HomeMy WebLinkAboutPacket Special Council Oct 30 2024Whatcom County
COUNTY COURTHOUSE
311 Grand Avenue, Ste #105
Bellingham, WA 98225-4038
(360) 778-5010
Meeting Agenda
2025-2026 WHATCOM COUNTY BUDGET REVIEW WORK SESSION - HYBRID
MEETING (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
Cathy Halka, AICP, CMC
Council (Special)
Wednesday, October 30, 2024
9 AM
Hybrid Meeting - Council Chambers
October 30, 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
AB2024-669 Discussion of the County Executive’s recommended 2025-2026 Biennium
Budget
9:00 A.M.
WSU EXTENSION
AUDITOR
TREASURER
ASSESSOR
PUBLIC WORKS
PLANNING AND DEVELOPMENT SERVICES
(SUGGESTED ORDER)
1:00 P.M.
HEALTH AND COMMUNITY SERVICES
PARKS
ADMINISTRATIVE SERVICES
EXECUTIVE
NON-DEPARTMENTAL
LAW LIBRARY
COUNCIL
MISCELLANEOUS
(SUGGESTED ORDER)
DISCUSSION AND FORMULATION OF BUDGET
RECOMMENDATIONS
Items Added by Revision
Other Business
Adjournment
Page 2 Printed on 4/30/2025Whatcom County
Agenda Bill Master Report
Whatcom County COUNTY COURTHOUSE
311 Grand Avenue, Ste #105
Bellingham, WA 98225-4038
(360) 778-5010
File Number: AB2024-669
1AB2024-669 Status:Discussed and
Motion(s) Approved
File ID:Version:
CHalka@co.whatcom.wa.us10/04/2024File Created:Entered by:
DiscussionCouncil OfficeDepartment:File Type:
Assigned to:Council Committee of the Whole Final Action:11/19/2024
Agenda Date:11/19/2024 Enactment #:
Primary Contact Email: chalka@co.whatcom.wa.us
TITLE FOR AGENDA ITEM:
Discussion of the County Executive’s recommended 2025-2026 Biennium Budget
SUMMARY STATEMENT OR LEGAL NOTICE LANGUAGE:
Discussion of the County Executive’s recommended 2025-2026 Biennium Budget
HISTORY OF LEGISLATIVE FILE
Action: Sent To: Date: Acting Body:
PRESENTED AND
DISCUSSED
10/29/2024 Council (Special)
PRESENTED AND
DISCUSSED
10/30/2024 Council (Special)
DISCUSSED AND
MOTION(S) APPROVED
11/06/2024 Council Committee of the Whole
DISCUSSED AND
MOTION(S) APPROVED
11/19/2024 Council Committee of the Whole
Attachments:Presentation - Superior and Juvenile Court, Presentation - Superior Court Clerk, Presentation -
Prosecutor's Office, Presentation - Public Defender, Presentation - District Court, Presentation -
WSU, Presentation - Public Works, Presentation - Planning and Development Services,
Presentation - Health and Community Services, Presentation - Parks and Recreation,
Presentation - Administrative Services, Presentation - County Executive, Presentation - Council
Office, Presentation - Auditor, Executive Memo for 11.6.2024, ASRs 2025-26, Technical
Corrections for 11.6.2024, Presentation for 11.6.2024
Page 1Whatcom County Printed on 4/30/2025
Agenda Bill Master Report Continued (AB2024-669)
Page 2Whatcom County Printed on 4/30/2025
WHATCOM COUNTY SUPERIOR
COURT ADMINISTRATION Stephanie Kraft
Superior and Juvenile Court
Administrator
Budget Presentation 10/29/24
PURPOSE OF THE COURT
▪To promote justice in individual cases
▪To ensure the public perceptions of justice in individual cases
▪To provide impartial forum for the resolution of legal disputes
▪To protect individuals against the arbitrary use of governmental power
▪To provide for a formal record of legal status
▪To deter criminal behavior
▪To rehabilitate individuals convicted of crimes
ABOUT SUPERIOR COURT
▪Five elected Judges serving a four year term.
▪Four full time Court Commissioners (three Constitutional Commissioners and one Family Law
Commissioner) and a Referee. * there were recent legislative changes that will allow the court to have a Water Law
Commissioner.
▪The Presiding Judge is responsible for leading the management and administration of the
court's business, recommending policies and procedures that improve the court's
effectiveness, and allocating resources in a way that maximizes the court's ability to resolve
disputes fairly and expeditiously. They are the spokesperson for the court. These duties are
in addition to their full caseload.
▪The Court Administrator is responsible for planning, organizing and directing all non-judicial,
day to day court operations. The Administrator develops and implements policies and
procedures, prepares the court budget, oversees personnel management and development,
oversees court programs and projects, and represents the court on various committees.
▪We have four Judges jury courtrooms and four Commissioner courtrooms. We also use the jail
courtroom for Adult First Appearances.
▪Juvenile Court is a division of Superior Court.
ORGANIZATIONAL CHANGES
▪State of Washington ethics opinion 23-02 outlined that there must be a clear separation between judicial and executive functions. We have a separate
Court Administration and County Clerk.
▪Superior Court Administration is now in the same physical space as Juvenile Court Administration (Suite 501).
▪5th Superior Court Judge added to support the water law adjudication
▪Juvenile Court Guardian Ad Litem reclassified to Court Services Officers to allow for greater ability to cross train and meet changing caseload needs
within Juvenile Court.
▪In order to meet administrative work needs, reclassified a probation officer position into Coordinator II to address increased volume and requirements
for contracts. This created two financial support positions to do all AP, payroll, receivables, budget and contracts.
▪Council approved an additional FTE for a Court Certified Interpreter (May).
▪WRIA 1 Water Adjudication was filed (May). Court Administration and County Clerk are diligently working to establish the infrastructure necessary to
support the adjudication. This also includes significant work and support from IT and Facilities.
▪Substance Abuse Specialist assigned to Family Recovery Court increased from .8 FTE to 1 FTE (Jan 2024). As part of the transition, they are now carrying a
split caseload to provide additional case management support to Recovery Court.
▪Whatcom County Health and Community Service Department is providing funding from the Substance Abuse Grant to support a Behavioral Health
Specialist with Juvenile Court.
▪Superior Court hired a Family and Juvenile Court Improvement Coordinator (FJCIP) which is fully funded through the Administrative Office of the Courts to
support Dependency system improvement.
COURT ADMINISTRATION DUTIES
▪Public Trust and Confidence
▪Strategic Planning
▪Court Governance
▪Caseflow and Workflow Management
▪Operations Management
▪Public Relations
▪Educational Development
▪Workforce Management
▪Ethics
▪Budget and Fiscal Management
▪Accountability and Court Performance
SUPERIOR & JUVENILE COURT PROGRAMS
Superior Court
(Criminal)
Juvenile Court
(Criminal)
Superior Court
(Civil)
Juvenile Court
(Civil)
Pretrial Services Diversion Family Recovery
Court
Becca: Truancy, At
Risk Youth, Child in
Need of Services
Recovery Court Pre Adjudication
(Intake)
Supervision
Family and
Juvenile Court
Improvement
Program (FJCIP)
(New)
Volunteer GAL
(VGAL) Program
Post Adjudication
Supervision
Family Law
Mediation (contract
with WDRC)
Title 13
(Dependency)
GAL
Detention Services Supervised
Visitation (contract with
WDRC)
Parents for
Parents (P4P)
Behavioral Health
(New)
Behavioral Health
(New)
SUPERIOR COURT CASELOAD
Criminal Civil Domestic Probate/
Guardianship
Adoption/
Parentage
Mental
Illness/
Alcohol
Juvenile
Dependency
Juvenile
Offender
Total
Filings for
Year
2018 1,721 2,277 769 631 132 221 657 311 6,719
2019 1,542 2,364 835 714 131 224 660 229 6,699
2020 1,626 1,306 700 664 87 222 340 167 5,112
2021 1,270 1,316 726 1,029 84 252 398 133 5,238
2022 1,463 1,617 686 1,233 91 270 602 166 6,128
2023 1,483 1,894 788 1,204 80 252 448 192 6,341
2024
(*through
July)
829 1,337 458 698 83 146 423 117 4,091
(*through
July)
Numbers reflect new cases filed for the calendar year. They do not account for cases that were filed in previous
yeas and have not yet been resolved. For 2024, if cases continue at current rate we will have a 29% increase in
cases filed compared to 2023. We are still working through our COVID backlog.
SUPERIOR COURT BUDGET BY PROGRAM
RCW 13.04.135: Establishment of house or room of detention.
Counties containing more than fifty thousand inhabitants shall, and
counties containing a lesser number of inhabitants may, provide
and maintain at public expense, a detention room or house of
detention, separated or removed from any jail, or police station,
to be in charge of a matron, or other person of good character,
wherein all children within the provisions of this chapter shall,
when necessary, be sheltered
Recovery Court and Family Recovery Court are
funded by the Behavioral Health Fund
2024 Amended Budget: $11,891,828
2025 Proposed Budget: $12,626,792
2026 Proposed Budget: $12,934,376
SUPERIOR COURT ADMINISTRATION
ORGANIZATION CHART--
JUDICIAL BRANCH (OCT 2024)
Superior and
Juvenile Court
Administrator
Juvenile Court
Assistant
Administrator +
Superior Court Judge (5 FTE)
Commissioner
(4 FTE)
Judicial
Assistant
(5 FTE)
Pro Tem
Commissioners
Court Reporter
(3 FTE)
Water
Adjudication
Referee*
Water
Adjudication
Staff Attorney*
Detention Manager Administrative
Supervisor
Therapeutic Court
Coordinator (Recovery
Court/Family Recovery Court/Parents for
Parents)
Pretrial Services
Manager
Community
Programs
Coordinator
-FJCIP
Probation
Officer II (6 FTE)
Court Services
Officer (6 FTEs-
Assigned to different
areas to include
Becca, Dependency,
Offender, I-ACT and
VGAL program
coordination)
Case Aide
Monitor
Volunteer GALs
(VGAL)
Detention
Officer III (4 FTE)
Detention
Officer II (5 FTE)
Detention
Officer I (5 FTE)
PT Detention
Officer
Pretrial Services
Officer Substance
Abuse
Specialist (3
FTE)
Parents for
Parents
Coordinator
Lead Parent
Ally
Legal Secretary
II (3 FTE)
Coordinator II-
Financial
Accounting
Technician
Coordinator II-
Court Certified
Spanish
Interpreter
BX Health
Spec Water Legal
Secretary
Comm
Judicial
Assistant
* = one will
transition to
Commissioner
+ = assistant
administrator
and
probation
manager
SUPERIOR COURT ADMINISTRATION
ORGANIZATION CHART--
JUDICIAL BRANCH (IDEAL STRUCTURE-
ADDS 8 POSITIONS)
Superior and
Juvenile Court
Administrator
Juvenile Court
Assistant
Administrator
Superior Court Judge (5 FTE)
Commissioner
(4 FTE)
Judicial
Assistant
(5 FTE)
Pro Tem
Commissioners
Court Reporter
(3 FTE)
Water
Adjudication
Referee*
Water
Adjudication
Staff Attorney*
Detention
Manager
Administrative
Supervisor
Therapeutic Court
Coordinator (Recovery
Court/Family Recovery Court)
Pretrial Services
Manager
FJCIP
Coordinator
Probation
Officer II (6 FTE)
Court Services
Officer (7 FTEs-
Assigned to different
areas to include
Becca, Dependency,
Offender, I-ACT and
VGAL program
coordination)
Case Aide
Monitor
Volunteer GALs
(VGAL)
Detention
Officer III (4 FTE)
Detention
Officer II (5 FTE)
Detention
Officer I (5 FTE)
PT Detention
Officer
Pretrial Services
Officer
Substance
Abuse
Specialist (4
FTE)
Parents for
Parents
Coordinator
Lead Parent
Ally
Legal Secretary
II (3 FTE)Coordinator II
Accounting
Technician
BX Health
Program
Manager
Water Legal
Secretary
* = one will
transition to
Commissioner
Superior Court
Programs Manager
Court Services
Manager
Financial Services
Manager
Certified
Spanish
Interpreter
Comm.
Judicial
Assistant
BX Health
Spec
(2 FTE)IT
Coordinator
SUPERIOR COURT ADMINISTRATION
ORGANIZATION CHART--
JUDICIAL BRANCH (RESOURCED
STRUCTURE-ADDS 4 POSITIONS)
Superior and
Juvenile Court
Administrator
Juvenile Court
Assistant
Administrator
Superior Court Judge (5 FTE)
Commissioner
(4 FTE)
Judicial
Assistant
(5 FTE)
Pro Tem
Commissioners
Court Reporter
(3 FTE)
Water
Adjudication
Referee*
Water
Adjudication
Staff Attorney*
Detention
Manager
Administrative
Supervisor
Therapeutic Court
Coordinator (Recovery
Court/Family Recovery Court)
Pretrial Services
Manager
FJCIP
Coordinator
Probation
Officer II (6 FTE)
Court Services
Officer (6 FTEs-
Assigned to different
areas to include
Becca, Dependency,
Offender, I-ACT and
VGAL program
coordination)
Case Aide
Monitor
Volunteer GALs
(VGAL)
Detention
Officer III (4 FTE)
Detention
Officer II (5 FTE)
Detention
Officer I (5 FTE)
PT Detention
Officer
Pretrial Services
Officer
Substance
Abuse
Specialist (3
FTE)
Parents for
Parents
Coordinator
Lead Parent
Ally
Legal Secretary
II (3 FTE)Coordinator II
Accounting
Technician
BX Health
Spec Water Legal
Secretary
* = one will
transition to
Commissioner
Superior Court
Programs Manager
Court Services
Manager
Financial Services
Manager
Certified
Spanish
Interpreter
Comm.
Judicial
Assistant
IT
Coordinator
SUPERIOR COURT ADMINISTRATION
ORGANIZATION CHART--
JUDICIAL BRANCH (MORE SUSTAINABLE
STRUCTURE ADDING 1 CRITICAL
POSITION)
Superior and
Juvenile Court
Administrator
Juvenile Court
Assistant
Administrator+
Superior Court Judge (5 FTE)
Commissioner
(4 FTE)
Judicial
Assistant
(5 FTE)
Pro Tem
Commissioners
Court Reporter
(3 FTE)
Water
Adjudication
Referee*
Water
Adjudication
Staff Attorney*
Detention
Manager Administrative
Supervisor
Therapeutic Court
Coordinator (Recovery
Court/Family Recovery Court)
Pretrial Services
Manager
FJCIP
Coordinator
Probation
Officer II (6 FTE)
Court Services
Officer (6 FTEs-
Assigned to different
areas to include
Becca, Dependency,
Offender, I-ACT and
VGAL program
coordination)
Case Aide
Monitor
Volunteer GALs
(VGAL)
Detention
Officer III (4 FTE)
Detention
Officer II (5 FTE)
Detention
Officer I (5 FTE)
PT Detention
Officer
Pretrial Services
Officer
Substance
Abuse
Specialist (3
FTE)
Parents for
Parents
Coordinator
Lead Parent
Ally
Legal Secretary
II (3 FTE)Coordinator II
Accounting
Technician
BX Health
Spec
Water
Legal
Secretary
* = one will
transition to
Commissioner
Superior Court
Programs Manager
Certified
Spanish
Interpreter
Comm.
Judicial
Assistant
+ = Assistant
Administrator
and Probation
Manager
Year 2022 2023 202
4
2025 2026
FTE 86.2**88.2**67 68 68
** Note: Superior Court Clerk was considered part of Superior Court
until the end of 2023. We continued to share a budget through 2024.
COST MAINTENANCE REQUESTS
Request Brief Reason
Commissioners Pro Tem Legislative changes and increased volume of cases, specifically protection orders have resulted in three “overflow”
calendars each week. Rate of pay was increased in July (it is a percentage of Judges pay)
Interpreters The court is required to provide interpretation services for hearings. Hearings requiring interpreters are increasing,
as are the fees charged by interpreters.
Guardianships Legislative changes have resulted in increased filings for Minor Guardianships. A Court Visitor is appointed at public
expense. A GAL or Attorney may be appointed depending on the case.
Detention Overtime RCW mandates a detention facility in Whatcom County. Minimum staffing of the facility is three detention officers. We
utilize extra help detention officers when possible. We are required to ensure shifts are adequately staffed. There was
a change in contract agreement in 2023 that lowered the hour threshold for overtime. We have constant turnover in
staff (most have taken promotions within county or have left to pursue schooling) and it takes 6 -8 weeks minimum to
hire new staff. Detention officers have required yearly training. This is offered in a variety of manners and we work to
limit overtime, however with the overtime threshold, we do require staff to attend in person training to ensure they
are meeting training requirements. The safety of staff and youth are the top priority of our facility.
Detention Extra Help RCW mandates a detention facility in Whatcom County. Minimum staffing of the facility is three detention officers. We
typically utilize extra help detention officers, but many of these staff have full time jobs outside of their on call work.
We are required to ensure shifts are adequately staffed. We also incur costs related to ensuring our extra help staff
are trained. The safety of staff and youth are the top priority of our facility.
Supervised Visitation Inflation, number of individuals utilizing services, and acuity of issue that necessitate supervised visitation has
increased costs. There has not been a cost increase since 2019. Supervised visitation is ordered as part of Title 26
Family Law cases where a supervisor is required to ensure child safety while fostering the parent child relationship.
Most recent data shows a 190% increase in intakes for the program so far in 2024, compared to all of 2023.
GRANT FUNDING SOURCES ADDED IN 2024
TO SUPPORT COURT ADMINISTRATION
▪Approximately $250,000 for State fiscal year July 2024-June 2025
▪Language Access and Interpreter Reimbursement-$24,713
▪Family and Juvenile Court Improvement Program-$112,000
▪Pretrial Services (currently one time funding. Additional funding pending legislative
approval)-$99,500
▪Protection Order Reimbursement (currently one time funding. Additional funding pending
legislative approval)-$16,200
▪Additional funding through Health Care Authority for July 2024-July 2028
▪Reentry-up to $2,000,000 (provided in lump sums throughout the course of project
implementation phases)
▪Additional funding for IT up to $1,000,000 not included in program implementation amount
Whatcom County
Superior Court Yakima County
Superior Court
8 Judges
2.5 Commissioners
Superior Court Administrator
Juvenile Court Administrator
(reports to Superior Court
Administrator)
Separate Superior and Juvenile
Court Administration & Program
Staff, Offices & Courtroom
94 FTE
5 Judges
4 Commissioners (plus an additional
Water Commissioner approved)
Shared Superior and Juvenile
Court Administrator
Shared Superior and Juvenile
Court Administration Staff, Offices
& Courtroom
67 FTE
Superior Court Administration Comparison
Whatcom County Population –
233,340
Yakima County Population –
261,200
Kitsap County
Superior Court
8 Judges
1.5 Commissioners
Superior Court Administrator
Juvenile Court Administrator
Separate Superior and Juvenile
Court Administration & Program
Staff, Offices & Courtroom
22.5 FTE *Only includes Superior
Court Administration .
Kitsap County Population –
282,955
2023 cases filed: 6,366
2024 (Jan-Sept) cases filed:
5,176
2023 cases filed: 6,672
2024 (Jan-Sept) cases filed:
5,543
2023 cases filed: 9,140
2024 (Jan-Sept) cases filed:
7,388
WRIA1 (WATER RESOURCE INVENTORY AREA 1)
WATER ADJUDICATION
▪Complexity and size of the case
▪First case in Washington State Adjudicating Ground & Surface Water
▪35,000 potential claimants
▪Legislature has funded additional positions to support the adjudication.
▪Court Administration: Judge, Judicial Assistant, Referee*, Staff Attorney*, Legal Secretary (*one position will be
reclassified to Water Commissioner)
▪County Clerk: 2 Clerks
▪Legislature has provided some funding for:
▪Facilities
▪Additional office space and courtroom. Formalizing makeshift courtroom established during the pandemic.
▪Technology
▪To support timely and efficient adjudication, WRIA 1 requires the use of technology. To date, this has required
a significant amount of collaboration, programming, introducing new technologies, adapting technologies to
fit the magnitude of the case and exploring additional technologies to meet identified case needs.
ACCOMPLISHMENTS
▪Separated duties, budget and staffing between Superior Court Administration and the Superior Court
Clerk’s Office
▪Transitioning current space to accommodate growing and changing needs
▪Increase in Recovery Court Participants
▪Behavioral Health Specialist working with any youth who comes in contact with Juvenile Court
▪Secured additional funding for Pretrial Services
▪5th Superior Court Judge
▪Part of the first cohort for reentry funding for juvenile detention through the Health Care Authority
▪Increased collaboration and cross-training among staff
▪Unfunded Legislative Mandates
▪Acuity (high risk, high need) of youth and adults coming in contact with our system
▪Space (Courtroom and Offices)
▪Backlog of cases
▪Recovery Court numbers nearing maximum caseload sizes
▪Access to behavioral health services, including crisis services, residential treatment/support
services and intensive wrap around services
▪Housing for Recovery Court participants
▪Yet to be determined legislative response to DCYF Juvenile Rehabilitation challenges
▪Current staffing levels barely sufficient to meet minimum Court Administration needs
CHALLENGES
WHATCOM COUNTY SUPERIOR
COURT CLERK’S OFFICE
Budget
Presentation to
Council
10-29-24
SUPERIOR COURT CLERK’S MISSION &
OBJECTIVES
It is the mission of the Clerk of Superior Court to efficiently maintain and protect the integrity and accuracy of the judicial records of Whatcom County.
