of salary
PERS III Employee 10.25%% of salary
PSERS Employee 10.39%% of salary
LEOFF II Employee 5.30%% of salary
6230 Soc Security N/A All employees Employee 7.65%% of salary
6245 Medical
Teamsters Plan "B" (Includes
TL & Disability Waiver)
Unreps, Master, Corr Deputies,
PROTEC17, FOP x 2, AFSCME Family $1,459.40 $17,513
WCIF 200 IBU Family $1,347.00 $16,164
Masters, Mates & Pilots Ferry (3 MMP employees)Family $1,488.75 $17,865
WCIF 500 - tiered WSNA Family
Average $1,083.00 $12,996
6255 Dental
LEOFF Trust FX - tiered DepSher only Family
Average $1,851.00 $22,212
WTWT Dental Plan A Unreps, Master, Corr Deputies, FOP
(CSM), AFSCME Family $129.00 $1,548
WCIF WA Dental (Option 3)FOP (SSM), PROTEC 17, DepSher,
WSNA, IBU Family $125.00 $1,500
6255 Vision
Teamsters Extended Unreps, Master, Corr Deputies, FOP x
2, AFSCME Family $18.10 $217
WCIF Standard Plan WSNA, Local 17, IBU Family $16.75 $201
6255 Life WCIF Basic + AD&D All employees Employee $7.50 $90 max
6255 Disability
Reliance Standard Life DepSher Employee $50.00 $600
Reliance Standard Life Undersheriff, FOP x 2 Employee $61.80 $742
Sunlife (Unreps)Unreps Employee $0.0038 X base salary $456 max
Sunlife (Health)WSNA, Local 17 Employee $0.0084 x base salary $201.60 max
6255 EAP KEPRO All employees including districts Family $2.45 $29
6259 Workers’ Comp
Self-Insured 150100 Field & Other Employee $0.35 $728
Self-Insured 530607 Office & Admin Employee $0.25 $520
Self-Insured 690101 Volunteers & Jurors Employee $0.10 $208
Self-Insured 690501 Law Enforcement Employee $1.70 $3,536
Self-Insured 150200 Laborers Employee $1.85 $3,848
Self-Insured 690601 Volunteers - Law Enf Employee $0.30 $624
6269 Unemployment Self-Insured All employees but elected officials Employee 0.13%% of salary
6269 State Medical Leave WA State All employees except Dep Sheriff Employee 0.161%% of salary
6269 State Medical Leave WA State Dep Sheriff Employee 0.30%% of salary
Fringe Benefit Assumptions 2024 – Per Eligible Employee
Appendix C - Admin/Budget Console - JDE Data Entry Instructions
Page 19
Your JDE User ID
Your JDE Password
Enter your JDE User ID
and Password at the
Sign On Screen
Instructions for JDE Entry
Start the Administrative and Budget Console by double clicking the desktop icon and then:
If you encounter “An error has occurred while processing the script” error, click OK, then select the menu you normally use to get into JDE.
Appendix C - Admin/Budget Console - JDE Data Entry Instructions
Page 20
1. Press Budget Narratives.
To enter budget:
Appendix C - Admin/Budget Console - JDE Data Entry Instructions
Page 21
2. Enter Cost Center number,
then Press Enter.
FYI: When there is not a line item selected
in the list-box, the option buttons are
disabled.
FYI – Make sure you select
“Requested” under Budget Cycle,
and enter the correct Fiscal Year.
To enter budget (continued):
Appendix C - Admin/Budget Console - JDE Data Entry Instructions
Page 22
To enter budget (continued):
3. Edit amount (Expenditures are
positive, revenues are negative)
4. Press “Accept Changes and
Redisplay” button.
Appendix C - Admin/Budget Console - JDE Data Entry Instructions
Page 23
1. Select a line and press “Add or Edit
Memo” button OR double click on the
line.
To add or change a narrative, use the same screen as on previous page and:
2. Edit text and press
“Save Changes”.
3. Press “X” to return to
prior screen or “Main
Menu” to close.
Appendix C - Admin/Budget Console - JDE Data Entry Instructions
Page 24
To print budget narrative report:
1. On the Main Menu in the
“Reports” section, press
Budget Narrative Report.
2. Enter Fund and/or
Cost Center.
3. Press Run Report.
Appendix D - Printing From BPA
Page 25
Printing from BPA Using the Microsoft XPS Document Writer:
Within BPA, with the item opened that you want to print, select PRINT OPTIONS.
Select the MICROSOFT XPS DOCUMENT WRITER as your printer and select OK.