Ensure ease of access for all users, the court, attorneys, litigants and the public. Ensure accuracy of indices for all cases
Ensure the most expeditious processing of all filed documents
Ensure impartial customer service
Ensure due process for all
Provide for prompt and accurate forwarding of restitution owed to victims of crime(s)
To hold debtors accountable for legal financial obligations as ordered by the court.
In the Superior Court, the clerk is a constitutional position that exists outside the judicial branch and does not report to the judge.
SUPERIOR COURT CLERK
ORGANIZATIONAL CHART
SUPERIOR COURT CLERK BUDGET AREAS
County Clerk’s
Clerk’s
Includes Water Adjudication
Facilitator’s
Assigned Counsel
Conflict Counsel Office
Law Library
RCW 27.24.010 Requires each
county with a population of eight
thousand or more to have a law
library.
The Law Library is overseen by a
board of trustees and is currently
under the Superior Court Clerk’s
Office.
In 2024 the clerk’s office has
made public viewing options for
the Superior Court Case
Management System Available to
the public in the law library.
LAW LIBRARY
2022 2023 2024(as of 10/21/24)2025 2026
Actual $ 109,098.68 $ 117,938.95 $ 89,949.45
Budget $ 133,671.00 $ 134,599.00 $ 135,521.00 $ 132,999.00 $ 133,002.00
$-
$20,000.00
$40,000.00
$60,000.00
$80,000.00
$100,000.00
$120,000.00
$140,000.00
$160,000.00
2022 2023 2024(as of
10/21/24)
2025 2026
Expenditure Trends
Actual Budget
SUPERIOR COURT CLERK’S BUDGET BY
PROGRAM
2025 2026 Totals Percentage
Courthouse Facilitators $ 217,492.00 $ 218,534.00 $ 436,026.00 4.44%
Conflict Counsel Office $ 616,999.00 $ 630,541.00 $ 1,247,540.00 12.77%
Assigned Counsel $ 763,140.00 $ 814,637.00 $ 1,577,777.00 16.08%
Clerk's Office $ 3,245,296.00 $ 3,303,437.00 $ 6,548,733.00 66.71%
$ 9,810,076.00
Courthouse
Facilitators
4.44%
Conflict Counsel
Office
12.77%
Assigned
Counsel
16.08% Clerks Office
66.71%
Courthouse Facilitators Conflict Counsel Office Assigned Counsel Clerk's Office
ASSIGNED COUNSEL EXPENDITURES
$-
$2,000,000.00
$4,000,000.00
$6,000,000.00
2022 2023 2024(as of
10/21/24)
2025 2026
Expenditure Trends
Assigned Counsel (No Wages/Benefits)
AC Budget (No Wages/Benefits)
Actual
Budget
2022 2023
2024(as of
10/21/24)2025 2026
Assigned Counsel (No Wages/Benefits)
$
773,596.23
$
812,222.36
$
674,529.17
AC Budget (No Wages/Benefits)
$
747,924.00
$
667,179.00
$
919,405.00
$
668,000.00
$
719,750.00
Actual
$
3,150,426.00
$
3,565,450.00
$
3,405,479.16
Budget
$
3,402,078.00
$
3,494,595.00
$
4,216,297.00
$
4,844,872.00
$
4,972,048.00
OFFICE OF ASSIGNED COUNSEL
The office of assigned counsel is staffed by one FTE in which two
people split their duties in half.
The 6th amendment of the US Constitution guarantees the rights of
criminal defendants the right to an attorney.
RCW 10.101.020 in the law that requires a determination of
indigency to be made for all persons wishing the appointment of
counsel in criminal, juvenile, involuntary commitment, and dependency
cases, and any other case where the right to counsel attaches.
The office of assigned counsel screens defendants and finds qualified
attorneys to represent eligible clients.
Between November 2023 and October of 2024 the office screened
3488 applicants for legal counsel.
CONFLICT OFFICE
First Staff Attorney hired in 2023
Moved Assigned Counsel and Established Office Space in 2024 which
is located suite 304 across from Clerk’s office
Currently has two attorneys and one legal assistant
Position open for 3rd attorney
Those attorneys will have represented over 200 Felonies and well
over 200 Gross Misdemeanors in 2024.
Due to the shortage of qualified attorneys and the increased demand
for conflict counsel there is a significant cost savings to employ in
house conflict counsel.
COST COMPARISON CONTRACT
ATTORNEYS & CONFLICT OFFICE
Conflict Costs
2022 2023*As of 10/25/24
Investigations $ 162,283.23 $ 57,077.04 $ 117,547.29**
Class A $ 100,026.85 $ 96,097.04 $ 213,176.44**
Class B/C $ 199,714.00 $ 18,601.66 $ 208,717.03
Misdo/GM $ 43,166.66 $ 13,600.00 $ 18,670.50
Juv Class A $ 3,062.50 $ 2,375.00 $ 500.00
Juv Class B/C $ 26,086.05 $ 11,477.00 $ 1,560.02
Juv
Misdo/GM $ 4,293.67 $ 5,186.00 $ 5,946.66
ARPA Funded
Cases $ -$ 307,946.00 $ -
$ 538,632.96 $ 512,359.74 $ 566,117.94
*First Conflict Attorney hired in June of 2023
**One case costed $71,428.35 in Expenses and Hours in 2024.
Conflict Costs w/o Conflict Office
Approximate Cases Average Cost Per Case
Cost Per
Cases
Class A 20 $6,000 $120,000
Class B 104 $1,500 $156,000
Class C 76 $1,200 $91,200
Misdo/Gm 200 $650 $130,000
$497,200
Conflict Office Costs 2024
Wages $ 279,641.20
Benefits $ 108,649.00
Expenses $ 10,000.00
Total $ 398,290.20
Approximately $100,000 in savings
from having the Conflict Office
CURRENT CHALLENGES FOR THE COURT
Processing cases in a timely manner and maintaining the integrity of the
case with current staffing levels.
E.g. 16 Criminal Legal Assistants Processing Cases for Public Defense & Prosecution compared to
3 Criminal Clerks in the Clerk’s office.
Increase in Conflict Cases for Public Defense and less availability of qualified criminal
defendants.
WRIA 1 Nooksack Basin Water Adjudication
Additional courtroom and office space
Technical needs
Complexity and size of the case
Legislative Mandates
Increase in Protection Orders Due to Legislative Changes with same staff levels
Security
Space (courtroom and office)
Whatcom County Superior Court Clerk’s
Office
Kitsap Superior Court County Clerk’s
Office
Role & Responsibilities:
-Supervises Clerk’s Office (38 FTE’s)
-Financial Officer of the Court set by Statute
-Serves as neutral record keeper at all hearings
-Required to be present an every hearing or
trial
-Maintain the custody and preserve all exhibits
for trial and submission to the appellate court
Kitsap County Clerk’s
-No Additional Offices
Kitsap County Population –286,100
Role & Responsibilities:
-Supervises Clerk’s Office (22 FTE’s)
-Financial Officer of the Court set by Statute
-Serves as neutral record keeper at all hearings
-Required to be present an every hearing or
trial
-Maintain the custody and preserve all exhibits
for trial and submission to the appellate court
Additional Offices Under Clerk’s Office:
-Minor, Adult Guardianship Facilitators (2 FTE)
-Office of Assigned Counsel (1 FTE)
-Conflict Attorney’s Office (3 FTE)
-Law Library (.5 FTE)
Whatcom County Population –233,340
Superior Court Clerk Comparison
Superior Courts
Cases Filed by Type of Case -Annual Report, 2023
Criminal
(1)Civil (2)Domestic
Probate/
Guardiansh
ip (5)
Adoption/
Parentage
(3)
Mental
Illness/
Alcohol
Juvenile
Dependency
(4)
Juvenile
Offender
(1)
Total Filings
KITSAP COUNTY SUPERIOR COURT 860 2,401 1,208 1,374 142 160 385 142 6,672
WHATCOM COUNTY SUPERIOR COURT 1,495 1,903 790 1,204 80 252 450 192 6,366
Superior Courts
Cases Filed by Type of Case -January-September, 2024
KITSAP COUNTY SUPERIOR COURT 843 2,491 1,025 1,146 127 149 228 110 6,119
WHATCOM COUNTY SUPERIOR COURT 1,214 1,913 636 964 111 207 512 165 5,722
Caseload Comparison
Kitsap County Cases per Employee = 175.58
Whatcom County Cases per Employee = 289.36
WRIA1(WATER RESOURCE INVENTORY AREA 1)
WATER ADJUDICATION
WRIA 1 Nooksack Basin Water Adjudication
Additional Courtroom and office space
Requires Clerk’s Office to lose storage space for files
Historical Value
Working with State Archives on Retention Requirements
Technical needs
E-filing
Public Viewing
Complexity and size of the case
First case in Washington State Adjudicating Ground & Surface Water
Civil Case Filings expected to increase from 2000 cases to 52,000 cases in one
year
Years Protection Order Filings
2022 168
2023 346
2024 436
Legislative Mandates Impacting Protection Orders
This is an example of one of the legislative mandate have impacted the work
we do without additional funding to staff the changes required.
RCW 7.105 has streamlined the ability for individuals who need a protection
order.
Petitioners are now able to begin the process in Superior Court by submitting
their requests online or in person.
Changes to Dependency, Shelter Care, and Protection Orders have increased
the amount of work and calendars that effect the clerk’s office.
168
346
436
0
50
100
150
200
250
300
350
400
450
500
2022 2023 2024
Protection Order Filings
COURT SECURITY
Clerk’s Request to update the security for the office was for $50,000.
Recognize the funding is not available currently and will continue to
look for alternative funding.
Example of what the clerk’s office has a vision of for additional
security.
Safety concerns
Staff
Amount of cash that is processed through clerk’s office
Managing the exhibits for trials.
Auditor’s Office
Clerk’s Office Front Counter
ACCOMPLISHMENTS
Establishing Conflict Office to assist in Public Defense Needs
Transitioning Current Space to Accommodate Growing Needs
Establishing a dedicated employee for Minor and Adult Guardianship Cases
Working with WA State Archives to provide more public access to court
records
Utilizing space in the Law Library for public viewing of court information
Began E-filing on Earth Day to prepare for the Water Adjudication and
easier access for litigants
Separated duties, budget and staffing between Superior Court Administration
and the Superior Court Clerk’s Office
Facility DogsMelissa IsenhartVictim/Witness CoordinatorFacility Dog HandlerWhatcom County Prosecuting Attorney’s Office
What are courthouse facility dogs?Professionally trained dogs working throughout the country in prosecutor’s offices, child advocacy centers, and family courtsPrimarily provide a calming influence for victims and witnesses during stressful legal proceedingsLegally neutral companions for witnesses during the investigation and prosecution of crimesHelp the most vulnerable witnesses feel willing and able to describe what happenedhttps://courthousedogs.org/
RCW10.52.110Courthouse facility dog program(2) Courts with an available courthouse facility dog mustallow a witness under eighteen years of age, or who has a developmental disabilityas defined in RCW71A.10.020, to use a courthouse facility dog to accompany them while testifying in court.(3) Courts may allow any witnesswho does not meet the criteria in subsection (2) of this section to use a courthouse facility dog, if available, to accompany them while testifying in court.(6) The witness should be afforded the opportunity to have a courthouse facility dog accompany the witness while testifying, if a courthouse facility dog and certified handler are available within the jurisdiction of the court in which the proceeding is held.https://apps.leg.wa.gov/rcw/default.aspx?cite=10.52.110
Legislative findingsThe legislature finds that questioning child or adult witnesses about a traumatic event in their lives can trigger an acute emotional response. The trigger makes them feel or behave the same way they did during or immediately after the traumatic event because the brain may not differentiate what happened then from what is going on around them now. These triggers can cause an immediate emotional response that bypasses the reasoning part of our brains, resulting in sudden or unexplained bouts of crying; fear, paranoia, or anxiety; panic attacks; and sudden physical symptoms such as nausea or fatigue. For children and adults, traumatic events and the responses that result often interfere with their ability to respond to questions or testify in court about traumatic events they have experienced or witnessed.https://apps.leg.wa.gov/rcw/default.aspx?cite=10.52.110
Legislative findings (continued)The American academy of pediatricsadvises ongoing psychosocial support forchildren to address the adverse effects ofthe traumatic event and their experiencerecounting it during the legal process. The American academy of pediatrics identifies assistance from courthouse facility dogs as an effective psychosocial support intervention for children participating in legal proceedings.https://apps.leg.wa.gov/rcw/default.aspx?cite=10.52.110
Davie has supported victims in 77 criminal cases so far in 2024
Survivor quotes“You have no idea how comforting it was to be able to come love on Davie in your office whenever emotions were too much too handle.”“If we adopted a third dog we would wish for one just like Davie.”Davie is so good at his job. He’s a true professional!
CostsApproximately annual costs for care of current facility dog (without additional unexpected costs for illness/emergency): $1,853.48 Cost to purchase and train a successor facility dog: $10,000 (Brigadoon Service Dogs)
THANK YOU!
Whatcom County Public Defender's Office
2025/2026 Budget Presentation Outline,
1.Mission/Vision/Purpose
a.The Public Defender's office courageously and creatively defends the constitutional rights
of our clients, providing zealous legal representation, meeting the highest ethical and
professional standards.
The Public Defender's Office provides a collaborative, innovative, fully supported
environment to advocate for systemic change in the criminal legal system and recue the
negative effects of the criminal legal system on our clients and their families.
b.The Public Defender's Office envisions a fair and equitable legal system that values the
humanity of all participants.
c.We deliver legal services of the highest quality. We provide uncompromise advocacy for
our clients' interests. We deal ethically with our clients, the courts, and all dther'----_,,representation of the legal system.
2.Whatcom County Public Defender Pie Chart (attachment #1)
3.Table showing budget by fund comparing 2023-2024 to 2025-2026 (attachment #2)
4.Total FTE growth 2023 to 2024 compared to 2025 to 2026:
a.In 2023 were funded for a total of 43 FTE +½time temp attorney to comp·l,ete Civil Commit
matters
b.In 2024 we were funded for a total of 50 FTE +½time temp attorney to compiete Civil
Commit matters \
c.We will be adding½ time temp attorney in 2025 and 2026 (using SPAR grant funds) to
handle SPAR cases
5.Highlight changes from last biennium to this biennium:
a.Our department has had an increase in the amount of serious case matters that has
increased the cost of professional services. The Executive is recommending an increase of
$30,000.00 for 2025 and $35,000.00 for 2026.ib.Our department will be adding a transcription service to our AXON account; this will help
alleviate the need to spend many extra hours watching videos to ascertain ev":e·rvt g.that
was said during law enforcement/clientele interactions and this resulted in increased costs.
The Executive is recommending an increase in the amount of $20,000.00 for 2025 and
$21,000.00 for 2026.
c.Our department has had an increase in interpreter costs over the past few years. The
Executive is recommending an increase in the amount of $4,000.00 for 2025 and $5,000.00
for 2026.
d.Our department has had an increase in District Court trials resulting in more RAU appeals
being filed so we have increased costs to hire outside counsel to handle the appeals.The
Executive is recommending an increase in the amount of $12,000.00 for 2025 and
$15,000.00 for 2026.
e.Our department has two grants from the Office of Public Defense. One grant is from the
10.101 pass through funds which helps us to pay for two attorney positions each year and
one grant is for SPAR cases which will help our department to hire a part time temp
attorney for 2024 and 2025.
6.Accomplishments
a.Our department has managed to bring down the amount of cases that have been
backlogged in the system as a result of COVID 19.
b.Our department has been able to complete many more mitigation reports due to
the new Behavioral Health Specialist positions we have been able to hire over the
past few years;this helps our clients and our attorneys.
c.Large number of trials in the past two years with successful results.
d.Participated fully in justice project.
e.Participated statewide in discussions on systematic change to justice system.
7.The Public Defender's office courageously and creatively defends the constitutional rights of
our clients providing a collaborative and fully supported environment.We envision a fair and
equitable system for all participants
\
Fund/Cost
Center#
Name 2023 Actual 2024
Amended
2025
Proposed
2026
Proposed
%
Change
(24-25)
%
Change
(25-26)
2650 Public
Defender
4,911,966.55 6,230,879.79 7,910,001.00 8,131,757.00 21 3
2667 OPD
10.101
Funds
289,399.69 316,083.00 385,599.00 364,139.00 12 2
2662 ARPA 1,114,177.16 1,331,394.75 00.00 00.00 (100.00)0
2663 OPD
SPA
R
Funds
00.00 60,433.50 60,433.50 63,393.00 0 5
Totals 6,315,543.40 7,938,791.04 8,329,033.50 8,559,289.00 5%3%
Whatcom Coun tv,_
WASHINGTON
_,_m=!'-t -'rn:la-
Expenditure Trends
$9,000,000
$8,000,000
$7,000,000 -
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0 2022 2023 2024 2025 2026
■Actual □Budget
NOTE: Capital expenditures and transfers are not shown to more accurately reflect ongoing operational costs.
2025-2026 Executive's Recommended Budget Page 77
Attachment t/1
Whatcom Countv_ _ _ _ _ _ _-c
lV A S H I N G T O NW
_ _ _ _ _ _ __,_P-"'u=b=\.if.. Defender
2025-2026 Budget by Program
NOTE: Capital expenditures and transfers are not shown to more accurately reflect ongoing operational costs.
2025-2026 Executive's Recommended Budget
2025-26
Budget Presentation
District Court and
District Court Probation
Judge Angela Anderson, Presiding Judge
Jake Wiebusch, District Court and Probation Administrator
2District Court and Probation
DC and DCP’s Mission Statements
•District Court
•As an independent and
impartial branch of
government, District Court will
promote respect for law,
society, and individual rights;
provide open, accessible, and
effective forums for dispute
resolution and resolve legal
matters in a just, efficient, and
timely manner.
•Probation
•Make Whatcom County a safer
place by holding offenders
accountable through the
provision of timely monitoring,
professional guidance and
stern enforcement of judicial
orders.
3District Court and Probation
Budget Comparisons
4District Court and Probation
FTE growth in 23/24 and going forward
•In 23/24, District Court was
grateful and added 2 FTE’s
during previous biennium-An
additional Court Clerk and an
additional Jury Coordinator
•No additional FTE’s were
requested in the 25/26
purposed Budget.
•In 23/24, District Court
Probation also added one
Therapeutic Court Probation
Officer.
•However, this position is funded by an
ongoing grant received through WA
Administration Office or the Courts (AOC).
•No additional FTE’s were
requested in the25/26
purposed Budget.
District Court
Filings and Jury Trials
•Case Filings-criminal/civil/infractions
•In the last 2 years, we are seeing an increase in
case filings, especially civil and infractions.
•2024 projected filings are near pre-COVID levels.
•Significant increase in civil filings, projected 20%
growth in 2024
•Jury Trials
•Pre-COVID (2014-19) annual average-16.5 trials
•2023-24 has seen a 172% increase in trials, with a
projected 49.5 trials for 2024
•In the months July/August of 2024 alone, we held 13 jury trials
District Court and Probation 5
District Court
6District Court and Probation
Additional programs and projects include:
•Preparing for a new Statewide Database
replacement.
•Proactively processing Blake vacates cases
•Offering warrant quash days in partnership with PD
and Prosecutor’s office.
•Updating all court forms and access to them via our
webpage
includes improved access to non-English
speaking individuals
•Converting all Juror pay to a new Debit Card system.
•Maintaining growth in both our Mental Health Court
(MHC) and Family Justice Calendar (DV)
7District Court and Probation
Cost Maintenance
Additional Service Requests
Additional
•Jury Meals/Refreshment-$2,000
•Jury Fees-$15,000
•Jury Printing and Postage-$20,000
•Office Equipment/Maintenance-$5,000
•Interpreter Services-$75,000
•Increase will be offset by an AOC funded
reimbursement program.
District Court
District Court
Probation
8District Court and Probation
Referrals to Probation
•DCP is seeing a annual referral increase
coming out of COVID (at least 5% per year).
•Referrals come from District, Bellingham,
Blaine, Everson, Lynden and Sumas Municipal
Courts.
•Most notably with referrals, is the complexity of
each case referred. We are generally not
receiving the first time offender. We are
consistently receiving individuals with complex
dynamic issues such as dual-diagnosis and
high risk DV.
District Court Probation
Caseloads and Programing
Specialized Caseloads
•General DUI caseload
•Pre-Trial unit
•High Risk DV unit
•Behavioral Health Caseloads
•Mental Health Court Caseload
Programing offered-no expense to clients
•DVPOTS-Domestic Violence Perpetrator
Opportunity for Treatment Services
•DVMRT-Domestic Violence Moral Recognation
Therapy
•Family Justice Calendar (FJC)
•MRT-Moral Recognation Therapy
•Anger MRT-Anger Management Moral
Recognation Therapy
•Electronic Equipment Program-alcohol
monitoring devices consisting of TAD and
Soberlink
•Text message reminder system
District Court and Probation 9
10District Court and Probation
Electronic Equipment Program
Additional Service Requests (2)
Therapeutic Court-State
funded expenses
•Total of $150,000 each year.
•Same amount provided for the 23/24 budget
•Program established in 2017
•Provides electronic alcohol monitoring for
defendants on either pre-trial or post-
conviction supervision.
•All department expenses are offset by the
revenue received by this funding (AOC).
•Expenses include
•A Therapeutic Court Probation Officer
•Substance testing for MHC clients
•Training for the MHC team members
District Court Probation
11
•Judge Angela Anderson
Summary
District Court and Probation
THANK YOU
Jake Wiebusch
Phone360.778.5462
Email
Jwiebusc@co.whatcom.wa.us
Whatcom-WSU Cooperative
Extension 2025-26 Budget
Shawna Beese PhD RN
Assistant Professor of Rural Health Promotion
“Washington State University Extension engages people,
organizations, and communities to advance knowledge, economic
well-being, and quality of life by fostering inquiry, learning, and
the application of research.”
Our Vision:
Washington State University Extension is the front door to the
University.
It extends non-credit education and degree opportunities to
people and communities throughout the state. Extension builds
the capacity of individuals, organizations, businesses, and
communities, empowering them to find solutions for local issues
and to improve their quality of life. Extension is recognized for
its accessible, learner-centered, relevant, high-quality, unbiased
educational programs. Extension collaborates with communities
to create a culture of lifelong learning!
Maintaining services for the community
Our faculty grow our programs through grants and interdepartmental contracts,
not through Whatcom budget increases
Reducing deficit spending
In January 2025, WSU will be returning $6,556.27!
Investing in areas that are under resourced
Our land-grant mission mandates that we bring world-class resources of an
American university to communities with the least access.
Nation leading soil-health program
Rural health promotion program
Positive youth development
Stabilizing the County’s financial trajectory
Same two FTE’s of county staff for over a decade!
We are living out our commitments…
ASR’s
#7162 -$4,800 (2025); $11,300 (2026)*
#7164-$970 (2025); $970 (2026)
#7211 -$8,221 (2025); $13,866 (2026) *
#7212 -$10,000 (2025); $10,000 (2026) [interdepartmental transfer]
#7214-$15,000 (2025); $15,000 (2026) [interdepartmental transfer]
Pulled #7213 -$15,000 carry forward from the last biennium
* 2026 did not request 2025 increases again
The most significant increase in our expenses…
* Projected $5,711,417 of value for 2025
We bring OVER $5 million dollars* a year to Whatcom
(grants, professional services, and classes)!
Faculty only grow programs through grants and interdepartmental contracts
We return $5 for every $1 spent
We are the front door to the WSU and all are welcome!
Shawna Beese | 509.844.4729
shawna.beese@wsu.edu
Whatcom County Public Works
Whatcom County Public Works 2025-2026 Biennial Budget
October 30, 2024
Whatcom County Public Works
Agenda
10/30/2024 2
•Mission Statement & Structure
•Budget overview
•Additional Service Requests Overview
•Deficiencies
•Accomplishments
*does NOT include the ferry replacement project
Whatcom County Public Works
Mission Statement
10/30/2024 3
Public Works’ mission is to protect public health, safety, and welfare by maintaining and improving the County’s transportation and surface water infrastructure, and by preserving the natural environment.
Whatcom County Public Works 10/30/2024 4
Whatcom County Public Works
Public Works: a collaboration of restrictive funds
10/30/2024 5
Whatcom County Public Works
2025 Public Works Operating with Flood
10/30/2024 6
Road Fund
34%
Other Funds
4%Ferry Fund
4%
Flood Fund
39%
ER&R Fund
19%
Whatcom County Public Works
2026 Public Works Operating without Flood
10/30/2024 7
Road Fund
56%
Other Funds
6%
Ferry Fund
7%
ER&R Fund
31%
Whatcom County Public Works
2025 Operating Budgets
10/30/2024 8
Submitted to PW Exec Proposed Increase/(Decrease)
Road Fund 36,705,077 33,669,985 (3,035,092)
Flood Fund 37,639,994 37,639,994 -
ER&R Fund 18,305,142 18,747,881 442,739
Ferry Fund 4,031,757 4,092,615 60,858
Other Funds 3,693,360 3,424,067 (269,293)
Total 100,375,330 97,574,542 (2,800,788)
Whatcom County Public Works
2026 Operating Budgets
10/30/2024 9
Submitted to PW Exec Proposed Increase/(Decrease)
Road Fund 37,709,524 33,228,409 (4,481,115)
Flood Fund ---
ER&R Fund 18,367,697 16,916,824 (1,450,873)
Ferry Fund 4,040,877 4,053,303 12,426
Other Funds 3,433,553 2,615,893 (817,660)
Total 63,551,651 56,814,429 (6,737,222)
Whatcom County Public Works
ASR requests
10/30/2024 10
2025 Increased
Revenues
2025 Increased
Expenses
2026 Increased
Revenues
2026 Increased
Expenses
Road Fund 68 (1,451,489)68 (712,361)
Flood Fund -(491,143)--
ER&R Fund -(422,569)-(232,150)
Ferry Fund 471,000 (51,425)471,000 (54,422)
Other Funds 760,000 (633,500)-(77,000)
Total 1,231,068 (3,050,126)471,068 (1,075,933)
Whatcom County Public Works
Road Fund ASRs
10/30/2024 11
•Regular ASRs
•Completion of the Pt Roberts Drainage Study in 2025
•Traffic Counters
•M&O Training
•NPDES Catch Basin Repair & Vegetation Maintenance
•Cost Maintenance ASRs
•Supplies and Training for FTEs through SBRs between 2023-
2024 (were not included in base budget)
Whatcom County Public Works
Flood Fund ASRs
10/30/2024 12
•Regular ASRs
•Grant funded work for Water Adjudication, Collaborative
Processes, & MRC
•Climate Action
•Natural Resources SUV
•Cost Maintenance ASRs
•Supplies and Training for FTEs through SBRs between 2023-
2024 (were not included in base budget)
Whatcom County Public Works
ER&R Fund ASRs
10/30/2024 13
•Regular ASRs
•Fleet-Focus Asset Management Software-new ongoing costs
•Purchase of new vehicles requested by County
•Cost Maintenance ASRs
•Fuel, repairs, shop tools, gravel survey cost increases
•Training
•Whatcom Chief Drydock Professional Services
Whatcom County Public Works
Ferry Fund ASRs
10/30/2024 14
•Regular ASR-None
•Cost Maintenance ASRs
•Drydock Passenger Ferry
•Ferry Insurance Increase
•Increases accommodated by making additional base budget cuts
•Lummi Nation Tidelands lease expense increase
•Ongoing light maintenance for Lummi Island Parking lot
Whatcom County Public Works
ASRs that didn’t make the cut
10/30/2024 15
•FTE requests
•For a higher LOS, Road Fund-5 RMW and 2 SRMW
•ER&R-Purchasing Coordinator
•Ferry -WCFAC Temp
•Delayed Projects
•PW Enterprise Asset Management System
‒Would have implemented a modern geographic information
system, which would have replaced BridgeWorks, GISMO,
CivicPlus, while integrating with the new E1 JDE software.
Whatcom County Public Works
Remaining Challenges
10/30/2024 16
•Hiring
•Meeting Service demands
•Central Shop Stormwater
•Central Shop underground Fuel
Tank removals
•Archaeological Oversight
•Road, ER&R & Ferry Fund
Balances
•Ferry Replacement and Ferry
Operation Funding
•Point Roberts Drainage
•Swift Creek State Funding
•Northwest Annex
•Climate Action
•River Management & Coastal
Flooding
•Fish Barrier Removal
•Water Adjudication
•Trash and Hulk Remove
Whatcom County Public Works
PW Accomplishments
10/30/2024 17
•Significant Capital Work
completed (highlights)
•Significant amount of Grant
Funding Awarded
•Operational Work (highlights)
•Storm Response
•Notable Accolades
•County Engineer of they year
•Program managers of the year
•Social Media (FB, X, Nextdoor),
Outreach, Podcast, news letters,
improvements to travel planner,
etc.
•Title VI –translations services
Whatcom County Public Works
Discussion & Questions
10/30/2024 18
Planning and
Development Services
2025-2026 Budget Submission
The mission of Planning and Development Services is to ensure growth and
development occurs in a manner that protects public health,safety and welfare,
preserves the natural environment and ensures the quality of life enjoyed by
citizens and visitors in Whatcom County is maintained and enhanced.
PDS Core Services
Processing and issuing building and development permits, plan reviews, fire inspections and investigations.
Environmental permitting for compliance with county code and development standards to protect shorelines, critical areas, and watersheds.
Processing and issuing land use and subdivision permits for future project proposals.
Developing and implementing plans, policies and regulations addressing compliance with state-mandated growth management, shoreline management and environmental review and protection standards.
Enforcing compliance with county codes and development standards to protect public safety and the environment.
Statistics
We typically intake, review, and process more than 3,000 land use and
building permits every year.
We either staff or interact with at least 10 different public advisory
committees and groups in addition to the Planning Commission on a regular
basis.
In the last year we facilitated the development, public review and adoption
of more than a dozen legislative policy, plan and development regulation
amendments on the Council’s docket.
We average over 800 customer phone calls and inquiries a month—in addition
to accommodating dozens of walk-in customers daily and several hundred
emails to our PDS general email inbox and submissions to our e-permits email
each week.
Revenue and Expenses
Typically between 50-70% of our expenses are paid for by revenue we bring in from
permitting and planning activities. We are primarily a fee-for-service or enterprise
agency and we have a reduced impact on the General Fund. PDS accounts for less
than 6% of all undedicated General Fund expenses.
Our proposed budget not including ASR’s is the same base budget as the previous
biennial budget with adjustments for salary and benefit increases and fixed costs
for Administrative Services, Building Maintenance, Vehicles, etc.
87% of the PDS budget is salary and benefit costs.
Another 11% is related to fixed costs for building maintenance, Administrative Services
Cost Allocation, Insurance, Equipment Rental & ER&R for vehicles, Tort Insurance and
fuel.
Leaving 2% for other essential operational items such as: office supplies, training,
advertising, telephones/data/long distance charges, postage, software and misc.
expenses.
Department Structure
2025-2026 Budget by Program
Unified Fee Schedule Changes
We are proposing fee increases for 2025-26. After reviewing our comparable
jurisdictions, we found our fees were lower than the average and, in some cases,
significantly lower. It has been several budget cycles since we did a fee increase of
any significance so we have fallen behind on the overall cost recovery.
Counties used for fee comparison: Benton, Yakima, Skagit, Kitsap & Thurston.
There are also UFS changes to the fees to clarify the rate basis or description.
The UFS Proposed changes to the budget reflect our overall fee changes which
effect all divisions in the department with an average increase of around 12%.
2025-26 Additional Services Requests
General Fund & Conservation Futures Fund
Due to the current budget situation; PDS worked with the Executive’s budget
team to reduce the number of proposed ASR’s to what we felt were a bare
minimum to meet statutory requirements and keep our current level of
service. There were several requests that did not make the final cut into the
Executive’s budget that we may come back to Council for if the budget
situation improves in the next year to 18 months.
General Fund
On Call Consultant Funding ($75,000 in 2025 & $75,000 in 2026)
Phase 2 Offsite Critical Area Buffer Mitigation ($184,000 in 2025)
Contingent Budget Neutral Planning and Development Position (2026)
2025 Comp Plan Updated Funding
Conservation Futures Fund
Conservation Easement Program (CEP) Farmstead Surveys ($33,500 in 2025 &
$33,500 in 2026)
Health and Community
Services Budget
Overview
Purpose Statement
Biennial Budget by Fund
General Fund
3%
General Fund (FPHS,
ConCon)31%
Veterans 1%
Low Income Housing 1%
Homeless Housing 12%
Behavioral Health 20%
Mental Hlth & Dev Disb 2%
Affordable &
Supportive Hsg (1406)
3%
Solid Waste 4%
Affordble Hsg, Beh
Health (1590) 7%
Healthy Children's Fund
16%
Budget –Dedicated Funds
Fund 2023
Actual
2024
Amended
2025 Proposed 2026
Proposed
001 General
Fund
*most is
dedicated
grants
19,350,052 17,313,480 22,566,470 22,117,541
114 Veterans
Relief
517,409 519,784 729,992 742,256
121 Low-
Income
Housing
346,435 255,275 260,000 260,000
122 Homeless
Housing
8,384,926 10,354,273 10,189,740 5,802,471
Budget –Dedicated Funds
Fund 2023 Actual 2024
Amended
2025
Proposed
2026
Proposed
124 BH Fund 11,131,615 11,708,620 14,817,348 14,584,226
127 Mental
Health & DD
Fund
543,631 645,292 945,998 954,145
129
Affordable&
Supportive Hsg
(1406)
368,225 439,423 3,424,066 650,000
133 Affordable
Hsg , BH
Facilities (1590)
989,068 2,090,087 7,753,333 1,383,721
Budget –Dedicated Funds
Fund 2023 Actual 2024 Amended 2025
Proposed
2026
Proposed
140 Solid Waste 1,911,770 2,189,891 2,947,339 3,049,241
145 Healthy
Children’s Fund
41,350 535,693 9,960,738 9,962,164
Department Overview
•Community and Organizational Development
•Community Health and Human Services
•Communicable Disease
•Environmental Health
•Financial Services
•Response Systems
•Leadership and Administration
Year 2023 2024 2025 2026
FTEs 151.2 152.2 154.2 154.2
2024 -Highlights
•Co -Responder Program
•Way Station
•Severe Weather Shelter operations
•Fentanyl Operations Plan
•ARPA Childcare investments
•Healthy Children’s Fund community
contracts
•Whatcom County Health Insights
•HEAL Team Launch
•Climate Vulnerability Assessment
•Justice Project implementation efforts
Gaps/Challenges
•Departmentwide/Countywide infrastructure
including people, buildings, processes and
technology
•Behavioral Health Fund stress
•Lack of funding for:
•Chronic disease prevention, injury prevention,
aging issues and social isolation/loneliness;
•Council priorities like food insecurity and
systems;
•Data and Informatics to support Justice Project
and other large initiatives
•Internal financial and contract management
support (400 contracts)
Questions?
Whatcom County Parks &
Recreation Budget Presentation
2025-2026 Biennium
A WCPR department that serves the recreation and conservation needs of our growing and increasingly diverse community commensurate with the excellence inherent in Whatcom County’s natural and cultural heritage.
Departmental Vision
•Identifies our primary mission: “Recreation and Conservation”
•The primary action verb: “ To Serve”
•Acknowledges the standard we strive for: “Excellence”
•Grounds us in community -our sense place and history: our inclusive natural and cultural heritage
•Acknowledges our future and the changes in our community: we are growing and increasingly
diverse
Organizational Chart
2024 WCPR Community Advisory
Commission Meeting –Hovander Park
WCPR All Staff Retreat
Semiahmoo Park Lodge
2023 All-staff Holiday Gathering –Roeder Home
WCPR Advisory
Commission
Budget by Program
Showing 2025 (2026 percentages are not appreciably different)
Budget by Fund
Expenditure Budget Fund 2023 Actual 2023 Budget 2024 Amended 2025 Proposed 2026 Proposed 2025 Difference 2026 Difference
Administration 0001 1,015,266$ 1,030,257$ 1,115,936$ 1,270,587$ 1,287,300$ 12.96%14.26%
Park Facilities 0001 2,988,415$ 3,049,834$ 3,899,245$ 4,021,141$ 4,080,050$ 3.08%4.53%
Senior Services 0001 524,499$ 493,645$ 494,635$ 596,934$ 607,265$ 18.74%20.44%
Plantation Rifle Range 0001 146,139$ 292,700$ 283,497$ 284,261$ 284,741$ 0.27%0.44%
Lookout Mountain Watershed 0001 112,739$ 106,058$ 106,058$ 109,051$ 109,051$ 2.78%2.78%
EWRRC 0001 117,221$ 115,412$ 115,412$ 175,412$ 176,912$ 41.26%42.08%
Canyon Lake Project 0001 -$ 100,000$ 157,300$ -$ -$
Van Zandt Renovation 0001 -$ -$ 536,940$ -$ -$
Total General Fund 4,904,280$ 5,187,906$ 6,709,023$ 6,457,386$ 6,545,319$ 3.82%2.47%
Special Revenue Fund 126 105,000$ 380,000$ 5,000$ 5,000$ 194.81%194.81%
Lodging Tax Fund 141 19,522$ 19,500$ 34,500$ 34,500$ 34,500$ 0.00%0.00%
Total Budget 4,923,802$ 5,312,406$ 7,123,523$ 6,496,886$ 6,584,819$
Revenue Budget Fund 2023 Actual 2023 Budget 2024 Amended 2025 Proposed 2026 Proposed 2025 Difference 2026 Difference
Administration 0001 799$ 1,300$ 1,300$ 1,300$ 1,300$ 0.00%0.00%
Park Facilities 0001 1,205,733$ 1,127,526$ 1,270,750$ 1,226,391$ 1,236,891$ 3.55%2.70%
Senior Services 0001 37,093$ 32,703$ 33,703$ 35,467$ 35,498$ 5.10%5.19%
Plantation Rifle Range 0001 -$ 152,500$ 95,000$ 95,000$ 105,000$ 0.00%10.00%
Lookout Mountain Watershed 0001 59,216$ 100,000$ 100,000$ 100,000$ 100,000$ 0.00%0.00%
Canyon Lake Project 0001 -$ -$ 314,300$ -$ -$
Van Zandt Renovation 0001 -$ -$ 536,940$ -$ -$
Special Revenue Fund 126 146,392$ 88,363$ 88,363$ 88,363$ 88,363$ 0.00%0.00%
Total 1,302,841$ 1,414,029$ 2,351,993$ 1,458,158$ 1,478,689$
Revenue Type 2025 2026
Intergovernmental 1.47%1.46%$100,000 Sepecial Revenue Fund - Watershed
User Fees/Misc. Revenue 67.12%67.57%$321,000 Conservation Futures - Park Facilities
Other Financing Sources 31.41%30.97%
Included in Revenue:
FTE Changes
2023-2024
Biennium
2023-2024
Mid-Biennium
2024-2025
Biennium
28 FTE 32 FTE 32 FTE
Increase of 2 FTE
(Parks Supervisor and
Parks Project Manager)
Increase of 4 FTE
(Park Attendant, Park
Ranger, Land Management
Supervisor*, and Sr. Planner
(Multimodal Trail Planner)
No additional FTE Proposed
(Parks had requested a
Coordinator II Position)
* Originally called Conservation Park Steward. Job Description under review.
Changes Since Last Biennium:
(Highlights)
Cost Maintenance
•ER&R Costs for Fleet Additions approved in 2024
•Admin Utility Cost Increases
Regular:
•Contract Adjustments for Senior Centers (BSAC, Lynden, Ferndale, and Blaine) and EWRRC
•Covering operating costs increases approved in the Mid-Biennium
Unified Fee Schedule
•Rental Facilities –Inflation and Market Rate adjustments
Remaining Deficiencies
•Plantation Rifle Range clean-up will be a significant drain on capital investment which is already
lagging to prevent future reductions in service due to loss of function.
•Budget uncertainty has impacted hiring of the approved Land Management Supervisor (Position
currently frozen). Affects trail and forest management activities.
•Despite additional staffing provided in 2023-2024 biennial budget, Operations staff resources
remain constrained at 77% capacity during peak season in 2024
•Department must seek to maximize development of external resources, including necessary
community engagement and external partnerships. There is an investment in administrative
capacity required to realize this benefit.
•Need for a multi-stakeholder process to address community concerns regarding the model of
Senior Services and the Parks Departments role.
•Need for an additional fiscally-responsible park master planning that aligns with community
needs, available funding, and environmental concerns.
Accomplishments 2023-24 Biennium
•Implemented Expedited Settlement Agreement and entered into Agreed Order with Ecology for
Plantation Rifle Range site clean-up.
•Renewal of Comprehensive Parks Recreation and Open Space Plan
•Grant award notification for covered sports court at EWRRC Integrated multiple new staff
•Entered into Contract with NNRG for development of LW Forest Management Plan
•Renovated Samish Park potable water collection and storage system
•Reduced maintenance backlog as a result Mid-biennium increase in Parks’ goods and services
budget
•Increased user satisfaction at Silver Lake Park as a result of increased staffing levels and 1st full
season of Maple Creek Campground improvements
Accomplishments 2023-24 Biennium (con’t)
•Completed multiple capital projects
•Completed 4.25 Mile Chanterelle Connector Trail (Lake Whatcom Park)
•Completed Construction of the Maple Creek Shower and Restroom Facility at Silver Lake Park
•Replacement of roof and Skylights at Silver Lake Park
•Replacement of siding on structures at Lighthouses Marine Park
•Repainting of Hovander Park Barn
•Stimpson Family Nature Reserve Parking Lot Renovation
•Purchased 40-acre Carrasco Property for future development of a trail connection to Nesset Farm
•Receive Commerce Dept. Grant for Renovation of Van Zandt Community Hall
Trends –Park Usage (2010-2023)
Trends –Trail Usage (2010-2023)
Concluding Remarks and Questions
Thank you!
Bennett Knox, Parks Director
bknox@co.whatcom.wa.us
360-778-5855
2025-2026 Biennial Budget
Administrative Services
SPECIAL COMMITTEE OF THE WHOLE
SEPTEMBER 30, 2024
Administrative
Services
Facilities Management
Facilities Management develops, manages, and maintains county buildings and grounds.
Finance
Finance is responsible for accounting, payroll, budgeting, and purchasing.
Human Resources
Human Resources is responsible for recruitment and selection, training and development, risk management, performance management, employee and labor relations, benefits and salary administration, and legal compliance.