When the “Save the file as” screen is displayed, select COMPUTER in the left hand menu.
(Do NOT choose DESKTOP – that will save to the BPA server Desktop, not yours.)
Appendix D - Printing From BPA
Page 26
When the next screen is displayed, in the right hand window, double click on the drive location you wish to save to.
(Do NOT select C: – this is the BPA server drive.)
Printing from BPA Using the Microsoft XPS Document Writer (continued):
In the example below, “Multi” was selected.
y Browse to the folder location where you want to save your file to.
y Type in a FILENAME.
y Select SAVE.
Your XPS document will be saved to that location, and you can now open it and print to any printer you would normally have access
to.
Appendix E - ASR Examples
Page 27
ASR Examples:
2019-2020 Budget Preparation - Regular Additional Service Request
Sheriff Operations
Fund 1 Cost Center 2900 Originator:Doug Chadwick5731ASR # 2019-
Name of Request: 1 FTE Patrol Lieutenant 2019
Object Object Description 2019 Requested
Add'l FTE Expenditure Type:Ongoing
Costs:
Priority 3Add'l Space
2020 Requested2019 Approved 2020 Approved
6110 Regular Salaries & Wages $117,504 $122,278$117,504 $122,278
6210 Retirement $8,607 $8,962$8,607 $8,962
6230 Social Security $8,989 $9,354$8,989 $9,354
6245 Medical Insurance $15,564 $15,564$15,564 $15,564
6255 Other H&W Benefits $1,996 $1,996$1,996 $1,996
6259 Worker's Comp-Interfund $3,536 $3,536$3,536 $3,536
6269 Unemployment-Interfund $411 $428$411 $428
6429 Fuel-Interfund $3,974 $3,974$3,974 $3,974
6720 Telephone $780 $780$780 $780
6869 Equip Rental-Interfund $7,560 $7,560$7,560 $7,560
$168,921Totals
This ASR is to fund ongoing costs of hiring 1 new Patrol Lieutenant. See ASR 2019-5958 for
corresponding one time costs.
Addition of a Lieutenant position, responsible for overseeing law enforcement personnel and resources
within the Bureau of Law Enforcement and Investigations. This is an essential position, responsible for
supervising the Patrol sergeants/deputies and specialty units to ensure that law enforcement services
provided to the public are conducted in an efficient and effective manner. In order to maintain a
professional and effective response to calls for service, it is critical that a manager monitor patrol related
activities and identify areas where improvement or efficiencies can be made. It is imperative that a
manager monitor staffing and operations related to Patrol, to make sure that limited resources are being
spent and deployed in an efficient manner. The additional Lieutenant position will improve spam of control
and provide better management of resources and accountability. The addition of a Lieutenant will serve to
place them in the field on a regular basis, to include evenings and weekends, to better manage
supervisors and assess the delivery of services to the public.
b)Who are the primary customers for this service?
The citizens of Whatcom County, as a result of a highly professional and effective patrol division. This is
the largest bureau of the Sheriff’s Office and responsible for visible patrols and response to calls for service
from the public
Due to the increasing number of FTE’s, special programs, community expectations, and new legal
mandates, the Sheriff’s Office is in need of another lieutenant position to provide operational oversight and
risk management functions.
Currently there is one lieutenant assigned to support services and investigations. This position oversees
the Detective Division, Drug and Gang Task Force, Criminal Interdiction Team, Crime Scene Investigators,
Courthouse Security, Boating Safety, Fleet Management, Training, and Scheduling.
The other lieutenant is assigned to field operations. This position oversees Patrol, Traffic Unit, K9, Search
& Rescue, Resident Deputies, Neighborhood Deputies, Forest Patrol, Honor Guard, Special Events Team,
2.Describe the problem this request addresses and why Whatcom County needs to address it.
$174,432$168,921 $174,432
1.Description of Request:
a) Describe the proposed activity or service, and indicate whether it is a higher or lower priority
than existing services in your department budget.
Tuesday, September 25, 2018 Rpt: ASR - BY DEPT Req and App
Appendix E - ASR Examples
Page 28
ASR Examples (continued):
2019-2020 Budget Preparation - Regular Additional Service Request
Sheriff Operations
Fund 1 Cost Center 2900 Originator:Doug Chadwick5731ASR # 2019-
and the new Crisis Intervention Deputy. This position is also our liaison to the WhatComm dispatch center,
and manages our portable radio communications.