Information Technology
Information Technology manages computer systems, telecommunications, internet/intranet services, records management, and mail services.
The Administrative Services
Department provides quality
internal support services to
Whatcom County
departments and activities
to ensure coordinated,
accountable, efficient and
cost effective use of
resources.
2
Operating Budget by Division
3
Administration
3%
Information
Technology
33%
Finance
15%
Human Resources
19%
AS Facilities
30%
Administration Information Technology Finance Human Resources AS Facilities
AS Budget
4
Actual 2023 Amended
2024
Budget
2025
% Change
'24-'25
Budget
2026
% Change
'25-'26
Administration 350 451 581 29%592 2%
Information Technology 4,245 7,017 7,404 6%7,030 -5%
Finance 2,443 2,966 3,342 13%3,277 -2%
Human Resources 3,557 3,122 4,360 40%4,436 2%
AS Facilities 5,434 6,096 6,900 13%6,865 -1%
Total Operating 16,030 19,653 22,588 15%22,200 -2%
Total Capital 704 2,745 2,702 -2%410 -85%
FTE Changes 2022-2026
Actual
2022
Actual
2023
Amended
2024
Budget
‘25 & ‘26
Change
2022 to
2026
Administrative Services FTE 77.0 80.0 84.5 89.5 12.5
% Change -4%6%6%16%
5
AS: Facilities Division
ROBERT NEY
6
AS: Facilities 2023-2024 Milestones
•Way Station designed, contracted, and completed in October 2024
•Substantial security upgrades to the courthouse to:
•Harden entry points
•Increase surveillance
•Improvements to courtrooms (ongoing)
•Move security station to lower level, making the entire courthouse require security
checks prior to entry
•Remodeled District Court Courtroom 1
•2 Major roof projects (1 still on-going)
•Purchase of additional buildings (Unity Street and 400 North)
•Several tenant improvement projects to accommodate the growing County staff
AS Facilities: Notable changes 2025-2026
•2 FTE: 1 Custodian and 1 Maintenance Worker to support the substantial expansion of the
County’s building square footage, growing number of employees
•1 FTE: New Project Manager to assist with the Justice Project
•Increase budget for ongoing maintenance and repair services/cost maintenance increases
(e.g., carpets, paint, security equipment, janitorial supplies to accommodate increased cost of
goods and services
•One-time funding to repaving the Courthouse south parking lot
•2 Vehicles to replace surplus vehicles used by facilities staff
8
AS Facilities: Ongoing Resource Needs
•Additional staff needs:
o Maintenance staff (3 FTE below national standards before 2025-26 ASRs)
o Custodial Staff (4.5 FTE below national standards before 2025-26 ASRs)
o Administrative staff to support the County’s expanding Capital Improvement Program
•Additional Vehicles for staff
9
AS: Finance Division
RANDY RYDEL AND BRAD BENNETT
10
AS Finance: By the Numbers
Actual
2017
Actual
2019
Actual
2021
Actual
2023
Contracts Reviewed 525 705 837 807
Budget Supplementals 219 251 345 509
Purchase Orders Issued 2084 2450 2596 2811
Federal Funding Utilized $5.5M $8.0M $19.5M $33.1M
Unique Federal Programs 37 27 37 53
County Staff Maintained 845.50 849.90 867.30 969.40
Finance Staff 12 12 13 16
AS Finance: Notable changes 2025-2026
ASR #2025-7465 Double Fill Finance Director
◦In August 2024, Whatcom County hired Randy Rydel from Public Works as Finance Director to replace
Brad Bennett. The timing of this transition is notable as we are simultaneously undergoing our biennial
budget process and working to implement new financial software (E1) in January 2025. To help facilitate
a smooth transition, we request to continue double-filling this Finance Director position into 2025. This
will allow adequate attention to the new software's utilization and process improvement opportunities.
ASR #2025-7468 & 7472 New Accounting Staff (2 FTEs)
◦Finance has not been able to keep pace with the growth in county operations. The volume of
transactions, the level of scrutiny, and the complexity of new ventures have left the accounting
department scrambling to maintain an appropriate level of service. These two positions will assist with
areas that have experienced a noticeable drop in our level of service. The Budget Analyst will support
the departments in improving the overall quality of our financial statements throughout the year. The
Accountant II will provide more capacity for researching problems, reconciliations, and troubleshooting.
The addition of both of these positions will contribute significantly to year-end reporting and our
financial statements.
12
AS Finance: Ongoing Resource Needs
•Extra Help: We are working on sharing the significant institutional knowledge of our more senior staff
with the newer cohort of Whatcom County finance staff as we anticipate considerable turnover in the
coming years. Our six least senior staff have an average of 2.7 years at the county, while our six most
senior staff have an average of 34 years with the county. We plan for position overlap to facilitate
training and provide coverage while newer staff get up to speed.
•Financial Reporting: The complexity of county operations, in conjunction with financial reporting
requirements, is growing each year. Our Audits cover more material and now typically last from April to
late September. We are at the point where we need to dedicate an employee to financial reporting.
•Technology Improvements: We are working closely with IT to replace our financial software, JDE. While
the replacement will be up and running early in 2025, a number of other pieces of software will need
replacement shortly thereafter. We know we need to replace budgeting software and would like to
introduce electronic timekeeping.
13
AS: Human Resources
Division
MELISSA KEELEY
14
AS Human Resources: 2023-2024 Milestones
Unprecedented recruitment and selection resulting in rapid workforce growth
Key leadership positions replaced:
o PW Director, Superior Court Administrator, County Clerk, Auditor, Sheriff, Undersheriff, DEM
Director, District Court and Probation Administrator, Deputy Executive, Clerk of the Council,
Finance Director, Medical Examiner
All Staff Sexual Harassment Training, PFLAG Training, Mental Health First Aid Training and Leadership
Diversity, Equity, Inclusion Training; various other trainings also offered
Successful bargaining with multiple union groups providing stability and equity
Risk management work related to various personnel issues, performance management, union
grievances, and demands for arbitration
Technology Enhancements;
o NEOGOV Onboard –implemented July 2024
o JDE Upgrade –worked to prepare for transition Jan. 2025
15
AS Human Resources: ‘
Notable Changes 2025-2026
ASR #2025-7153 Addition of HR Representative FTE
◦HR staff is currently at the same level as in 2008. Addition of 1.0 FTE will help us to keep pace with the
County’s growth and meet service needs and expectations. Please note this is a step towards meeting
minimum staffing requirements and further evaluation is needed for additional staff in the future.
ASR #2025-7298 NEOGOV Learning Management Software
◦With the rapid growth of our workforce, there is an immediate need for an integrated, modern learning
management tool to cultivate growth and reduce liability through effective, high-quality training. This
tool is a three in one product providing the ability for us to create our own custom content, track
training/certifications, and offer an extensive course content library. This product integrates with
NEOGOV’s Onboard and Perform products allowing for seamless connection to growth and
development throughout the entire employee life cycle.
16
AS Human Resources:
Ongoing Resources Needs
Room for Improvement with Additional Resources:
Performance Management NEOGOV Perform and training coming early 2025
Employee Relations Additional HR Rep (ASR #2025-7153)
Training & Development NEOGOV Learn (ASR #2025-7298)
Employee Relations Additional funding to provide specialized support from outside
consultants for workplace conflict, one on one coaching, team development, etc.
Compensation and Organizational Development for future evaluation and consideration
17
AS: Information
Technology Division
PERRY RICE
18
AS IT: 2023 –2024 Primary Accomplishments
19
Countywide•Supported Significant Growth of Whatcom County Government -Employees & Space•Public Website Design Refresh•New Digital Communications Platform
Criminal Justice•New Public Defender and Prosecutor Case Management Systems•Supported Water Rights Adjudication & Justice Projects•Sheriff Migration to FirstNet Cellular, BodyWorn Camera & Interview Room Upgrades
Land & Infrastructure•Continued Implementation of New Permit System –Initial Online Permitting•Scoped Out Environmental Health Implementation in New Permit System•New Online GIS Viewers: Watershed, Flood Vulnerability, Heat/Smoke Vulnerability
General Government•Initial Implementation of PeaceHealth Electronic Medical Records System for Health•Lifecycle Replacement of Assessor Treasurer & Auditor Recording Systems•Active Support of JD Edwards Financial System Upgrade
AS IT: Challenges
20
Backlog of Infrastructure Projects
•Infrastructure Projects Deferred to Accommodate Growth of County Government
•Storage System, Backup System, Network Switches, Network Firewall
•Telecommunications System Replacement
•Countywide Replacement of Computers and Upgrade to Windows 11
JD Edwards Financial System Upgrade Implementation
•Project More Complex and Challenging than Anticipated
New Large Projects
•Sheriff Medicaid Demonstration Waiver (EPIC Implementation)
•Sheriff Digital Forensics, Inmate Phone, Jail Commissary, Inmate Tracking, Body X-Ray Scanners
•Public Works Fleet Management
•Moves: Superior Court, IT, Health, Health Partnerships, NW Annex, Justice Center
Staffing
•Growth of IT Staff has Not Kept Up with Overall Growth of County Employees
•Difficulty in Filling Vacant Technical Positions
•IT Staff Have Done a Remarkable Job
AS IT: 2025 –2026 Biennial Budget Request Summary
21
Reappropriate Funding for Infrastructure Projects ($770K One-Time)•Network Switch and Firewall Replacement
Increase Funding for Lifecycle Computer Replacement ($200K One-Time)•Number of Computers have Increased from ~1,200 to > 1,500 Over Past 5-Years
Increase Funding for Annual Maintenance Due to Inflation and Employee Growth ($130K Ongoing)•Telecommunications, Network Switches, Backup System, Microsoft, E-Mail Archiver, Video Conferencing
Funding to Continue Permit System Implementation ($250K One-Time / $205K Ongoing)•Migrate Permit System to Cloud and Implement Environmental Health Module
Funding to Support the Operation of the Financial System ($112K Ongoing)•Third Party Managed Services & Report Writing Software
Funding to Upgrade Court Audio Video Recording Systems ($462K One-Time)•Superior Court
Funding for Staff Adjustments ($130K Ongoing)•Various Adjustments, Extra Help, and Reclassifications
2025-2026 Biennial Budget Executive &
Non-Departmental
SPECIAL COMMITTEE OF THE WHOLE
SEPTEMBER 30, 2024
Executive’s Office
The Executive provides for an accountable and responsive county government by ensuring
efficient, effective and economical administration in accordance with the County Charter, the
Washington State Constitution and other applicable federal, state and local laws, as well as
county policy.
The “Non-departmental” budget is also included under the Executive’s Office in the budget
book.
2
3
Animal Control
1%
Medical
Examiner/Morgue
5%
Leave Payout/Wage
Reserve
0.65%
LEOFF I Medical
0.54%
Convention Center
Fund
3%
Public Utilities
Improv. Fund
2%
Miscellaneous
4%
Food Bank
0.37%
Emergency Services
5%
Northwest
Regional
Council
0.29%
Pass thru
Tax/Timber Rev
11%
Emergency Medical
Services
67%
County Executive
1,320,334
2%
Non-
Departmental
59,233,353
98%
Executive’s Office Team
4
County Executive
Deputy Execs
(2 FTE)
Admin Services
Strategic Initiatives
Manager (vacant)
Community
Outreach
Coordinator
(vacant)
Office
Administrator
Executive Secretary
Administrative
Secretary/Grant
Coordinator
Public Affairs &
Strategy Manager
Executive Office –Budget Changes
ASRs:
•New state lobbying contract -supports all county departments and elected officials in
securing state funding and policy changes
•ASR to address incorrect wage amounts in the base
•Moved Executive’s Contingency Fund to the non-departmental budget that is used to
support County departments when they have emergency needs and no budget authority
(i.e. facilities work)
5
Actual 2023 Amended 2024 2025 % Change '24-'25 Budget 2026 % Change '25-'26
1.13M 1.45M 1.32M (9%)*1.7M 4%
*Decrease primarily a result of shifting a portion of both the Deputy Executive wages to the Administrative Services Fund
Non-Departmental
6
Non-Departmental
The non-department budget serves as a central repository for County expenses not assigned to
a specific department, this includes:
•Expenditures that support outside organizations (e.g. funding for the food bank) or some
boards (the Racial Equity Commission)
•Holds and transfers funds that support multiple departments or programs that are not
assigned to a specific department (e.g., REET, EDI, Conservation Futures)
•Provides a mechanism to hold appropriations temporarily until the County determines
the appropriate managing department,
•Cover costs that vary with economic conditions
•Includes budgets for the Medical Examiner’s Office and EMS
7
Executive: Non-Departmental
County Executive
Medical
Examiner
Operations
Manager
Investigators
(3 FTEs)
Autopsy Tech
Emergency
Medical Services
Manager
System Analyst Program
Specialist
Coordinator
8
Non-Departmental Programs
•Animal Control
•Leave Payout/Wage Reserve
•LEOFF I Medical
•Convention Center Fund
•Public Utilities Improv. Fund
•Food Bank
•Emergency Services
•Northwest Regional Council
•Pass thru Tax/Timber Rev
•Medical Examiner/Morgue
•Emergency Medical Services (EMS)
•Miscellaneous
9
o Employee Recognition
o Horticultural Inspection
o Boundary Review Board
o Indigent Burial
o Air Pollution Control
o Civil Service Commission
o Historical Document Preservation
o Domestic Violence
o WC Trial Ct Imprv Operation
o East Whatcom Kitchen
o Association Dues
o Racial Equity Commission
Non-Departmental ASRs
11
Examples:
•County memberships
Example ASR 7522: $5,000 per year for the COG membership increase
•Transfers to other depts
Example ASR 7521: $40k transfer per year to the Climate Action Program in Public Works
to continue to contract with the Whatcom Conservation District for the Firewise wildfire
risk reduction program
•Advisory boards
Example ASR 7502: $5,000 increase to support the Boundary Review Board
•Emergency Response
Example ASR 7458: $65k in 2025 and $148k in 2026 to What-Comm to address cost
increases
Non-Departmental: Medical Examiner
12
•The primary role of the Medical Examiner’s Office is to investigate the deaths of individuals
in Whatcom County over which it has jurisdiction
•Other functions of the office include:
o certifying death certificates,
o contributing to public safety,
o testifying in court,
o providing for the final disposition of the indigent,
o participating in educational and prevention activities,
o preparing for mass fatalities,
o contributing to Public Health epidemiological data.
Non-Departmental: Medical Examiner -ASRs
13
•Revenue from State reimbursement contingent on becoming nationally accredited in 2024
o Two staff proposed to meet the required standards (must provide services 24/7)
o This would bring the office from 6 to 8 FTE
ASR #Title 2025 2026
7470 Medical Examiner Contractual
Services (261,330)(421,330)
7525 Medical Examiner Staffing 255,537 266,139
7532 Premium Pay & OT Increase for
ME On-Call Staff 20,189 20,993
Non-Departmental: EMS Budget
14
2025 2026
Beginning Fund Balance $13,222,232 $11,049,161
Total Revenues $22,480,051 $22,676,098
Total Expenditures*($24,653,122)($25,477,560)
Net Revenues/(Expenditures)($2,173,071)($2,801,462)
Ending Fund Balance (EMS)$11,049,161 $8,247,699
Reserve Target -70% of Expenditures:$17,257,185 $17,834,292
* The levy plan estimated that expenses in 2025 would be $22.7M and $23.5 in 2026.
Non-Departmental: EMS Expenses
15
Paramedic Training
7%Community Paramedics
3%
Stryker Gurney Program
3%
Basic Life Support Allocation
6%
ALS City of Bellingham
50%
ALS FD 7
14%
Medical Program Director
1%
What-COMM
11%
EMS –Software Maintence
1%
EMS –County Staffing and
Administration
4%
16
Non-Departmental EMS ASRs
ASR #Title 2025 2026
7163 Office Furniture for new office 3,000 -
7165 Software Maintenance 5% annual inflation 33,000 46,000
7168 Volunteer Budget L&I (Human Resources)500 500
7174 Additional Supervisor position 70,000 70,000
7224 PPE for BFD and FD7 per EOB approval 170,000 -
7225 Stryker contract increase for new equipment 15,000 15,000
7227 Replacement computers for staff 4,000 -
7462 What-Comm Annual Increase for Medic One 74,270 216,470
7514 COB ALS Unit, EMS Captain, contract 732,021 1,357,435
7515 COB Community Paramedics contract 43,365 67,308
7517 FD7 Units, Captains, Contract 721,579 891,804
7518 FD7 Community Paramedics contract 21,044 32,472
7539 Emeritus Pay 22,169 27,169
2025-2026 Priorities
The Executive’s Office oversees the day-to-day of County operations and is also actively working
to advance these key policy and organizational priorities:
•Administrative Services Process
Improvements, Fiscal Transparency
•Comprehensive Plan Update
•Fentanyl Response
•Ferry Replacement
•Justice Project
•Medicaid Waiver & Jail Health Transition
•Public Defense Structure & Standards
•Water Adjudication
•Wetland Bank
17
Note: This is list does not reflect priority levels
Challenges and Opportunities
18
•Workload demands –the Executive’s Office feels the same stress as other departments, with departmental issues funneling up and a separate and unique non-departmental work program and policy portfolio
•Budget Prioritization Exercise
•Investing in infrastructure & changing processes to modernize and be more efficient
•Oversight:
o Major cross-departmental initiatives (i.e. jail health transition)
o Capital facilities construction and financing (i.e. jail and behavioral care center construction; ferry)
o Large contracts (i.e. healthy children's fund subsidies)
•Triaging resource requests
Thank you
19
Council Office
2025-2026 BIENNIUM BUDGET
Inventory of Services
Council Support
Meeting Management
Advisory Groups
Legislation and Policy
Hearing Examiner
Board of Equalization
Records Retention and Archiving
Administrative Overhead Council
Support
65%
Hearing
Examiner
5%
Board of
Equalization
10%
Records
Retention
5%
Administrative
Overhead
15%
COUNCIL OFFICE SERVICES
Staff Summary
Councilmembers (7)
Clerk of the Council
Legislative Analyst / Deputy Clerk
Legislative Coordinator II -Advisory Groups & IPRTF
Legislative Coordinator (4) -Hearing Examiner, Board of
Equalization, Communications, Meeting Management
Legislative Clerk (2) -Board of Equalization, Front Desk
Hearing Examiner –contracted service
Temporary Extra Help (2) –Internship Program, BOE
ASR Totals
19 specific ASRs submitted by Council Office
All ASRs submitted are included in the Executive’s 2025-2026 Biennium Budget
2025 ASRs total $253,536
2026 ASRs total $222,559
Cost Maintenance ASRs
Travel –Other: increased to $15,000 *
Travel accounts –each CM: increased to $5,000 *
Books, publications –increased by $500
Advertising (public notices) –increased by $3,000
Hearing Examiner -$6,000 (2025) *, $14,000 (2026)
* Council directive
Regular ASRs
One time expenses:
Overtime for Charter Review, Comp Plan, BOE: $5,000 (2025)
Temp Extra Help for Charter Review, Comp Plan: $13,000 (2025)
IPRTF –Communications & Outreach: $25,000 (2025)
IPRTF Advertisement: $10,000 (2025), $15,000 (2026)
Regular ASRs
Continuing Expenses:
Reclassification (promotion): $10,571 (2025), $14,005 (2026)
Legislative Coordinator (Policy): $102,465 (2025), $106,054 (2026) *
Enhanced security for evening meetings: $14,000 *
BOE Temp Extra Help, BOE Per Diem: $30,000 *
* Council directive
Questions
Whatcom CountyAuditor’s Office
Stacy Henthorn
Auditor@co.whatcom.wa.us
Budget Presentation
The Whatcom County Auditor’s Office is committed
to excellence in public service, easy access to
information, and efficient operations in its key
services of elections, recording, and licensing.
Auditor’s Office Mission
Auditor’s Office Core Services
Administration
Division support
Contract & grant management
Annual report
Accounts payable/accounts receivable
Elections
Administer federal, state, and county elections
Local voters’ pamphlet
Voter outreach
Recording
Document recording
Marriage licenses
Preserve and protect historically significant permanent archival documents
Help customers search recorded documents
Register and reserve new plat and condominium names
Register process servers
Licensing
Title and license vehicles and vessels in partnership with the Washington State Department of Licensing
Inventory control
Train, oversee, and audit six subagents
Issue Disability Placards
Collect tax on behalf of the Department of Revenue
2025 Total Budget
22%
9%
15%
52%
2%
2025
Admin Recording Licensing Elections O&M
General Fund - Admin
General Fund - Recording
General Fund - Licensing
Election Fund
O&M Fund
0 500000 1000000 1500000 2000000
General Fund Dollars
General Fund - Admin General Fund - Recording
General Fund - Licensing Election Fund
O&M Fund
General Fund Revenue and Expenses
$-
$500,000.00
$1,000,000.00
$1,500,000.00
$2,000,000.00
Actual 2023 Budgeted 2024 Budgeted 2025 Budgeted 2026
520/540/560 Revenue $1,933,543.16 $1,953,298.00 $1,930,265.00 $1,930,265.00
520/540/560 Expenses $1,491,588.00 $1,589,010.00 $1,589,695.00 $1,629,106.00
Full Time Staff by Division
2013/14 2015/16 2017/18 2019/20 2021/22 2023/24 2025/26
Admin 3 3 3 3 3 3 3
Elections 7 6 6 5.5 5.5 5.5 6
Recording 5 4 4 4.5 4 4 3.5
Licensing 4 4 4 4 4.5 4.5 4.5
Total Staff 19 17 17 17 17 17 17
16
17
18
19
20
1
2
3
4
5
6
7
ASR’s affecting General Fund
2025 2026
ASR 2025-7500 Elimination of split position -$38,492.00 -$44,848.00
ASR 2025-7094 Reclass Clerk 3 to Clerk 5 $4,388.00 $4,158.00
ASR 2025-7106 SKEP Program - Recording $8,219.00 $10,527.00
ASR 2025-7107 SKEP Program - Licensing $1,227.00 $9,929.00
-$22,633.00 -$18,208.00Total to General Fund
Skill Enhancement Program (SKEP)
Requirements to move from a Clerk III to Clerk IV:
2 years in specific division
Specialized training
Passage of extensive test
Auditor approval
SKEP ASR’s 7106, 7107 and 7108
Yearly Transactions by Location
2020 2021 2022 2023
3701 Whatcom County Auditor 53,718 40,969 40,712 37,272
3724 Valley Drug Licensing 20,743 20,170 20,030 20,834
3727 Lynden Food Pavilion Licensing 34,085 32,700 32,980 32,332
3728 Blaine Cost Cutter Licensing 18,056 16,881 17,649 17,912
3729 Northwest Licensing 64,156 60,014 49,862 48,272
3730 Auto Licensing of Ferndale 47,170 49,225 52,098 53,158
3731 Auto Licensing of Bellingham 73,371 83,953 83,231 84,987
Position Reclass from Clerk III to Clerk V
Licensing Revenue 2020 -2023
Revenue from
Auditor's Office
Revenue from
Subagents
Quarterly Payments
from DOL
Total Revenue to
General Fund
2020 $227,283 $1,359,095 $161,259 $1,747,637
2021 $175,298 $1,398,448 $143,375 $1,717,121
2022 $175,587 $1,293,812 $145,504 $1,614,903
2023 $159,721 $1,289,909 $128,019 $1,577,649
Licensing filing fees are set by RCW 46.17.005
When a licensing office issues a registration, the auditor’s office retains $4.50 filing fee
When a licensing office issues a title, the auditor’s office retains $5.50 filing fee
$0.50 of each filing fee is remitted to DOL and quarterly disbursed back to all counties equally to
support licensing services provided by auditor’s offices
Additional ASR’s
Election Fund
ASR#Description 2025 2026
7097 Software Maintenance $6,000 $6,000
7104
Ballot Drop Box
Maintenance &
Equipment
$6,000 $7,500
7105 Position Reclass –
Community Outreach $51,666 $58,022
O&M Fund
ASR#Description 2025 2026
7095 Scanning Equipment
Replacement $25,000 $-0-
7096 Software Maintenance $9,000 $11,000
7124 Indexing Historical
Documents $73,219 $73,219
Questions
WHATCOM COUNTY Satpal Singh Sidhu
EXECUTIVE’S OFFICE County Executive
County Courthouse
311 Grand Ave. Suite #108
Bellingham, WA 98225
MEMORANDUM
TO: Whatcom County Council
THROUGH: Satpal Sidhu, County Executive
FROM: Aly Pennucci, Deputy Executive
Kayla Schott-Bresler, Deputy Executive
CC: Brad Bennett, Finance Manager
Randy Rydel, Finance Director
RE: 2025-2026 Budget Recommendations – GF Fund Balance
DATE: October 28, 2024
In response to councilmember comments during the October 8, 2025, Committee of the Whole
meeting regarding the projected ending fund balance in the County’s General Fund (GF) in
2026, this memo:
1. Provides background on County debt policies and historic fund balance levels;
2. Outlines pending liabilities that inform the recommendation to maintain a greater than
policy projected ending fund balance in GF for the next biennium; and
3. Offers policy options for the Council’s consideration.
Background
The appropriate level of fund balance in the GF varies depending on a number of factors, such
as: revenue predictability and expenditure volatility; vulnerability to natural disasters or
immediate expenses; the potential drain on general fund resources from other funds and the
availability of resources in other funds; the potential impact on the bond rating and borrowing
costs; and funds that are already committed or assigned for specific purposes.
The Government Finance Officers Association (GFOA) recommends, at minimum, general
purpose governments, regardless of size, “maintain unrestricted budgetary fund balance in
their general fund of no less than two months of regular general fund operating revenues or
regular general fund operating expenditures” noting that a government’s particular situation
may require a level of unrestricted fund balance in excess of this recommendation depending
on circumstances.
2
The Whatcom County Debt Policy requires that “[c]onsistent with maintenance of its current
“AA” or “Aa” general obligation rating, the County shall maintain an undesignated balance in its
general fund (or any related reserve fund that may be created for this purpose), at least equal
to 15% of its previous year’s general fund actual revenue” [emphasis added].1 This is equivalent
to less than two months of operating (15% = 1.8 months).
The Executive’s 2025-2026 Recommended Biennial Budget includes a projected ending fund
balance for the General Fund (GF) at the end of 2026 of about $28 million or 22% of the prior
year’s revenues. This is consistent with past practices; historically, the County has maintained
closer to a 20-25% fund balance (see chart below that shows fund balances over the last five
years). It is important to note that the 22% projected fund balance assumes that the County
will lapse/underspend (e.g., not spend) 5% of budgeted expenses annually. If departments
spend 100% of their budget, the fund balance at the end of 2026 would drop to 16%.
Maintaining more than 15% fund balance is particularly important at this time when the County
is (1) preparing to issue significant debt to finance major capital projects; (2) facing a revenue
landscape that is increasing complex and volatile (e.g., fluctuations in sales tax revenues that
impacts both GF and other funds); and (3) vulnerability to other expenses that are not yet
certain enough to budget to a department but may become a reality in the 2025 -2026
biennium.
1 This policy is established by the County’s Finance Committee, that is established in accordance with RCW
36.48.070, consisting of the Treasurer, the Auditor, and the Chair of the County Co uncil. This Committee is
responsible for approving the debt policies. The County has not established policies related to the GF fund balance
beyond those of the Finance Committee. Best practices related to fund balances and risk reserves is evolving;
updated and more nuanced fund balance policies is something Whatcom County could consider in the future.
$-
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
2020Actual2021Actual2022Actual2023Actual2024Amended Budget2025Recommended2026 Recommended15% Minimum Actual/Projected above policy$ in 1,000s
3
Pending Liabilities
As discussed previously, the Executive has identified potential expenses that could occur in the
next biennium but determined it is premature to budget specific expenses for departments
until there is more certainty on total costs and timing of thos e expenses. Budgeting now would
give departments spending authority prematurely, impact labor negotiations, and could impact
the County’s ability to seek state and federal funding. These potential expenses should be
considered in determining the amount of fund balance to target in the GF.
The Executive’s Recommended Budget includes a projected ending fund balance in 2026 of
22%, or about $8.8 million above the minimum required by the County’s debt policy.2 There are
several potential expenses that could occur in 2025 and 2026 that those funds would be
needed for, such as:
• Increasing labor costs: all of the County labor contracts are open for negotiations in
2026; due to new caseload standards, labor costs for the Public Defender’s Office may
increase significantly; in addition, the County is experiencing increasing personnel
related expenses for things like workers compensation, insurance, equipment etc.
Estimated costs/recommended reserve: $3.5-5 million (ongoing).
• Environmental cleanup issues: including the GF portion of the costs to remove and
remediate a tank at the PW Maintenance Shop. Estimated costs/recommended reserve
$500k-1 million (one-time).
• Facilities improvements: this includes work to expand and upgrade County courtroom
and the associated relocation of administrative services; the County is seeking
reimbursement for the costs associated with water adjudication work, however,
expenses may exceed those reimbursements. In addition, given the growth in County
employees and new buildings, facilities maintenance and tenant improvement costs are
increasing. Recommended reserve: $500k-$1M (one-time).
• Jail Health Costs: The County’s contract with Northwest Regional Council and Ideal
Options will expire in 2025 and the administration is anticipating a cost increase in these
services. The recommended budget provides an additional $300,000 for this purpose in
2025, however, the costs could exceed that estimate and additional funding will likely
be needed in 2026. Recommended reserve: $500k (potentially ongoing)
• Tort increases: The recommended budget includes a $530k annual increase for the
County’s insurance premium amounts (established annually) as well some increase to
pay small and large claim amounts related to our Tort liability. Tort costs have been
steadily increasing and additional funding may be needed in 2026 for premiums or for
settlements. Recommended reserve: $500k-$1M (one-time)
2 It is important to note that these are one-time resources and would drop to 15% if the lapse assumptions are not
met. If used for ongoing needs (e.g., some of the pending liabilities are ongoing needs) the County will have to
identify offsetting reductions or new revenues in the future to sustain those costs. Some of the pending liabilities
are ongoing costs that will require ongoing reductions or new revenues before the 2027 -2028 biennium.
4
• IT Reserve: The County’s Mitel telecommunications system has reached the end-of-life
point and needs to be replaced – Mitel will no longer provide hardware replacements
after 2024 and will stop supporting the system in the next few years.3 The IT division
requested $1.2 million in the 2025-26 budget to replace this system prior to 2028. The
Executive denied the ASR and asked the IT Division to research alternative systems (e.g.,
moving to a computer-based phone system using programs like Microsoft Teams or
WebEx). Until that research is done and a policy choice can be made it is premature to
budget for those expenses. However, given that the phone system is a primary
communications channel for the public to access county services and the critical public
safety services that rely on our telecommunications system, the Executive recommends
maintaining a reserve to ensure resources are available should the system begin to fail
before the end of the 2025-2026 biennium.
In addition, there are several major technology projects underway, including
replacement of the County’s Enterprise Financial System and permitting systems. While
the recommended budget includes resources for these initiatives, it is not uncommon
for these types of projects to need additional funding to address issues that emerge
closer to completion. Recommended IT reserve: $1.5M-$2M (one time)
In total, if all of the pending liabilities become realities in the 2025-2026 biennium, GF expenses
could increase by $7-$10.5 million over the biennium.
Other potential liability: Behavioral Health Fund
In addition to the potential cost liabilities described above, the Executive learned very late in
the budget process that the revenue and expense projections in the Behavioral Health Fund
(BHF) are resulting in a structural imbalance in the fund that appears worse than previously
understood. The Finance Department saw this in their final verification of fund balance
numbers. This appears in part due to lower than projected sales tax revenue, spending from the
fund in other departments, uncertainty and fluctuations in grant revenue, and use of fund
balance in 2023 and 2024 for one-time uses (e.g. school contracts, crisis relief center). In
response, the Executive rejected most ASRs for 2025-2026 that impact the BHF, some of which
may be priorities in 2025-26 and can be accommodated through base budget adjustments.
Health and Community Services has already identified some technical corrections in the BHF to
mitigate this problem and is working to address the funding gaps from the rejected ASRs. The
Executive will prepare and transmit technical corrections for discussion on November 6th and
will work with the Department, BH Advisory Committee, and that Council to make further
adjustments if needed over the next few months.
Policy Options
The Executive’s Recommended Budget accounts for the pending liabilities by proposing a higher
than required projected ending fund balance in the GF , assuming a 5% lapse in both years. This
3 The IT Division is purchasing extra inventory in 2024 to ensure that the County has replacement parts on hand
should they be needed in 2025-2026.
5
is consistent with past practices in Whatcom County. The Council could choose to create an
appropriated reserve in the non-departmental budget or provide spending authority for specific
purposes in individual departments. There are pros and cons to any approach; if the funds are
not appropriated or are held in a non-departmental reserve, any proposal to move the funds to
provide a department with spending authority for specific purposes would require approval
from the Council. If instead the Council chose, for example, to increase the IT Division’s budget
for the phone replacement project, the spending authority would not require additional budget
approval, though there may be other Council approvals necessary (e.g., for spending on a
contract exceeding $40,000).
Given the complexity of this budget season and other ongoing work the Executive decided to
delay implementation of a larger appropriated risk reserve until a future budget as the Finance
Division noted that there are technical complexities in setting that up. In future budgets and as
the Executive continues to improve the County’s fiscal oversight work, there is an intent to
review our fund balance policies and create an appropriated risk reserve.
Ultimately the Council could also choose to spend a portion of the fund balance on other things
and risk the impact to our financing costs and other pending liabilities. Fund balances are one-
time resources and would be a short-term solution that could exacerbate the longer-term
stability of the GF; the Executive does not recommend this approach.
Whatcom County Whatcom County Executive’s Executive’s 2025-2026 2025-2026 BudgetBudget
Satpal Singh Sidhu, County ExecutiveSatpal Singh Sidhu, County Executive
Additional Additional
Service Service
Requests Requests
Stately ShuksanStately Shuksan
Courtesy of Courtesy of
Whatcom County EmployeeWhatcom County Employee
Karin BeringerKarin Beringer
Links to Departments
Administrative Services 1
Assessor 4
Auditor 4
Council 4
District Court 5
Executive 6
Health 7
Parks & Recreation 10
Planning & Development Services 11
Prosecuting Attorney 11
Public Defender 12
Public Works 12
Sheriff 16
Superior Court 17
Superior Court Clerk 17
Treasurer 18
WSU Extension 18
Whatcom County
WASHINGTON
Fund Key
Page I2025-2026 Executive’s Recommended Budget
Fund Key
Fund Code Fund Title
001 General Fund
108 County Road Fund
109 Election Reserve Fund
114 Veteran’s Relief Fund
118 Whatcom County Jail Fund
122 Homeless Housing
123 Stormwater
124 Chemical Dependency/Mental Health
127 Mental Health & Developmental Disabilities
129 Affordable & Supportive Housing
130 Countywide Emergency Medical Services
132 Lake Whatcom Stormwater Utility
133 Affordable Housing, Behavioral Health
135 WC Trial Court Improvement
140 Solid Waste Fund
141 WC Convention Center Fund
145 Healthy Children’s Fund
147 Community Priorities Fund
154 RID #1 (Birch Bay Light District)
155 RID #2 (Marineland Light District)
156 Climate Action Fund
159 RID #7 (Emerald Lake Light District)
166 Auditor’s O&M Fund
167 Emergency Management Fund
169 Flood Control Zone District Fund
Whatcom County
WASHINGTON
Fund Key
Page II2025-2026 Executive’s Recommended Budget
Fund Key
Fund Code Fund Title
175 Conservation Futures Fund
324 Real Estate Excise Tax II Fund
326 Real Estate Excise Tax I Fund
332 Public Utilities Improvement Fund
345 New Jail Project Fund 2
359 Courthouse Building Envelope Project Fund
369 Integrated Land Recording/Permit Management
402 WC Investment Pool
444 Ferry System Fund
501 Equipment Rental & Revolving
507 Administrative Services Fund
16925 Birch Bay Sub-Zone
2025-2026 Executive’s Recommended Budget Page 1
Whatcom County
WASHINGTON
Additional Service Requests
Fund ASR ASR Type FTE
Status 2025Requested 2025 Approved 2026Requested 2026Approved
ADMINISTRATIVE SERVICES
Administration
Base budget included incorrect wage amount 507 7076 Ongoing N Approved 16,463 16,463 17,252 17,252
Facilities
South Parking Lot Replacement 326 7074 One-Time N Approved 205,000 205,000 - -
Security Equipment Replacement Program 326 7079 Ongoing N Approved 50,000 50,000 50,000 50,000
Increase Asphalt Annual Budget 326 7083 Ongoing N Approved 15,000 15,000 15,000 15,000
Observation Cell Remodel 326 7084 One-Time N Approved 100,000 100,000 - -
Increase in Carpet Annual Budget 326 7085 Ongoing N Approved 10,000 10,000 10,000 10,000
Increase Annual Paint Budget 326 7087 Ongoing N Approved 15,000 15,000 15,000 15,000
5th Superior Court Tenant Improvements (3rd Floor)326 7088 One-Time N Approved 1,562,000 1,562,000 - -
Courthouse Boiler Repairs Project 326 7089 One-Time N Approved 105,000 105,000 - -
Courtroom #2 jury box remodel/ADA access 326 7210 One-Time N Not Approved 35,000 - - -
Courthouse Exterior Project - Courthouse Roofs 359 7134 One-Time N Approved - - - -
Security Screening Services Courthouse 507 7075 Ongoing N Approved 40,000 40,000 45,000 45,000
Increase in Security Patrol Costs 507 7078 Ongoing N Approved 33,000 33,000 33,000 33,000
Increase in Janitorial Supply Costs 507 7110 Ongoing N Approved 24,000 24,000 24,000 24,000
Utility Costs Additional Funding 507 7112 Ongoing N Approved 359,900 359,900 442,955 442,955
Clean Buildings Performance Standards Compliance 507 7113 One-Time N Approved 200,000 200,000 - -
Small Tools Increase; Custodial Portion 507 7114 Ongoing N Approved 5,000 5,000 5,000 5,000
Telephone Charge Increase 507 7117 Ongoing N Approved 11,000 11,000 11,000 11,000
PM for Facilities to Manage New Justice Facility 507 7119 Ongoing Y Approved - - - -
Reclass Proj & Operations Mgr-Facilities Director 507 7120 Ongoing N Approved 23,630 23,630 23,630 23,630
Maintenance Technician 507 7121 Ongoing Y Approved 89,211 89,211 91,781 91,781
Custodian 507 7123 Ongoing Y Approved 74,970 74,970 75,336 75,336
Reclass Daytime Custodian to Maint Worker II 507 7125 Ongoing N Approved (11,967) (11,967) (9,651) (9,651)
Ford Maverick 507 7128 One-Time N Approved 50,000 50,000 - -
Companion to 7119 PM for New Justice Facility 507 7138 One-Time N Approved 6,400 6,400 - -
Companion to 7123 Custodian 507 7140 One-Time N Approved 4,600 4,600 - -
Companion to 7142 Maintenance Technician 507 7142 One-Time N Approved 5,000 5,000 - -
Snow Removal 507 7145 Ongoing N Approved 25,000 25,000 25,000 25,000
2025-2026 Executive’s Recommended Budget Page 2