The new crisis intervention deputy is the latest example of a new program that will take additional time to
administer at the lieutenant level. There is no doubt that this program will be an asset to the agency as we
work to connect citizens dealing with mental health crisis to local service providers. It is our goal to expand
this program with additional FTE’s in the future.
The SWAT and Special Events Team are two more examples of programs that have been added to the
workload of our lieutenants. Each team has extensive training requirements, and a large amount of
equipment to be managed.
Due to the ever increasing administrative duties of the position, the field operations lieutenant is struggling
to meet some of the basic job duties of the position, including:
1.Provide Leadership and direction to all assigned operation.
2.Supervises and directs all assigned staff including sergeants, deputies, support personnel
3.Accountability and compliance with policies and procedures, CBA, and legal requirements
The field operations lieutenant supervises 7 sergeants and approximately 55 deputies. These positions
work in the field 24 hours a day, seven days a week. It is difficult for the lieutenant to find time to be in the
field supervising his subordinates. Usually this is done by working additional hours above and beyond the
standard work week.
By adding a new lieutenant position to field operations. the two lieutenants can split responsibility for the
days of the week. Both field operations Lieutenants would function as a Watch Commander with direct
oversight of field resources, to include evenings and weekends. Both would have days when they are
responsible for field operations, and other days when they can complete administrative work and conduct
strategic planning. This would provide direct interactions and improve management of sheriff's office
resources in the field.
3.Options
a) What other options have you considered? Why is this the best option?
Upgrade an existing sergeant position. This would require the new Lieutenant to assume some of the
administrative duties previously handled by the sergeant.
The addition of a lieutenant provides increased management of programs and resources, while maintaining
the number of sergeants in the field that are supervising the daily activities and response to calls for service
from the public.
4. Outcomes / Objectives
a) What outcomes will be delivered and when?
The addition of a Lieutenant position will result in consistent direction and oversight for the Patrol Division
and specialty units, thus reducing inefficiencies and improving the effectiveness of the limited patrol
resources. It will also provide for risk management and analysis of patrol operations to limit liability and
improve public safety services.
b)How will you know whether the outcomes happened?
Lieutenant has been promoted and placed in the position
b) What are the specific cost savings? (Quantify)
Increased Risk Management and reduced liability to the County.
5. Other Departments/Agencies
a) Will this ASR impact other departments or agencies? If so, please identify the departments and/or
agencies impacted and explain what the impact(s) will be.
NA
Tuesday, September 25, 2018 Rpt: ASR - BY DEPT Req and App
Appendix E - ASR Examples
Page 29
ASR Examples (continued):
2019-2020 Budget Preparation - Regular Additional Service Request
Sheriff Operations
Fund 1 Cost Center 2900 Originator:Doug Chadwick5731ASR # 2019-
b) If another department or agency is responsible for part of the implementation, name the person in
charge of implementation and what they are responsible for.
NA
6.What is the funding source for this request?
General Fund
Tuesday, September 25, 2018 Rpt: ASR - BY DEPT Req and App
Appendix E - ASR Examples
Page 30
ASR Examples (continued):
2019-2020 Budget Preparation - Cost Maintenance Request
Sheriff Administration
Fund 1 Cost Center 2900 Originator: Dawn Pierce5958ASR # 2019-
Name of Request: 1 FTE Patrol Lieutenant 2019 One Time Costs
This ASR is to fund one-time costs of hiring 1 new Lieutenant. See ASR 2019-5731 for corresponding
ongoing costs.
$ 3,185 Hiring costs (background investigation $2200, psych eval $400, physical $505, eye exam $80
$ 2,195 Guild Contract (clothing, duty belt/keepers, handcuffs/cases, duty weapon, holster, mag pouch)
$10,965 Equip (MDT/printer $4675, radio $4100, armor/helmet $1190, PBT $480, Taser $350, tools $170)
$ 3,580 Training (Basic Law Enforcement Academy $3200 and academy clothing $380
$ 175 Supplies (Badge/brass, belt liner, 1st aid kit, aerosol restraint)
$48,000 Vehicle
$68,100 Total
Expenditure Type:One-Time Relative Priority 3
Description:
Object Object Description 2019 RequestedCosts:2020 Requested2019 Approved 2020 Approved
6320 Office & Op Supplies $45 $0$45 $0
6320.001 Office & Op Supplies $3,895 $0$3,895 $0
6510 Tools & Equip $9,775 $0$9,775 $0
6610 Contractual Services $2,200 $0$2,200 $0
6635 Health Care Services $985 $0$985 $0
7110 Registration/Tuition $3,200 $0$3,200 $0
8351 Operating Transfer Out $48,000 $0$48,000 $0
$68,100Totals $0$68,100 $0
Tuesday, September 25, 2018 Rpt: CMR Req/Apprv Report
Appendix F - Narrative Examples
Page 31
Narrative Examples:
Example 1:
Example 2:
Appendix F - Narrative Examples
Page 32
Narrative Examples (continued):
Example 3:
Appendix G - Budget Policies
Page 33
Administering the County Budget – POL AD123001Z
This policy applies to all department heads.