Whatcom County
WASHINGTON
Additional Service Requests
Fund ASR ASR Type FTE
Status 2025Requested 2025 Approved 2026Requested 2026Approved
AS Facilities continued
Billable Fund for Department Project Requests 507 7146 Ongoing N Approved with Changes - - - -
Companion to #7128 Maintenance for Ford Maverick 507 7273 Ongoing N Approved 9,000 9,000 9,000 9,000
Ongoing ER&R request Ford Maverick Pickup 507 7538 Ongoing N Approved 9,000 9,000 9,000 9,000
Ongoing ER&R request Ford Transit 50710 507 7540 One-Time N Approved 4,680 4,680 4,680 4,680
Ongoing ER&R request Ford Transit 50790 507 7541 One-Time N Approved 4,680 4,680 4,680 4,680
Finance
Double Fill Finance Director 507 7465 One-Time N Approved 174,032 174,032 - -
Increase in Overtime Budget 507 7466 Ongoing N Approved 10,041 10,041 10,041 10,041
New Budget Analyst Position 507 7468 Ongoing Y Approved 61,383 61,383 126,557 126,557
Out of Class For Budget Analyst 507 7469 One-Time N Approved 6,891 6,891 - -
Extra Help 507 7471 One-Time N Approved 76,178 76,178 23,375 23,375
New Accountant II Position 507 7472 Ongoing Y Approved 51,365 51,365 109,406 109,406
New Budget Analyst Computer Desk Chair 507 7474 One-Time N Approved 5,100 5,100 - -
Accountant II Computer, Desk, Chair, Software 507 7475 One-Time N Approved 5,100 5,100 - -
Human Resources
Human Resources Representative III 507 7153 Ongoing Y Approved 133,811 133,811 138,302 138,302
Reclassification of HR Manager 507 7154 Ongoing N Approved 15,851 15,851 23,630 23,630
Reclassification of HR Representative III 507 7155 Ongoing N Approved 8,075 8,075 8,058 8,058
Worker's Compensation cost maintenance 507 7259 Ongoing N Approved with Changes 626,210 626,160 621,206 621,206
HR Temporary Extra-Help 507 7296 Ongoing N Not Approved 19,700 - 19,700 -
NEOGOV Software Maintenance 507 7297 Ongoing N Approved 36,000 36,000 51,000 51,000
NEOGOV Learning Management System 507 7298 Ongoing N Approved 40,000 40,000 52,000 52,000
Information Technology
TFR for Non-Wage Items - Crim Justice Cost Center 001 7464 Ongoing N Approved 14,100 14,100 6,900 6,900
Computer Equipment for New State CMS for DC 135 7178 One-Time N Approved 60,000 60,000 - -
Permit System Implementation: Project Additions 369 7198 One-Time N Approved - - - -
Telecommunications System Replacement (One-Time)507 7179 One-Time N Not Approved 180,000 - 1,200,000 -
Telecommunications System Replacement (Ongoing)507 7180 Ongoing N Not Approved - - 50,000 -
2025-2026 Executive’s Recommended Budget Page 3
Whatcom County
WASHINGTON
Additional Service Requests
Fund ASR ASR Type FTE
Status 2025Requested 2025 Approved 2026Requested 2026Approved
AS Information Technology continued
Mitel Telecommunications Maintenance Increase 507 7183 Ongoing N Approved 36,000 36,000 62,000 62,000
Microsoft Enterprise Agreement Increase 507 7184 Ongoing N Approved 31,000 31,000 31,000 31,000
Service Desk Ticket System Maintenance Increase 507 7185 Ongoing N Approved 7,000 7,000 10,000 10,000
E-Mail Message Archiver Maintenance Increase 507 7186 Ongoing N Approved 20,000 20,000 20,000 20,000
Annual Network Security Assessments 507 7187 Ongoing N Approved 35,000 35,000 35,000 35,000
Cisco Network Devices Maintenance Increase 507 7188 Ongoing N Approved 7,000 7,000 15,000 15,000
Commvault Backup System Maintenance Increase 507 7189 Ongoing N Approved 20,000 20,000 20,000 20,000
Zoom Video Conf Maintenance Increase 507 7190 Ongoing N Approved 5,000 5,000 5,000 5,000
Web ADA Compliance Services 507 7191 One-Time N Approved 50,000 50,000 - -
GovDelivery Maintenance Increase 507 7192 Ongoing N Approved 4,000 4,000 6,000 6,000
ReportsNow Primary License Annual Maintenance 507 7194 Ongoing N Approved 15,000 15,000 15,000 15,000
ReportsNow Secondary License Annual Maintenance 507 7195 Ongoing N Approved - - 7,200 7,200
Financial: JDE CNC Professional Services 507 7196 Ongoing N Approved 90,000 90,000 90,000 90,000
Permit System: Annual Maint / Hosting Increase 507 7197 Ongoing N Approved - - - -
Continue Extra Help: Administrative 507 7199 One-Time N Approved 31,506 31,506 31,506 31,506
Continue Extra Help: Records 507 7200 One-Time N Approved 9,846 9,846 9,846 9,846
Personnel Cost Adjust - Admin Assistant 507 7201 Ongoing N Approved 8,334 8,334 7,951 7,951
Personnel Cost Adjust - Coordinator II 507 7202 Ongoing N Approved 4,767 4,767 6,711 6,711
Reclass: Sr. Applications Project Administrator 507 7203 Ongoing N Approved with Changes 5,616 5,616 4,168 3,834
Reclass: Sr. Network Engineer 507 7204 Ongoing N Approved with Changes 5,620 5,620 4,301 3,913
Reclass: Sr. GIS Administrator 507 7205 Ongoing N Approved with Changes 6,817 6,817 4,053 3,657
Reclass: IT Director 507 7206 Ongoing N Approved 15,851 15,851 23,779 23,779
Reclass: Sr. Associate Manager 507 7207 Ongoing N Approved 39,622 39,622 44,796 44,796
Non-Wage Items for Criminal Justice Cost Center 507 7306 Ongoing N Approved - - - -
Reappropriate - Network Switch Replacement 507 7526 One-Time N Approved 550,000 550,000 - -
Reappropriate - Network Firewall Replacement 507 7527 One-Time N Approved 220,000 220,000 - -
TR&R Replacement Increase 507 7535 One-Time N Approved 100,000 100,000 100,000 100,000
Upgrade Court Audio Visual Systems (One-Time)PBB 7173 One-Time N Approved - - - -
Administrative Services Total 5,922,383 5,687,633 3,895,149 2,624,331
2025-2026 Executive’s Recommended Budget Page 4
Whatcom County
WASHINGTON
Additional Service Requests
Fund ASR ASR Type FTE
Status 2025Requested 2025 Approved 2026Requested 2026Approved
ASSESSOR
Reclass - Appraiser III 001 7216 Ongoing N Approved 7,375 7,375 7,711 7,711
Reclass - Appraiser IV (JMS)001 7217 Ongoing N Approved 8,005 8,005 9,920 9,920
Reclass - Appraiser IV (JS)001 7218 Ongoing N Approved 4,425 4,425 4,425 4,425
Reclass- Appraiser IV (Downgrade from Appraiser V)001 7219 Ongoing N Approved (17,943) (17,943) (17,943) (17,943)
Spatialest - online public information 001 7220 Ongoing N Approved 75,840 75,840 79,632 79,632
Harris - PACS maintenance 001 7221 Ongoing N Approved 13,000 13,000 13,000 13,000
ESRI 001 7222 Ongoing N Approved 10,827 10,827 10,827 10,827
Experian 001 7223 Ongoing N Approved 10,827 10,827 10,827 10,827
Assessor Total 112,356 112,356 118,399 118,399
AUDITOR
Position Reclass in Licensing division 001 7094 Ongoing N Approved 4,388 4,388 4,158 4,158
SKEP Program - Recording 001 7106 One-Time N Approved 8,219 8,219 10,527 10,527
SKEP Program - Licensing 001 7107 Ongoing N Approved 1,227 1,227 9,929 9,929
Elimination of split position from general funds 001 7500 One-Time N Approved (38,492) (38,492) (44,848) (44,848)
Software Maintenance Cost - Elections 109 7097 Ongoing N Approved 6,000 6,000 7,500 7,500
Ballot Drop Box Maintenance and Equipment 109 7104 Ongoing N Approved 6,000 6,000 6,000 6,000
Position Reclass for Community Outreach Specialist 109 7105 Ongoing N Approved 51,666 51,666 58,022 58,022
SKEP Program - Elections 109 7108 Ongoing N Approved 4,660 4,660 9,973 9,973
Recording Scanner Equipment Replacement 166 7095 One-Time N Approved 25,000 25,000 - -
Software Maintenance Contracts - Recording 166 7096 Ongoing N Approved 9,000 9,000 11,000 11,000
Indexing Historical Recorded Documents 166 7124 Ongoing N Approved 73,219 73,219 73,219 73,219
Auditor Total 150,887 150,887 145,480 145,480
COUNCIL
Overtime for Charter Review, Comp Plan, BOE 001 7238 One-Time N Approved 13,000 13,000 -
Temporary Extra Help for Charter Review, Comp Plan 001 7240 One-Time N Approved 13,000 13,000 - -
Travel - Other 001 7241 Ongoing N Approved 5,000 5,000 5,000 5,000
Travel - District 4 (Stremler)001 7242 Ongoing N Approved 3,000 3,000 3,000 3,000
Travel - At-Large B (Scanlon)001 7243 Ongoing N Approved 3,000 3,000 3,000 3,000
2025-2026 Executive’s Recommended Budget Page 5
Whatcom County
WASHINGTON
Additional Service Requests
Fund ASR ASR Type FTE
Status 2025Requested 2025 Approved 2026Requested 2026Approved
COUNCIL continued
Travel - District 5 (Elenbaas)001 7244 Ongoing N Approved 3,000 3,000 3,000 3,000
Travel - District 1 (Galloway)001 7245 Ongoing N Approved 3,000 3,000 3,000 3,000
Travel - District 2 (Donovan)001 7246 Ongoing N Approved 3,000 3,000 3,000 3,000
Travel - At Large A (Buchanan)001 7247 Ongoing N Approved 3,000 3,000 3,000 3,000
Travel - District 3 (Byrd)001 7248 Ongoing N Approved 3,000 3,000 3,000 3,000
Books, publications, and subscriptions 001 7249 Ongoing N Approved 500 500 500 500
Advertising 001 7250 Ongoing N Approved 3,000 3,000 3,000 3,000
Hearing Examiner 001 7251 Ongoing N Approved 6,000 6,000 14,000 14,000
Reclassification 001 7252 Ongoing N Approved with Changes 10,571 10,571 14,972 14,005
Legislative Coordinator - Policy 001 7253 Ongoing Y Approved 102,465 102,465 106,054 106,054
IPRTF Communications & Outreach 001 7254 One-Time N Approved 25,000 25,000 - -
IPRTF - Advertising 001 7255 One-Time N Approved 10,000 10,000 15,000 15,000
Enhanced Security for evening meetings 001 7256 Ongoing N Approved 14,000 14,000 14,000 14,000
BOE Per Diem and Temp Extra Help 001 7257 One-Time N Approved 30,000 30,000 30,000 30,000
Council Total 253,536 253,536 223,526 222,559
DISTRICT COURT
Jury Printing and Postage 001 7035 Ongoing N Approved with Changes 20,000 14,500 20,000 17,000
Office Equipment/Maintenance 001 7036 Ongoing N Approved 5,000 5,000 5,000 5,000
Jury Fees 001 7038 Ongoing N Approved with Changes 15,000 12,000 15,000 13,000
Jury Meals and Refreshments 001 7039 Ongoing N Approved with Changes 2,000 1,500 2,000 1,900
Interpreter Services 001 7040 Ongoing N Approved - - - -
District Court Probation
Electronic Equipment Program 001 7073 Ongoing N Approved 150,000 150,000 150,000 150,000
Therapeutic Court State Funded Expenses 001 7151 One-Time N Approved (69,692) (69,692) - -
District Court Total 122,308 113,308 192,000 186,900
2025-2026 Executive’s Recommended Budget Page 6
Whatcom County
WASHINGTON
Additional Service Requests
Fund ASR ASR Type FTE
Status 2025Requested 2025 Approved 2026Requested 2026Approved
EXECUTIVE
Base budget included incorrect wage amount 001 7131 Ongoing N Approved 16,663 16,663 17,252 17,252
Government Representation 001 7455 One-Time N Approved 34,800 34,800 34,800 34,800
Non-Departmental
Software Maintenance - Granicus 001 7429 Ongoing N Approved 4,008 4,008 6,508 6,508
Whatcom Racial Equity Commission 001 7430 One-Time N Approved 100,000 100,000 - -
Employee Recognition 001 7432 One-Time N Approved 3,000 3,000 3,000 3,000
NW Clean Air Per Capita Assessment increase 001 7434 Ongoing N Approved 16,413 16,413 17,000 17,000
Organizational Contingency 001 7437 One-Time N Approved 60,000 60,000 60,000 60,000
Salary Commission 001 7447 One-Time N Approved 14,000 14,000 - -
Membership and Association dues 001 7457 Ongoing N Approved 55,000 55,000 55,000 55,000
What-Comm Annual Increase 001 7458 Ongoing N Approved 64,914 64,914 148,808 148,808
Medical Examiner 001 7470 Ongoing N Approved (261,330) (261,330) (421,330) (421,330)
DV Commission - Increase continued for 25-26 001 7493 One-Time N Approved 30,000 30,000 30,000 30,000
Obligated Animal Control and Shelter Services 001 7501 Ongoing N Approved 32,631 32,631 32,631 32,631
Boundary Review Board 001 7502 One-Time N Approved 5,000 5,000 5,000 5,000
Companion to 7504 Jail Nursing Increase 001 7505 One-Time N Approved 300,000 300,000 - -
Companion to DEM Requests 7148 and 7149 001 7506 One-Time N Approved 33,500 33,500 36,000 36,000
Firewise Program Companion to 7519 001 7521 One-Time N Approved 40,000 40,000 40,000 40,000
Council of Governments Membership Increase 001 7522 One-Time N Approved 5,000 5,000 5,000 5,000
Medical Examiner Staffing 001 7525 Ongoing Y Approved 255,537 255,537 266,139 266,139
Companion to Court Audio Visual Systems Project 001 7529 One-Time N Approved 462,000 462,000 - -
Permit System Implementation Compn to 7198 GF 001 7531 One-Time N Approved 137,500 137,500 - -
Premium Pay & OT Increase for ME On-Call Staff 001 7532 Ongoing N Approved 20,189 20,189 20,993 20,993
TR&R Replacement Increase Companion to 7535 001 7537 One-Time N Approved 100,000 100,000 100,000 100,000
E911 Tax and Passthrough 001 7542 Ongoing N Approved - - - -
Convention Center Fund - Lodging Tax 141 7477 Ongoing N Approved 350,000 350,000 350,000 350,000
Trail Planner Operating Transfer out of REET II 324 7289 Ongoing N Not Approved 82,560 - 85,438 -
Stormwater REET II Transfer Out 324 7420 One-Time N Approved 200,000 200,000 -
Companion to Suppl ID 7509 - Hovander Shop 324 7510 One-Time N Approved 1,415,000 1,415,000 - -
Companion for Courthouse Exterior 7134 - REET I 326 7498 One-Time N Approved 1,292,696 1,292,696 - -
2025-2026 Executive’s Recommended Budget Page 7
Whatcom County
WASHINGTON
Additional Service Requests
Fund ASR ASR Type FTE
Status 2025Requested 2025 Approved 2026Requested 2026Approved
EXECUTIVE Non-Departmental continued
Affordable Housing through the Workforce 332 7439 One-Time N Approved 250,000 250,000 250,000 250,000
Economic Development Regional Partnership 332 7448 Ongoing N Approved 904,836 904,836 934,533 934,533
Blaine Wellfield Pump Station Project 332 7478 One-Time N Approved 500,000 500,000 - -
Port of Bellingham - Rural Broadband 332 7479 One-Time N Approved 2,068,327 2,068,327 - -
Companion to Courthouse Exterior 7134 - EDI 332 7499 One-Time N Approved 759,202 759,202 - -
Non-Departmental EMS
Office Furniture for new office 130 7163 One-Time N Approved 3,000 3,000 - -
Software Maintenance 5% annual inflation 130 7165 Ongoing N Approved 33,000 33,000 46,000 46,000
Volunteer Budget L&I (Human Resources)130 7168 Ongoing N Approved 500 500 500 500
Additional Supervisor position 130 7174 Ongoing N Approved 70,000 70,000 70,000 70,000
PPE for BFD and FD7 per EOB approval 130 7224 One-Time N Approved 170,000 170,000 - -
Stryker contract increase for new equipment 130 7225 Ongoing N Approved 15,000 15,000 15,000 15,000
Replacement computers for staff 130 7227 One-Time N Approved 4,000 4,000 - -
What-Comm Annual Increase for Medic One 130 7462 Ongoing N Approved 74,270 74,270 216,470 216,470
COB ALS Unit, EMS Captain, contract 130 7514 Ongoing N Approved 732,021 732,021 1,357,435 1,357,435
COB Community Paramedics contract 130 7515 Ongoing N Approved 43,365 43,365 67,308 67,308
FD7 Units, Captains, Contract 130 7517 Ongoing N Approved 721,579 721,579 891,804 891,804
FD7 Community Paramedics contract 130 7518 Ongoing N Approved 21,044 21,044 32,472 32,472
Ameritus Pay 130 7539 One-Time N Approved 22,169 22,169 27,169 27,169
Executive Total 11,261,394 11,178,834 4,800,930 4,715,492
HEALTH
Administration
DOH PHEP 001 7347 Ongoing N Approved - - - -
Health Admin- Assistant Director 001 7348 Ongoing N Approved - - - -
HIA Data Needs Reclass 001 7384 Ongoing N Approved - - - -
HIA labor pool companion 001 7385 Ongoing N Approved with Changes - - - -
Public Health Infrastructure Grant 001 7395 One-Time N Approved - - - -
FPHS Communication 001 7411 Ongoing N Approved - - - -
FPHS Technology 001 7412 Ongoing N Approved - - - -
2025-2026 Executive’s Recommended Budget Page 8
Whatcom County
WASHINGTON
Additional Service Requests
Fund ASR ASR Type FTE
Status 2025Requested 2025 Approved 2026Requested 2026Approved
HEALTH Administration continued
Health Admin- Assistant Director- Companion 001 7494 Ongoing N Approved - - - -
Companion to Receive GF Indirect Companion 001 7553 Ongoing N Approved (75,204) (75,204) (76,454) (76,454)
Disposal of Toxics Facility Companion to ASR 7490 001 7555 One-Time N Approved with Changes - - 39,255 -
Companion to ASR 7052 Natn'l Thereputic Conf.124 7543 One-Time N Not Approved 6,000 - 6,000 -
Companion to ASR 7546 1/2 Behavioral Health Spec.124 7547 Ongoing N Not Approved 116,880 - 124,055 -
Companion to Medical Social Worker ASR 7342 124 7550 One-Time N Approved 21,000 21,000 21,000 21,000
HCF Reclass 145 7382 Ongoing N Not Approved 6,647 - 8,134 -
HCF labor pool Reclass 145 7383 Ongoing N Not Approved - - - -
Communicable Disease & Epidemiology
FPHS CD&E 001 7413 Ongoing N Approved --- -
Community Health
Community Health Reclass FPHS 001 7387 Ongoing N Approved - - - -
Community Health labor pool companion 001 7388 Ongoing N Approved - - - -
DCYF Grant Budget Increase for NFP Program 001 7389 Ongoing N Approved - - - -
DD State Contract Increase-admin costs 001 7390 Ongoing N Approved - - - -
DD State Contract Increase-contractual services 001 7391 Ongoing N Approved - - - -
Vape Settlement Program Funding 001 7392 One-Time N Approved - - - -
Marijuana Prevention Funding Grant 001 7393 Ongoing N Approved - - - -
NSASO Budgeted Expenditure Correction 001 7394 Ongoing N Approved - - - -
FPHS CH&HS 001 7414 Ongoing N Approved - - - -
Veterans Direct Financial Assistance Increase 114 7350 Ongoing N Approved 70,000 70,000 70,000 70,000
CHG Grant 122 7365 One-Time N Approved - - - -
Behavioral Health Training and Information Series 124 7371 Ongoing N Not Approved 30,000 30,000
Whatcom County School Districts- Behavioral Health 124 7372 One-Time N Not Approved 1,500,000 700,000
School Based Behavioral Health Services 124 7373 Ongoing N Not Approved 40,000 - 40,000 -
WSU Extension Companion 124 7548 Ongoing N Approved 15,000 15,000 15,000 15,000
Developmental Disabilities Capacity Building 127 7374 One-Time N Approved 300,000 300,000 300,000 300,000
Affordable Housing Capital Projects 129 7375 One-Time N Approved 1,387,033 1,387,033 - -
BH and Affordable Housing Capacity Building 133 7376 One-Time N Approved 6,377,752 6,377,752 - -
2025-2026 Executive’s Recommended Budget Page 9
Whatcom County
WASHINGTON
Additional Service Requests
Fund ASR ASR Type FTE
Status 2025Requested 2025 Approved 2026Requested 2026Approved
HEALTH Community Health continued
Healthy Childrens Fund Admin 145 7378 Ongoing N Approved 139,000 139,000 139,000 139,000
HCF Early Learning and Care 145 7380 Ongoing N Approved 6,340,725 6,340,725 6,340,725 6,340,725
HCF- Vulnerable Families 145 7381 Ongoing N Approved 2,663,228 2,663,228 2,663,228 2,663,228
Community Health Staff Reclass 145 7386 Ongoing N Approved 9,202 9,202 9,141 9,141
147 East Whatcom Kitchen 147 7351 One-Time N Approved 150,000 150,000 - -
Environmental Health
EH indirect Companion 001 7403 Ongoing N Approved (42,292) (42,292) (88,341) (88,341)
Disposal Facilities Cost Maint 001 7408 Ongoing N Approved 1,500 1,500 1,500 1,500
Solid Waste Handling Facility Permit Reapplication 001 7409 Ongoing N Approved (9,500) (9,500) (9,500) (9,500)
Meth Investigation Fee 001 7410 Ongoing N Approved (4,395) (4,395) (4,395) (4,395)
FPHS Environmental Health 001 7415 Ongoing N Approved - - - -
Disaster Debris Management 140 7396 Ongoing N Not Approved 2,000,000 - 2,000,000 -
Z-Wall Asessment 140 7397 One-Time N Approved 15,000 15,000 - -
Food Recovery Program Increase 140 7398 Ongoing N Approved 35,000 35,000 35,000 35,000
Recycling Pilot Program 140 7399 Ongoing N Approved 150,000 150,000 150,000 150,000
Disposal of Toxics Facility- Disposal Costs 140 7400 Ongoing N Approved 12,000 12,000 16,000 16,000
Disposal of Toxics Facility- Personnel Costs 1 of 2 140 7401 Ongoing Y Approved with Changes 171,230 171,230 357,674 214,808
EH Labor Pool Companion 140 7402 Ongoing N Approved - - - -
Disposal of Toxics- New Employee Tools 140 7404 One-Time N Approved 14,100 14,100 - -
Disposal of Toxics- Equipment 140 7405 One-Time N Approved 120,000 120,000 - -
Disposal of Toxics Facility- Operations 140 7406 Ongoing N Approved - - - -
Community Litter Cleanup Program Expansion 140 7407 Ongoing N Approved - - - -
Disposal of Toxics Facility- Personnel Costs 2 of 2 140 7490 Ongoing N Approved with Changes - - - (214,808)
Response Division
LEAD Program Expansion contract 124 7328 Ongoing N Approved - - - -
BHF labor pool Reclass companion 124 7330 One-Time N Approved - - - -
LEAD HCA contract amendment 124 7333 Ongoing N Approved - - - -
ART Proviso funding 124 7334 Ongoing N Approved (535,042) (535,042) (535,042) (535,042)
Co-responder increase- Operational Expenses 124 7336 Ongoing N Approved - - - -
2025-2026 Executive’s Recommended Budget Page 10
Whatcom County
WASHINGTON
Additional Service Requests
Fund ASR ASR Type FTE
Status 2025Requested 2025 Approved 2026Requested 2026Approved
HEALTH Response Division continued
COB Library Behavioral Health Support 124 7339 One-Time N Approved with Changes 110,000 - 110,000 -
LEAD vehicle ER&R and Fuel 124 7340 Ongoing N Approved with Changes 120,750 46,350 121,540 47,140
Jail Behavioral Health and Re-Entry Services 124 7343 Ongoing N Not Approved 310,000 - 310,000 -
Mental Health Court operational expenses 124 7344 Ongoing N Not Approved 13,000 - 13,000 -
LEAD BHASO Funding 124 7360 One-Time N Approved - - - -
Response Systems vehicle rentals 124 7363 Ongoing N Not Approved 11,500 - 11,500 -
Solid Waste
WSU Extension Companion - Comm. Horticulture Prog 140 7549 Ongoing N Approved 15,000 15,000 15,000 15,000
Health Total 21,605,114 17,386,687 12,933,020 9,109,002
PARKS & RECREATION
Ongoing Costs From Positions Approved in 2024 001 7054 Ongoing N Approved 8,925 8,925 8,925 8,925
ERR Costs for Fleet Additions Approved in 2024 001 7055 Ongoing N Approved 32,400 32,400 32,400 32,400
Ongoing Software Costs Approved in 2024 001 7057 Ongoing N Approved 6,000 6,000 6,000 6,000
Parks Trailer Additions 001 7228 One-Time N Approved 18,000 18,000 - -
ERR Rates for 2025 Parks Trailer Additions 001 7236 Ongoing N Approved 1,620 1,620 3,240 3,240
Admin Complex Utility Cost Increases 001 7237 Ongoing N Approved 9,550 9,550 9,550 9,550
Bellingham Senior Center Parking Lot Cost Increase 001 7239 Ongoing N Approved 126 126 130 130
Park Facilities Extra Help Wage Increase 001 7261 Ongoing N Not Approved 9,908 - 9,908 -
EWRRC Building Maintenance 001 7262 Ongoing N Approved 10,000 10,000 10,000 10,000
Senior Services Extra Help Rate Increase 001 7264 Ongoing N Not Approved 729 - 729 -
Senior Center Utilities & Repair & Maintenance 001 7265 Ongoing N Approved 11,900 11,900 11,900 11,900
Increase in Revenue and Expenditure Authority 001 7268 Ongoing N Approved 3,711 3,711 (3,789) (3,789)
Operating Cost Increases Approved in 2024 001 7274 Ongoing N Approved 60,200 60,200 60,200 60,200
Administrative Supv Position Reclassification 001 7276 Ongoing N Approved - - - -
Senior Centers Contract Adjustment 001 7277 Ongoing N Approved 88,296 88,296 98,592 98,592
EWRRC Contract Adjustment 001 7279 Ongoing N Approved 50,000 50,000 51,500 51,500
Road Fund Funding for Multi-Modal Trail Planner 001 7544 Ongoing N Approved - - - -
Glacier Restroom Maintenance and Cleaning 141 7267 Ongoing N Approved 15,000 15,000 15,000 15,000
2025-2026 Executive’s Recommended Budget Page 11
Whatcom County
WASHINGTON
Additional Service Requests
Fund ASR ASR Type FTE
Status 2025Requested 2025 Approved 2026Requested 2026Approved
PARKS & RECREATION continued
Multi-modal Regional Path Planning and Design 324 7507 Ongoing N Approved 82,560 82,560 85,438 85,438
Parks Administrative Offices HVAC & Tenant Imp.326 7508 One-Time N Approved 872,400 872,400 - -
Hovander Homestead Park - Maint. Shop Construction 372 7509 One-Time N Approved - - - -
Parks & Recreation Total 1,281,325 1,270,688 399,723 389,086
PLANNING & DEVELOPMENT SERVICES
Administration
On Call Consultant Funding 001 7157 One-Time N Approved 75,000 75,000 75,000 75,000
Phase 2 Offsite Critical Area Buffer Mitigation 001 7159 One-Time N Approved 184,000 184,000 - -
Building Services
Contingent Planning & Development Position 001 7158 Ongoing Y Approved - - - -
Fire Inspector Operational Safety Gear 001 7161 One-Time N Not Approved 7,200 - 1,000 -
Planning
2025 Comp Plan Update Funding 001 7156 One-Time N Approved (50,000) (50,000) - -
Conservation Easement Pgrm (CEP) Farmstead Survey 175 7160 One-Time N Approved 33,500 33,500 33,500 33,500
Planning & Development Services Total 249,700 242,500 109,500 108,500
PROSECUTING ATTORNEY
Realignment for Chief Prosecutor and Chief Civil 001 7091 Ongoing N Approved 40,752 40,752 40,752 40,752
Prosecutor by Karpel Database Maintenance Fee 001 7291 Ongoing N Approved 1,500 1,500 5,000 5,000
Bellingham Towers Leaase for DCS (Companion ASR)001 7496 Ongoing N Approved with Changes - - - -
Tort Increase for 2025-2026 Biennium 507 7523 Ongoing N Approved (531,346) (531,346) (531,346) (531,346)
Prosecuting Attorney Total (489,094) (489,094) (485,594) (485,594)
2025-2026 Executive’s Recommended Budget Page 12
Whatcom County
WASHINGTON
Additional Service Requests
Fund ASR ASR Type FTE
Status 2025Requested 2025 Approved 2026Requested 2026Approved
PUBLIC DEFENDER
Additional Funding to Support 17 staff positions 001 7041 Ongoing N Approved with Changes 68,663 55,263 69,163 60,263
Behavioral Health Aide 001 7042 Ongoing Y Not Approved 80,131 - 85,220 -
Extra Help, clerical, for Case Mgt scanning 001 7046 One-Time N Approved with Changes 55,000 10,000 55,000 15,000
Professional Services Supplemental 001 7047 Ongoing N Approved with Changes 37,000 30,000 37,000 35,000
Contract Services for RALJ Appeals 001 7049 Ongoing N Approved with Changes 20,000 12,000 20,000 15,000
Transcripts for RALJ Appeals 001 7050 Ongoing N Approved with Changes 12,000 9,000 12,000 10,000
Westlaw Contract Increase 001 7051 Ongoing N Approved 3,480 3,480 3,584 3,584
National Therapeutic Court Conference 001 7052 One-Time N Not Approved - - - -
Summer Law School Interns Extra Help 001 7053 Ongoing N Approved 47,500 47,500 47,500 47,500
Office Furniture 001 7059 One-Time N Not Approved 100,000 - - -
AXON Auto Transcribe Subscription 001 7060 Ongoing N Approved 20,000 20,000 21,000 21,000
Postage Cost Increase 001 7061 Ongoing N Approved with Changes 3,000 1,500 3,000 2,500
Workers Comp costs for volunteers 001 7062 Ongoing N Approved 1,000 1,000 1,000 1,000
Position ID #100 Re-Alignment 001 7092 Ongoing N Approved 13,509 13,509 13,423 13,423
Position ID #101 Realignment 001 7093 Ongoing N Approved 12,399 12,399 12,314 12,314
Interpreter Services 001 7171 Ongoing N Approved with Changes 5,000 4,000 5,000 5,000
Position ID #165 Wage Increase for 2026 only 001 7269 Ongoing N Approved - - 2,437 2,437
Position ID 1065 SKEP Wages 001 7270 Ongoing N Approved 4,019 4,019 3,890 3,890
Position ID #1050 SKEP wages 001 7271 Ongoing N Approved 6,147 6,147 6,558 6,558
Position ID #1090 SKEP wages 001 7272 Ongoing N Approved 6,147 6,147 6,558 6,558
SPAR Grant Fund 001 7476 One-Time N Approved - - - -
Funding 1/2 Behavioral Health Specialists from BHF 001 7546 Ongoing N Not Approved (116,880) - (124,055) -
Public Defender Total 378,115 235,964 280,592 261,027
PUBLIC WORKS
Administration
Engineering Admin- cost maintenance 108 7354 Ongoing N Approved 8,800 8,800 8,800 8,800
Road Fund companion to Ferry ASRs 108 7422 One-Time N Approved with Changes 51,641 42,075 54,094 44,528
Program Specialist- Title IV cost maintenance 108 7435 Ongoing N Approved 2,500 2,500 2,500 2,500
Grant Compliance Specialist cost maintenance 108 7438 Ongoing N Approved 2,500 2,500 2,500 2,500
2025-2026 Executive’s Recommended Budget Page 13
Whatcom County
WASHINGTON
Additional Service Requests
Fund ASR ASR Type FTE
Status 2025Requested 2025 Approved 2026Requested 2026Approved
PUBLIC WORKS Administration continued
Equity infusion for Road Funded vehicles 108 7441 One-Time N Approved with Changes 230,563 367,331 - -
Road Fund Portion of Trail Planner 108 7452 One-Time N Approved 37,000 37,000 37,000 37,000
Road Fund Operating Transfer In- RID 154 companion 108 7484 Ongoing N Approved (68) (68) (68) (68)
Permit System Implementation Cmpn to 7198 RF 108 7533 One-Time N Approved 67,500 67,500 - -
2025-2026 Electric Rate Increase Birch Bay 154 7416 Ongoing N Approved - - - -
2025-2026 Electric Rate Increase Marineland 155 7417 Ongoing N Approved - - - -
2025-2026 Electric Rate Increase Emerald Lake 159 7418 Ongoing N Approved - - - -
Engineering Admin
Senior Planner- Archaeologist 108 7294 One-Time N Approved 149,190 149,190 149,190 149,190
Engineering Bridge & Hydraulic
Fish Passage Engineering cost maintenance 108 7317 Ongoing N Approved 9,500 9,500 9,500 9,500
Bridge & Hydraullic division cost maintenance 108 7323 Ongoing N Approved 1,500 1,500 1,500 1,500
Engineering Design & Construction
Point Roberts Drainage Study- Road Fund 108 7349 One-Time N Approved 50,000 50,000 - -
Engineering Monitoring & Maintenance increase 108 7454 One-Time N Approved 215,000 215,000 65,000 65,000
Engineering Traffic
Traffic Counters 108 7325 One-Time N Approved 50,000 50,000 - -
Equipment Services
ER&R Parts for resale increase 501 7355 Ongoing N Approved - - - -
ER&R Fuel cost increase 501 7356 Ongoing N Approved - - - -
ER&R repairs cost increase 501 7357 Ongoing N Approved - - - -
ER&R Training increase 501 7358 Ongoing N Approved 5,400 5,400 5,400 5,400
Drydock Professional Services increase 501 7359 Ongoing N Approved 35,000 35,000 35,000 35,000
ER&R Shop Tools increase 501 7366 Ongoing N Approved with Changes 23,000 17,000 23,000 21,000
ER&R Purchasing Coordinator 501 7426 Ongoing Y Not Approved 104,034 - 105,023 -
ER&R Overhead cost maintenance 501 7433 Ongoing N Approved 1,000 1,000 1,000 1,000
2025-2026 Executive’s Recommended Budget Page 14
Whatcom County
WASHINGTON
Additional Service Requests
Fund ASR ASR Type FTE
Status 2025Requested 2025 Approved 2026Requested 2026Approved
PUBLIC WORKS Equipment Services continued
Purchasing/Contract Specialist cost maintenance 501 7436 Ongoing N Approved 5,500 5,500 5,500 5,500
ER&R companion to Road & FCZD Fund Equity ASRs 501 7443 One-Time N Approved with Changes (88,386) 195,669 - -
ER&R Facilities services cost maintenance 501 7444 Ongoing N Approved 85,000 85,000 85,000 85,000
RTA software increase 501 7449 One-Time N Approved 2,000 2,000 - -
Gravel Survey increase 501 7450 Ongoing N Approved 2,000 2,000 2,000 2,000
ER&R Mechanical subscription increase 501 7451 Ongoing N Approved 9,000 9,000 9,000 9,000
ER&R Fleet Management Software- ongoing 501 7460 Ongoing N Approved 65,000 65,000 68,250 68,250
Companion to Capital Purchases in Other Department 501 7551 One-Time N Approved - - - -
Ferry & Docks
Temp Help for WC Ferry Advisory Committee 444 7295 One-Time N Not Approved 11,690 - 11,690 -
Fare UFS revenue increase 444 7431 Ongoing N Approved with Changes (385,000) (471,000) (391,100) (471,000)
Dry Dock Passenger Ferry increase 444 7481 Ongoing N Approved 21,450 21,450 24,447 24,447
Ferry insurance increase 444 7482 Ongoing N Approved 29,975 29,975 29,975 29,975
Flood Control Zone District
2025 MRC Congressionally-Directed Spending 169 7303 One-Time N Approved - - - -
FCZD 15% portion of NPDES One Time ASRs 169 7423 One-Time N Approved 6,750 6,750 - -
FCZD 15% portion of NPDES Ongoing ASRs 169 7425 Ongoing N Approved 14,130 14,130 - -
Flood Manager cost maintenance 169 7440 Ongoing N Approved 2,500 2,500 -
FCZD portion of Stormwater ASRs- one-time 169 7488 One-Time N Approved 65,000 65,000 - -
FCZD portion of Stormwater ASRs- ongoing 169 7489 Ongoing N Approved 4,736 4,736 - -
Permit System Implementation Cmpn 7198 FCZD 169 7534 One-Time N Approved 45,000 45,000 - -
Climate Action Funding Companion to ASR 7369 169 7552 Ongoing N Approved with Changes 50,000 50,000 50,000 -
Maintenance & Operations
M&O Training 108 7071 Ongoing N Approved 125,000 125,000 125,000 125,000
Catch Basin Repair for NPDES area 108 7456 One-Time N Approved 75,000 75,000 75,000 75,000
2025-2026 Executive’s Recommended Budget Page 15
Whatcom County
WASHINGTON
Additional Service Requests
Fund ASR ASR Type FTE
Status 2025Requested 2025 Approved 2026Requested 2026Approved
PUBLIC WORKS continued
Natural Resources
Climate Action Fund 156 7369 Ongoing N Approved with Changes 600 - 600 -
Firewise Program 156 7519 One-Time N Approved - - - -
2025 Ecology Adjudication Technical Assistance 169 7301 One-Time N Approved - - - -
Ecology Collaborative Process & Technical Studies 169 7302 One-Time N Approved - - - -
2025 Watershed Planning Process 169 7305 One-Time N Approved 250,000 250,000 - -
Natural Resources SUV purchase 169 7419 One-Time N Approved 97,823 97,823 - -
Admin Secretary reclass- Flood 169 7486 Ongoing N Approved 3,027 3,027 - -
Noxious Weed
Natural Resource Specialist 1 – Noxious Weed 108 7299 Ongoing Y Approved 120,273 120,273 120,273 120,273
Natural Resource Specialist I One-time costs 108 7300 One-Time N Approved 10,000 10,000 - -
Stormwater
Illicit Discharge & Spill Response Training- NPDES 108 7313 One-Time N Approved 4,250 4,250 - -
NPDES Inspection and Maintenance Software 108 7314 One-Time N Approved 34,000 34,000 - -
NPDES Vegetation Maintenance 108 7315 Ongoing N Approved 51,000 51,000 51,000 51,000
NPDES Program Consolidation-printing, etc 108 7346 Ongoing N Approved 20,570 20,570 20,570 20,570
NPDES Companion to WSU Extention ASR #2025-7212 108 7524 Ongoing N Approved 8,500 8,500 - -
Tech Assistance for Lake Whatcom TMDL Reassess Rev 123 7316 One-Time N Approved - - - -
Point Roberts Drainage Study- Stormwater 123 7353 One-Time N Approved - - - -
Equipment Watch Subscription increase 123 7445 Ongoing N Approved - - - -
Arc GIS software training 123 7446 One-Time N Approved - - - -
Admin Secretary reclass- Stormwater 123 7487 Ongoing N Approved - - - -
LWSU Stormwater operating transfers out 132 7427 One-Time N Approved 560,000 560,000 -
Neighborhood Native Landscaping Prgrm with WCD 132 7480 Ongoing N Approved 73,500 73,500 77,000 77,000
Operating Transfer In from LWSU companion 16925 7483 One-Time N Approved (560,000) (560,000) - -
Lora Lane REET II Operating transfer in 16925 7545 One-Time N Approved (200,000) (200,000) - -
Public Works Total 1,663,948 1,866,881 863,644 604,865
2025-2026 Executive’s Recommended Budget Page 16
Whatcom County
WASHINGTON
Additional Service Requests
Fund ASR ASR Type FTE
Status 2025Requested 2025 Approved 2026Requested 2026Approved
SHERIFF
Administration
Spillman Flex Maintenance 2025-2026 001 7309 Ongoing N Approved 4,513 4,513 4,513 4,513
Training Tracker Software - Sheriff 001 7310 Ongoing N Not Approved 4,200 - 4,200 -
Corrections
Drug Recognition Canine Program 118 7304 Ongoing N Approved 21,828 21,828 21,828 21,828
Training Tracker Software - Jail 118 7324 Ongoing N Not Approved 4,200 - 4,200 -
Medical Social Worker 118 7342 One-Time N Approved 83,500 83,500 83,500 83,500
Increase in Jail Nursing Services 118 7504 One-Time N Approved - - - -
Emergency Management
Public Safety Radio System - Tower Leases 167 7149 Ongoing N Approved --- -
2025 & 2026 WUECC Lease Increases 167 7308 Ongoing N Approved --- -
Operations
Ammunition - Duty and Training 001 7318 Ongoing N Approved 5,000 5,000 5,000 5,000
Cellebrite Premium 001 7319 Ongoing N Approved 22,563 22,563 24,143 24,143
Professional Services for Investigations 001 7320 Ongoing N Approved 12,000 12,000 12,000 12,000
Ballistic Vest Replacement 001 7321 One-Time N Approved 34,800 34,800 20,400 20,400
EVOC Vehicle Repairs 001 7322 One-Time N Approved 5,000 5,000 5,000 5,000
Digital Forensics Infrastructure - Phase 1 001 7329 One-Time N Approved 150,000 150,000 - -
H.S.I. Reimbursable OT 001 7335 Ongoing N Approved - - - -
US DOJ DEA SLOT 001 7337 Ongoing N Approved - - - -
WTSC DRE Reimbursable OT 001 7341 Ongoing N Approved - - - -
WTSC - HVE Reimbursable OT 001 7345 Ongoing N Approved - - - -
Reimbursable Overtime - Contracts 001 7421 One-Time N Approved - - - -
Sheriff Total 347,604 339,204 184,784 176,384
2025-2026 Executive’s Recommended Budget Page 17
Whatcom County
WASHINGTON
Additional Service Requests
Fund ASR ASR Type FTE
Status 2025Requested 2025 Approved 2026Requested 2026Approved
SUPERIOR COURT
Commissioner Pro Tems 001 7063 Ongoing N Approved with Changes 50,000 40,000 50,000 50,000
Upgrade Court Audio Visual Systems (Ongoing)001 7175 Ongoing N Approved 5,000 5,000 5,000 5,000
Interpreters 001 7280 Ongoing N Approved with Changes 50,000 45,000 50,000 50,000
Universal Guardianship Act 001 7281 One-Time N Approved 20,000 20,000 30,000 30,000
Family Law Mediation Services 001 7282 One-Time N Approved with Changes 20,000 15,000 20,000 20,000
Supervised Visitation 001 7283 One-Time N Approved with Changes 20,000 15,000 20,000 20,000
Set Up Costs- Superior Court Services Manager 001 7284 One-Time N Approved 5,000 5,000 - -
Superior Court Services Manager 001 7285 Ongoing Y Approved 142,215 142,215 142,480 142,480
Pro Tem Commissioner Coverage and Copier Rental 001 7286 Ongoing N Approved 35,668 35,668 35,668 35,668
FJCIP Amended 001 7288 One-Time N Approved - - - -
Juvenile Administration
Behavioral Health Specialist (shore up grant)001 7293 One-Time N Approved with Changes 27,919 25,788 24,785 22,685
Juvenile Detention
Detention Staff Overtime 001 7081 Ongoing N Approved 27,519 27,519 27,519 27,519
Detention Extra Help 001 7090 Ongoing N Approved 11,320 11,320 11,320 11,320
Superior Court Total 414,641 387,510 416,772 414,672
SUPERIOR COURT CLERK
Office Supplies 001 7067 Ongoing N Approved 13,300 13,300 13,850 13,850
Senior Deputy 001 7070 Ongoing Y Approved 151,782 151,782 156,697 156,697
Office Equipment and Training 001 7098 Ongoing N Approved 4,600 4,600 4,650 4,650
County Clerk Dues, Travel, & Training 001 7209 Ongoing N Approved 6,300 6,300 6,500 6,500
Increase Contracts for Conflict Counsel 001 7232 Ongoing N Approved 200,000 200,000 250,000 250,000
Equipment Rental 001 7233 Ongoing N Approved 5,000 5,000 6,000 6,000
Digital Evidence and Software 001 7234 One-Time N Approved 20,000 20,000 - -
Truancy/ Chins / ARY Counsel 001 7258 One-Time N Approved 50,000 50,000 51,500 51,500
Civil Contempt/Domestic Appointed Attorney 001 7260 Ongoing N Approved 9,000 9,000 9,250 9,250
Security window’s and door’s for clerk’s office 326 7229 One-Time N Not Approved 50,000 - - -
Superior Court Clerk Total 509,982 459,982 498,447 498,447
2025-2026 Executive’s Recommended Budget Page 18
Whatcom County
WASHINGTON
Additional Service Requests
Fund ASR ASR Type FTE
Status 2025Requested 2025 Approved 2026Requested 2026Approved
TREASURER
Axiom Mobile Armored Car Service 001 7101 Ongoing N Approved 1,000 1,000 1,000 1,000
Postage Increase 001 7102 Ongoing N Approved 17,450 17,450 20,000 20,000
Harris Govern Software Maintenance 001 7103 Ongoing N Approved 26,978 26,978 31,978 31,978
Senior Investment Officer - Current Expense 001 7111 Ongoing Y Approved (307,626) (307,626) (407,630) (407,630)
SymPro Debt module software maintenance 001 7129 Ongoing N Approved 1,050 1,050 1,200 1,200
Spread Sheet Server 001 7143 Ongoing N Approved 2,180 2,180 2,180 2,180
Sympro investment mgmt software maintenance 402 7130 Ongoing N Approved 4,755 4,755 5,405 5,405
Bloomberg Market information 402 7139 Ongoing N Approved 5,700 5,700 7,000 7,000
Principal Safekeeping 402 7141 Ongoing N Approved 3,250 3,250 6,000 6,000
Senior Investment Officer - WCIP (On-going costs)402 7170 Ongoing Y Approved 181,362 181,362 187,385 187,385
Senior Investment Officer - WCIP (one-time costs)402 7172 One-Time N Approved 5,000 5,000 - -
Treasurer Total (58,901) (58,901) (145,482) (145,482)
WSU EXTENSION
Building Lease Line Item Increase 001 7162 Ongoing N Approved 4,800 4,800 6,500 6,500
Telephone/Internet Cost Increase 001 7164 Ongoing N Approved 970 970 970 970
Intergovernmental Professional Services 001 7211 Ongoing N Approved 8,221 8,221 5,645 5,645
Sustainable Landscaping Outreach Support 001 7212 Ongoing N Approved - - - -
Community Horticulture Program Support 001 7213 Ongoing N Approved - - - -
Strengthening Families Program Support 001 7214 Ongoing N Approved - - - -
WSU Extension Total 13,991 13,991 13,115 13,115
Additional Service Requests Total 43,739,289 39,151,966 24,444,005 18,957,183
POTENTIAL TECHNICAL CORRECTIONS & COUNCIL CHANGES
COMMENT
Request Department Fund Fund Ongoing/ Expense Revenue Fund Bal Effect* Expense Revenue Fund Bal Effect*
TECHNICAL CORRECTIONS Name Number One-Time
Affordable Housing Capital Projects Health Affordable and Supportive Housing 129 One-Time 1,387,033 - 1,387,033 - - - ASR 7375; H1
School Based Behavioral Health Services Health Behavioral Health 124 One-Time 100,000 - 100,000 - - - Base; H2
Base Budget Reduction Health Behavioral Health 124 Ongoing 300,000 - 300,000 320,000 - 320,000 H3, H4, H5
BH and Affordable Housing Cap Build Health Afford Hous, Beh Health, and Rel Svcs 133 One-Time 1,000,000 - 1,000,000 - - - ASR 7376; H6
Disposal of Toxics Facility - Disposal Costs Health Solid Waste 140 Ongoing 12,000 - 12,000 16,000 - 16,000 ASR 7400; H7, H8
Disposal of Toxics Facility - Operations Health Solid Waste 140 Ongoing - - - - - - ASR 7406; H9, H10
Disposal of Toxics Facility - Personnel Costs Health Solid Waste 140 Ongoing 129,742 - 129,742 (36,532) - (36,532) ASR 7401; H11, H12
Reclass Proj & Operations Mgr-Fac Director AS-Facilities Administrative Services 507 Ongoing 7,779 - 7,779 - - - ASR 7120; AS1
Reclass: Sr. Associate Manager AS-IT Administrative Services 507 Ongoing 24,881 - 24,881 16,155 - 16,155 ASR 7207; AS2
Medical Examiner Non-Departmental General Fund 001 Ongoing 145,000 - 145,000 65,000 - 65,000 Base; ME1, ME2, ME3, ME4, ME5, ME6, ME7, ME8
GAL Funding Clerk General Fund 001 Ongoing - (58,428) (58,428) - (58,428) (58,428) Base; Clerk/SC
GAL Funding Superior Court General Fund 001 Ongoing - 29,062 29,062 - 29,062 29,062 Base; Clerk/SC
Emergency Medical Services Revenue Non-Departmental Emergency Medical Services 130 Ongoing - 35,708 35,708 - 170,432 170,432 Base; 1% in EMS fund.