1. Whatcom County Adopts a Biennial Budget
The biennial budget consists of two-one-year budgets. Except for the General Fund, Whatcom County
Council authorizes annual expenditures by fund. The Council authorizes the General Fund budget by
department.
2. Director of Administrative Services (County Executive) Manages County Budget
The Director of Administrative Services manages the county budget on a day-to- day basis and proposes
budget amendments to the County Executive. The Director of Administrative Services may propose
decreases in expenditure budgets for programs where revenues are not meeting budget projections.
The Director of Administrative Services may propose increases to expenditure budgets to fund needed
county services if sufficient revenues exist.
3. County Executive Requests Budget Amendments
The County Executive or designee requests the County Council increase or decrease the budget by
introducing a budget amendment ordinance.
4. County Council Amends County Budget
The County Council approves increases or decreases to the county budget by ordinance. The Council may
change the supplemental budget ordinance, however the net expenditure by fund may not be increased.
5. Department Heads Monitor Budgets Monthly
6. Department Heads Only Authorize Expenditures Within Budget
Department Heads will be held personally liable for any expenditure that exceeds their approved budget
(Whatcom County Charter Sec. 6.90).
7. Department Heads Have Spending Flexibility Only Within Object Groupings
Within object groupings in the same fund, the Department Head can use budgeted expenditure authority
between line items. Department Heads must not exceed total budget authority within object groupings.
Object groupings:
y Wages (account codes 6110 – 6199)
y Benefits (account codes 6200 – 6299)
y Capital Outlay (account codes 7300 – 7499)
y Other (all other account codes)
8. Department Heads Request Approval to Move Funds Between Object Groupings
The Department Head will submit Budget Transfer Requests to move budget between object groupings.
9. Department Heads Use Restricted Appropriation Authority as Specified
The Department Head will use budget authority awarded for grant-funded projects, additional service
requests (ASRs), and supplemental budget requests only for those approved purposes (WCC 3.02.110
Section B.4. and Ord. 93-042 Exhibit E).
10. Department Heads Consider Options Before Requesting Additional Budget Authority
The Department Head will submit Supplemental Budget Requests only after other options in the existing
budget are exhausted. Other options include reprioritizing services and using projected budget lapses.
Appendix G - Budget Policies
Page 34
Administering the County Budget – POL AD123001Z (continued)
11. Department Heads Report Revenue Shortfalls Immediately
The Department Head will promptly notify the Director of Administrative Services (County Executive) if
budgeted revenues will not be realized.
12. Department Heads Submit Continuing Appropriation Requests
The Department Head will submit requests by the date published in the AS Finance Manager’s Year-End
Memo. Requests to continue budget authority to the following year must:
y Only include purchases or services with a valid purchase order or contract in place on December 31.
y Stay within unexpended appropriation authority.
y Comply with restrictions on appropriations.
y Equal or exceed $1,000.
y Only include goods or services specifically authorized in the budget (e.g., ASRs, supplementals) or,
by contract, planned to be completed within the budget year (WCC 3.02.050).
13. County Executive Approves Continuing Appropriation Requests
County Executive or designee may approve requests as necessary to meet county commitments.
Appendix G - Budget Policies
Page 35
Setting Fees for County Services – AD123400Z
This policy applies to all department heads in the development of the Unified Fee Schedule.
1. Department Heads Document the Full Cost of Providing Services
The Department Head will include direct costs and overhead in establishing fees for services.
2. Department Heads Survey Comparable Fees from Other Entities
For new fees or fee increases over 10%, the Department Head will document fees for comparable services
from other entities.
3. Department Heads Propose Fees to Recover Full Cost
The Department Head will propose fees to cover the cost of the service provided.
The Department Head may propose fees below cost when services provide a public benefit. Public benefit
includes services that benefit the direct recipient and the public. If services charged are below cost, the
Department Head will provide projected percentages of costs recovered.
4. Department Heads Charge Washington State Fees at Maximum Rate
The Department Head will charge fees mandated or allowed by Washington State at the maximum
allowable rate, regardless of cost.