Disposal of Toxics Facility - Personnel Costs Health Solid Waste 140 Ongoing (8,004) - (8,004) (15,176) - (15,176) ASR 7401; HEALTH
Equipment Rental and Revolving Capital Public Works Equipment, Rental & Revolving 501 One-Time 139,500 - 139,500 - - - Base; ER&R
COUNCIL CHANGES
* Negative amount equals fund balance decrease, positive amount equals fund balance increase
20262025
POTENTIAL TECHNICAL CORRECTIONS & COUNCIL CHANGES
SUMMARY OF CHANGES BY FUND
Tech or
Request Department Fund Fund Ongoing/Expense Revenue Fund Bal Effect*Expense Revenue Fund Bal Effect*Council
Name Number One-Time
Medical Examiner Non-Departmental General Fund 001 Ongoing 145,000 - 145,000 65,000 - 65,000 Technical
GAL Funding Clerk General Fund 001 Ongoing - (58,428) (58,428) - (58,428) (58,428) Technical
GAL Funding Superior Court General Fund 001 Ongoing - 29,062 29,062 - 29,062 29,062 Technical
Totals 145,000 (29,366) 115,634 65,000 (29,366) 35,634
School Based Behavioral Health Services Health Behavioral Health 124 One-Time 100,000 - 100,000 - - - Technical
Base Budget Reduction Health Behavioral Health 124 Ongoing 300,000 - 300,000 320,000 - 320,000 Technical
Totals 400,000 - 400,000 320,000 - 320,000
Affordable Housing Capital Projects Health Affordable and Supportive Housing 129 One-Time 1,387,033 1,387,033 - - - Technical
Emergency Medical Services Revenue Non-Departmental Emergency Medical Services 130 Ongoing - 35,708 35,708 - 170,432 170,432 Technical
BH and Affordable Housing Cap Build Health Afford Hous, Beh Health, and Rel Svcs 133 One-Time 1,000,000 - 1,000,000 - - - Technical
Disposal of Toxics Facility - Disposal Costs Health Solid Waste 140 Ongoing 12,000 - 12,000 16,000 - 16,000 Technical
Disposal of Toxics Facility - Operations Health Solid Waste 140 Ongoing - - - - - -
Disposal of Toxics Facility - Personnel Costs Health Solid Waste 140 Ongoing 129,742 - 129,742 (36,532) - (36,532) Technical
Disposal of Toxics Facility - Personnel Costs Health Solid Waste 140 Ongoing (8,004) - (8,004) (15,176) - (15,176) Technical
Totals 133,738 - 133,738 (35,708) - (35,708)
Equipment Rental and Revolving Capital Public Works Equipment, Rental & Revolving 501 One-Time 139,500 - 139,500 - - - Technical
Reclass Proj & Operations Mgr-Fac Director AS-Facilities Administrative Services 507 Ongoing 7,779 - 7,779 - - - Technical
Reclass: Sr. Associate Manager AS-IT Administrative Services 507 Ongoing 24,881 - 24,881 16,155 - 16,155 Technical
Totals 32,660 - 32,660 16,155 - 16,155
2025 2026
2025 2026
General Fund 001
Estimated Beginning Fund Balance 29,366,000 *28,202,196
Original Exec Recommended Budget (Net)(1,279,438) 493,457
Net Changes 115,634 35,634
Revised Ending Fund Balance 28,202,196 28,731,287
Behavioral Health Fund 124
Estimated Beginning Fund Balance 6,422,661 4,708,168
Original Exec Recommended Budget (Net)(2,114,493) (2,520,128)
Net Changes 400,000 320,000
Revised Ending Fund Balance 4,708,168 2,508,040
Affordable & Supportive Housing Fund 129
Estimated Beginning Fund Balance 2,876,416 1,522,982
Original Exec Recommended Budget (Net)(2,740,467) 33,599
Net Changes 1,387,033 -
Revised Ending Fund Balance 1,522,982 1,556,581
Emergency Medical Services Fund 130
Estimated Beginning Fund Balance 14,172,561 11,845,382
Original Exec Recommended Budget (Net)(2,362,887) (2,938,871)
Net Changes 35,708 170,432
Revised Ending Fund Balance 11,845,382 9,076,943
Affordable Housing, Behavioral Health Facilities Fund 133
Estimated Beginning Fund Balance 6,325,526 2,340,081
Original Exec Recommended Budget (Net)(4,985,445) 1,566,847
Net Changes 1,000,000 -
Revised Ending Fund Balance 2,340,081 3,906,928
Solid Waste Fund 140
Estimated Beginning Fund Balance 6,321,801 6,465,059
Original Exec Recommended Budget (Net)9,520 265,292
Net Changes 133,738 (35,708)
Revised Ending Fund Balance 6,465,059 6,694,643
Equipment, Rental & Revolving Fund 501
Estimated Beginning Fund Balance 20,639,579 20,457,533
Original Exec Recommended Budget (Net)(321,546) 1,134,180
Net Changes 139,500 -
Revised Ending Fund Balance 20,457,533 21,591,713
Administrative Services Fund 507
Estimated Beginning Fund Balance 7,811,014 4,811,093
Original Exec Recommended Budget (Net)(3,032,581) (1,858,796)
Net Changes 32,660 16,155
Revised Ending Fund Balance 4,811,093 2,968,452
*2024 Beginning fund balance in 2025 has been increased to reflect $3 million in interest earnings.
SUMMARY OF FUND BALANCE CHANGES
2025-2026 Biennial Budget
COMMITTEE OF THE WHOLE
NOVEMBER 6 2024
Outline
1.Summary of Executive’s Recommended Budget
2.Summary of technical corrections
3.Discussion of any councilmember proposed changes to the Executive’s Recommend
Budget
Attachments:
•Details on technical corrections
•Overview of 2025 Budget Prioritization Exercise
2
Executive’s Recommended Budget
•The Executive’s Recommend Budget prioritizes:
o Maintaining current service levels for the community;
o Investing in County departments that have historically been under
resourced; and
o Reducing deficit spending and taking steps to stabilize the County’s
financial trajectory
3
Recommended Budget: Revenue by Fund
4
0
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
140,000,000
General Fund County Road Jail Fund EMS Flood Control ER&R Administrative
Services
All Other Funds
Amended Budget 2024 Budget 2025 Budget 2026
Total Revenue –All Funds
Amended Budget 2024 Budget 2025 Budget 2026
364,806,407 351,141,477 318,089,707
Recommended Budget: Expenditures by Fund
5
0
50,000,000
100,000,000
150,000,000
General Fund County Road Jail Fund EMS Flood Control ER&R Administrative
Services
All Other
Funds
Amended Budget 2024 Budget 2025 Budget 2026
Total Expense –All Funds
Amended Budget 2024 Budget 2025 Budget 2026
429,147,837 380,910,874 317,853,947
*
Recommended Budget: General Fund Balancing Status
2025
Recommended
2026
Recommended
Beginning Fund Balance 29,366,000 28,087,000
Revenues 131,921,000 133,307,000
Expenses 140,211,000 139,804,000
Lapse Assumption (5%)(7,010,550)(6,990,200)
Total expense 133,200,450 132,813,800
Annual surplus (deficit)(1,279,450)493,200
Total Projected Ending fund balance 28,087,000 28,581,000
6
Ending fund balance does not yet reflect the technical correction shown on the next slide. That would increase the 2026 projected ending
fund balance by 151,268
Technical Corrections to Recommend
Budget (AB2024-745)
7
Fund
Change to 2026 Ending Fund
Balance
General Fund 001 151,268
Behavioral Health Fund 124 720,000
Affordable & Supportive Housing Fund 129 1,387,033
Emergency Medical Services Fund 130 206,140
Affordable Housing, Behavioral Health Facilities Fund 133 1,000,000
Solid Waste Fund 140 98,030
Equipment, Rental & Revolving Fund 501 139,500
Administrative Services Fund 507 48,815
See Attachment for additional details on Technical Amendments
Council Proposed Changes
8
A massive thank you to the amazing Finance team for the continuous support,
collaboration, and hard work in preparing this budget. Their individual and collective
efforts demonstrate a deep commitment to public service –THANK YOU!
9
POTENTIAL TECHNICAL CORRECTIONS & COUNCIL CHANGES
COMMENT
Request Department Fund Fund Ongoing/ Expense Revenue Fund Bal Effect* Expense Revenue Fund Bal Effect*
TECHNICAL CORRECTIONS Name Number One-Time
Affordable Housing Capital Projects Health Affordable and Supportive Housing 129 One-Time 1,387,033 - 1,387,033 - - - ASR 7375; H1
School Based Behavioral Health Services Health Behavioral Health 124 One-Time 100,000 - 100,000 - - - Base; H2
Base Budget Reduction Health Behavioral Health 124 Ongoing 300,000 - 300,000 320,000 - 320,000 H3, H4, H5
BH and Affordable Housing Cap Build Health Afford Hous, Beh Health, and Rel Svcs 133 One-Time 1,000,000 - 1,000,000 - - - ASR 7376; H6
Disposal of Toxics Facility - Disposal Costs Health Solid Waste 140 Ongoing 12,000 - 12,000 16,000 - 16,000 ASR 7400; H7, H8
Disposal of Toxics Facility - Operations Health Solid Waste 140 Ongoing - - - - - - ASR 7406; H9, H10
Disposal of Toxics Facility - Personnel Costs Health Solid Waste 140 Ongoing 129,742 - 129,742 (36,532) - (36,532) ASR 7401; H11, H12
Reclass Proj & Operations Mgr-Fac Director AS-Facilities Administrative Services 507 Ongoing 7,779 - 7,779 - - - ASR 7120; AS1
Reclass: Sr. Associate Manager AS-IT Administrative Services 507 Ongoing 24,881 - 24,881 16,155 - 16,155 ASR 7207; AS2
Medical Examiner Non-Departmental General Fund 001 Ongoing 145,000 - 145,000 65,000 - 65,000 Base; ME1, ME2, ME3, ME4, ME5, ME6, ME7, ME8
GAL Funding Clerk General Fund 001 Ongoing - (58,428) (58,428) - (58,428) (58,428) Base; Clerk/SC
GAL Funding Superior Court General Fund 001 Ongoing - 29,062 29,062 - 29,062 29,062 Base; Clerk/SC
Emergency Medical Services Revenue Non-Departmental Emergency Medical Services 130 Ongoing - 35,708 35,708 - 170,432 170,432 Base; 1% in EMS fund.
Disposal of Toxics Facility - Personnel Costs Health Solid Waste 140 Ongoing (8,004) - (8,004) (15,176) - (15,176) ASR 7401; HEALTH
Equipment Rental and Revolving Capital Public Works Equipment, Rental & Revolving 501 One-Time 139,500 - 139,500 - - - Base; ER&R
COUNCIL CHANGES
* Negative amount equals fund balance decrease, positive amount equals fund balance increase
20262025
POTENTIAL TECHNICAL CORRECTIONS & COUNCIL CHANGES
SUMMARY OF CHANGES BY FUND
Tech or
Request Department Fund Fund Ongoing/Expense Revenue Fund Bal Effect*Expense Revenue Fund Bal Effect*Council
Name Number One-Time
Medical Examiner Non-Departmental General Fund 001 Ongoing 145,000 - 145,000 65,000 - 65,000 Technical
GAL Funding Clerk General Fund 001 Ongoing - (58,428) (58,428) - (58,428) (58,428) Technical
GAL Funding Superior Court General Fund 001 Ongoing - 29,062 29,062 - 29,062 29,062 Technical
Totals 145,000 (29,366) 115,634 65,000 (29,366) 35,634
School Based Behavioral Health Services Health Behavioral Health 124 One-Time 100,000 - 100,000 - - - Technical
Base Budget Reduction Health Behavioral Health 124 Ongoing 300,000 - 300,000 320,000 - 320,000 Technical
Totals 400,000 - 400,000 320,000 - 320,000
Affordable Housing Capital Projects Health Affordable and Supportive Housing 129 One-Time 1,387,033 1,387,033 - - - Technical
Emergency Medical Services Revenue Non-Departmental Emergency Medical Services 130 Ongoing - 35,708 35,708 - 170,432 170,432 Technical
BH and Affordable Housing Cap Build Health Afford Hous, Beh Health, and Rel Svcs 133 One-Time 1,000,000 - 1,000,000 - - - Technical
Disposal of Toxics Facility - Disposal Costs Health Solid Waste 140 Ongoing 12,000 - 12,000 16,000 - 16,000 Technical
Disposal of Toxics Facility - Operations Health Solid Waste 140 Ongoing - - - - - -
Disposal of Toxics Facility - Personnel Costs Health Solid Waste 140 Ongoing 129,742 - 129,742 (36,532) - (36,532) Technical
Disposal of Toxics Facility - Personnel Costs Health Solid Waste 140 Ongoing (8,004) - (8,004) (15,176) - (15,176) Technical
Totals 133,738 - 133,738 (35,708) - (35,708)
Equipment Rental and Revolving Capital Public Works Equipment, Rental & Revolving 501 One-Time 139,500 - 139,500 - - - Technical
Reclass Proj & Operations Mgr-Fac Director AS-Facilities Administrative Services 507 Ongoing 7,779 - 7,779 - - - Technical
Reclass: Sr. Associate Manager AS-IT Administrative Services 507 Ongoing 24,881 - 24,881 16,155 - 16,155 Technical
Totals 32,660 - 32,660 16,155 - 16,155
2025 2026
2025 2026
General Fund 001
Estimated Beginning Fund Balance 29,366,000 *28,202,196
Original Exec Recommended Budget (Net)(1,279,438) 493,457
Net Changes 115,634 35,634
Revised Ending Fund Balance 28,202,196 28,731,287
Behavioral Health Fund 124
Estimated Beginning Fund Balance 6,422,661 4,708,168
Original Exec Recommended Budget (Net)(2,114,493) (2,520,128)
Net Changes 400,000 320,000
Revised Ending Fund Balance 4,708,168 2,508,040
Affordable & Supportive Housing Fund 129
Estimated Beginning Fund Balance 2,876,416 1,522,982
Original Exec Recommended Budget (Net)(2,740,467) 33,599
Net Changes 1,387,033 -
Revised Ending Fund Balance 1,522,982 1,556,581
Emergency Medical Services Fund 130
Estimated Beginning Fund Balance 14,172,561 11,845,382
Original Exec Recommended Budget (Net)(2,362,887) (2,938,871)
Net Changes 35,708 170,432
Revised Ending Fund Balance 11,845,382 9,076,943
Affordable Housing, Behavioral Health Facilities Fund 133
Estimated Beginning Fund Balance 6,325,526 2,340,081
Original Exec Recommended Budget (Net)(4,985,445) 1,566,847
Net Changes 1,000,000 -
Revised Ending Fund Balance 2,340,081 3,906,928
Solid Waste Fund 140
Estimated Beginning Fund Balance 6,321,801 6,465,059
Original Exec Recommended Budget (Net)9,520 265,292
Net Changes 133,738 (35,708)
Revised Ending Fund Balance 6,465,059 6,694,643
Equipment, Rental & Revolving Fund 501
Estimated Beginning Fund Balance 20,639,579 20,457,533
Original Exec Recommended Budget (Net)(321,546) 1,134,180
Net Changes 139,500 -
Revised Ending Fund Balance 20,457,533 21,591,713
Administrative Services Fund 507
Estimated Beginning Fund Balance 7,811,014 4,811,093
Original Exec Recommended Budget (Net)(3,032,581) (1,858,796)
Net Changes 32,660 16,155
Revised Ending Fund Balance 4,811,093 2,968,452
*2024 Beginning fund balance in 2025 has been increased to reflect $3 million in interest earnings.
SUMMARY OF FUND BALANCE CHANGES
Steps in the Budget Prioritization Exercise
1. Inventory of programs and services, determine true cost of each (direct and indirect)
• What services do we provide? Are they mandatory services?
• How much does it cost to provide these services?
• What are the intended outcomes? Are we achieving those outcomes?
• Do the programs and services we fund align with priorities?
• Are there alternative options to deliver and fund these services? Efficiencies?
2. Prioritize Programs and Services There are several ways, or a combination of ways, to set
priorities:
• By issue – how important is this to the institution, to the public? What are our statutory
requirements?
• By ‘highest and best use of county resources’ – is there a different entity in the community
that could do this same work?
• By cost/benefit – how much resource does it take to do this, and is it worth it?
• …
3. Identify options and make recommendations
• Using inputs from step 1 and 2 identify options for consideration to address the structural
deficit and address community needs.
Flow chart to review County programs and services:
Yes Service Level Test
What level of service is required/is it
scalable? What do we currently
provide?
Recommendations
•Reduce, maintain, or expand LOS?
•Modify service delivery to reduce costs?
This could include outsourcing.
•Change funding source/new revenue?
County Government Role
Does the County have to be the direct
provider?
Revenue Options
How is it currently funded? Are the
alternative sources? Can the program be
more self-sufficient? User fees? New
Revenues? Sponsorships? Grants and
Fundraising?
Outsourcing Options
Does the program meet criteria for
outsourcing: Tasks can be specified in
advance? Amount of work fluctuates?
County Requirement
Is the service mandatory
(statutorily required)?
No
Yes
Efficiency Options
Can service delivery be redesigned to
reduce costs and achieve same or
better outcomes? Scalable?
Community Co-Production Options
Do opportunities exist for sharing
service with other governments,
partnering with NGOs, other?
No
Yes
Eliminate service
Develop ramp down plan
and eliminate
No
Service Relevance Test?
Is the service a priority for the
institution? For the community? (review
adopted policy, input from staff, Council,
public) Will need to understand impacts
if service is ended.