5. County Executive Recommends Fees and Cost-Recovery Goals
The County Executive will recommend fees and cost-recovery goals to the County Council.
6. County Council Adopts Fees Biennially
Biennially, the County Council will adopt fees in the Whatcom County Unified Fee Schedule Ordinance.
7. County Executive Adds or Adjusts Fees
The County Executive may add or adjust fees by Executive Order during the biennium.
Appendix G - Budget Policies
Page 36
Accounting for Grants & Restricted Revenues – AD129010Z
This policy applies to all Department Heads whose departmental operations are funded by grants or restricted
revenues (e.g., state vessel registration distributions).
1. Department Head Manages Grants in Accordance with Grant Contract
2. Department Head Uses Grant and Restricted Revenues to Fund All Eligible Expenditures Prior to Using
Any County Resources
3. Department Head Assigns a Grant Administrator for Each Grant
Department Head designates a grant administrator on the contract information sheet for each grant
contract.
4. Department Head Builds Capacity for Federal Grant Administration
Department Heads anticipating receiving federal grants will require Grant Administrators to complete
the Washington Finance Officers Association Federal Grant Requirements class. Class availability can be
found online.
5. Department Head Captures Grant Costs in a Unique Cost Center
The Department Head will charge all grant related revenues and expenses, including expenses used as
match, to a unique grant cost center. If two or more grants are used to fund the same project all grants
may be accounted for in the same cost center.
6. Department Head Requires Employees to Track Work Time
Department Head ensures employees required to track grant-funded work hours account for ALL hours
worked on both grant-funded and non-grant-funded activities.
7. Department Bills Grants Promptly
Unless the grant contract specifies otherwise, Department Heads bill grants monthly if reimbursable
costs exceed $5,000 per month. Department Head will bill grants at least quarterly based on calendar
year quarters.
8. Department Head Obtains Written Approvals to Deviate from Grant Terms
The Department Head will not deviate from grant contract terms without a formal grant amendment. If
formal grant amendment is not required by the grantor agency, the Department Head will obtain other
written authorization to deviate from the grant contract.
PROPOSALS SUBMITTED AS OF 5.20.2024
Council Office
• Expand staff capacity – consider options such as:
➢ 1 FTE Deputy Clerk
➢ 1 FTE for Council/councilmember communications, PIO, intergovernmental
affairs, community engagement, and special projects
➢ 1 FTE for County Advisory Group centralized administrative support and
facilitation
➢ +1-2 FTE Portfolio based policy analysts including budget and finance
➢ 1 FTE shared councilmember administrative support
➢ OR
➢ 7 FTE Per councilmember Legislative Aide
• Increase Councilmember travel budget (especially for WSAC/NACo)
• Council grant program - For small projects and councilmember priorities – Example: King
County
• 2025 IPRTF and JPOP Facilitation (to be funded from the Jail Fund)
Other requests/priorities
• Twin Sisters Market - $110,000 (attached funding request)
• Expand Whatcom Conservation District FireWise (may already be in Exec priorities)
• Increase juror daily compensation (confirmed by Admin this is set by Council)
PROPOSALS SUBMITTED AS OF 5.20.2024
Council Office
• Expand staff capacity – consider options such as:
➢ 1 FTE Deputy Clerk
➢ 1 FTE for Council/councilmember communications, PIO, intergovernmental
affairs, community engagement, and special projects
➢ 1 FTE for County Advisory Group centralized administrative support and
facilitation
➢ +1-2 FTE Portfolio based policy analysts including budget and finance
➢ 1 FTE shared councilmember administrative support
➢ OR
➢ 7 FTE Per councilmember Legislative Aide
• Increase Councilmember travel budget (especially for WSAC/NACo)
• Council grant program - For small projects and councilmember priorities – Example: King
County
• 2025 IPRTF and JPOP Facilitation (to be funded from the Jail Fund)
Other requests/priorities
• Twin Sisters Market - $110,000 (attached funding request)
• Expand Whatcom Conservation District FireWise (may already be in Exec priorities)
• Increase juror daily compensation (confirmed by Admin this is set by Council)
• Additional support for the Whatcom County Food Bank Network (see the attached
proposal)
• Additional county-run year-round shelter (related to draft proposal being worked on
by three councilmembers)
• Recruitment bonuses to help fill the open corrections slots in the Sheriff's office (a
request from the Sheriff's office should expected at some point during budget
process)
• Increase IT budget for project management software across several departments
• Additional staff in HR to help onboard new staff & upgrade
harassment/bullying/retaliation policies & procedures
• Additional staff in finance to help process contracts quicker