2008 Budget Book - Kitsap County Government

2008 Budget Book 

Kitsap County Washingt o n 

Before 

Kitsap County Public Works Glud’s Pond Culvert Removal 

Project (Steele Creek Salmon Recovery Project) 

Salm o n reco ve r y

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KITSAP COUNTY 

2008 BUDGET 

Adopted by the 

Board of County Commissioners 

December 17, 2007 

Benjamin A. Holland, Director 

Don Burger, Budget Manager 

Marilyn Osborn, Administrative Service Supervisor 

Department of Administrative Services 

DEPARTMENT OF ADMINISTRATIVE SERVICES 

KITSAP COUNTY 

614 Division Street, MS-7 

Port Orchard, WA 98366 

360-337-7150 

360-337-4787 

www.kitsapgov.com


The Government Finance Officers Association of the United States and Canada 

(GFOA) presented a Distinguished Budget Presentation Award to County of 

Kitsap, Washington for its annual budget for the fiscal year beginning January 1, 

2007. In order to receive this award, a governmental unit must publish a budget 

document that meets program criteria as a policy document, as an operations 

guide, as a financial plan, and as a communications device. 

This award is valid for a period of one year only. We believe our current budget 

continues to conform to program requirements, and we are submitting it to GFOA 

to determine its eligibility for another award.


T A B L E O F C O N T E N T S 

Page 

Kitsap County Officials .......................................................................................................................1 

Kitsap County Jurisdiction Map...........................................................................................................2 

Kitsap County Organization ...............................................................................................................3 

Kitsap County Mission and Six-Year Goals .......................................................................................4 

Kitsap County Economic and Demographic Information.....................................................................6 

Budget Message ..............................................................................................................................19 

Budget Overview...............................................................................................................................21 

Budget Process ................................................................................................................................27 

Budget Calendar ...............................................................................................................................28 

Budget Resolution ............................................................................................................................29 

PROGRAM BUDGETS 

Program Budgets ..............................................................................................................................36 

Law and Justice Program..................................................................................................................37 

Sheriff ..................................................................................................................................38 

Superior Court......................................................................................................................43 

District Court ........................................................................................................................47 

Clerk.....................................................................................................................................51 

Jail .......................................................................................................................................55 

Central Communications......................................................................................................59 

Prosecuting Attorney ...........................................................................................................63 

Juvenile ...............................................................................................................................68 

Jail & Juvenile Sales Tax Fund............................................................................................74 

Other Law & Justice............................................................................................................ 75 

Coroner ................................................................................................................................77 

Court Security ......................................................................................................................79 

General Government Program .........................................................................................................80 

General Administration and Operations ..............................................................................81 

Auditor..................................................................................................................................83 

Assessor .............................................................................................................................89 

Facilities Maintenance..........................................................................................................92 

Board of County Commissioners & County Administrator ...................................................95 

Personnel & Human Services .............................................................................................98 

Administrative Services......................................................................................................101 

Other General Government................................................................................................107 

Treasurer............................................................................................................................108 

Community Services Program ........................................................................................................111 

Community Development...................................................................................................112 

Parks Capital Improvement Fund ......................................................................................118 

Parks & Recreation ............................................................................................................119 

HOME Entitlement Fund ....................................................................................................122 

Regional Septic Loan Program Fund.................................................................................123 

Community Development Block Grant Entitlement Fund ..................................................124 

K-PREP Fund.....................................................................................................................125 

Other Community Service .................................................................................................126 

Emergency Management ...................................................................................................127 

WSU Extension Services ...................................................................................................131 

i

Health & Human Services Program ................................................................................................135 

Health & Human Services..................................................................................................136 

Mental Health.....................................................................................................................140 

Area Agency on Aging .......................................................................................................141 

Developmental Disabilities.................................................................................................142 

Workforce Investment Act..................................................................................................143 

Substance Abuse Treatment..............................................................................................144 

Kitsap Recovery Center .....................................................................................................145 

General Administration & Operations.................................................................................146 

Other Health & Human Services .......................................................................................147 

Public Works Program ....................................................................................................................149 

County Roads ...................................................................................................................150 

Solid Waste & Transfer Station Operations .......................................................................155 

Road Construction .............................................................................................................160 

Wastewater Construction...................................................................................................161 

Wastewater .......................................................................................................................162 

Surface and Stormwater Management .............................................................................166 

Surface and Stormwater Capital Improvement ..................................................................170 

Other Public Works ...........................................................................................................171 

OTHER FUNDS 

Other Funds ...................................................................................................................................172 

Real Estate Excise Tax Fund..........................................................................................................173 

Internal Service Funds ....................................................................................................................175 

Equipment Rental & Revolving ..................................................................................................176 

Information Services ..................................................................................................................179 

Risk Management ......................................................................................................................183 

Capital Project Funds......................................................................................................................186 

Debt Service Funds.........................................................................................................................189 

APPENDICES 

Page 

A 

B 

C 

D 

E 

F 

G 

H 

I 

J 

Policies.................................................................................................................................A1 

Budget ............................................................................................................................A1 

Investment ......................................................................................................................A3 

Debt.................................................................................................................................A7 

Glossary...............................................................................................................................B1 

Property Tax Levy Rates .................................................................................................... C1 

Synopsis of Property Tax Administration ............................................................................ D1 

General Administration & Operations Expense Tables .......................................................E1 

Staffing Levels 2005-2008 ..................................................................................................F1 

Revenue & Expenditure Projections ................................................................................... G1 

Statement of Changes in Fund Balance ............................................................................. H1 

Summary of Capital Facilities Plan .......................................................................................I1 

General Fund Revenue & Expense Trends ......................................................................... J1 

ii

KITSAP COUNTY OFFICIALS 

ELECTED OFFICIALS 

COUNTY COMMISSIONERS 

District 1 ................................................................................. Steve Bauer 

District 2 ..................................................................................... Jan Angel 

District 3 .................................................................................. Josh Brown 

JUDGES 

Superior Court, Department 1 ................................... Leonard W. Costello 

Superior Court, Department 2 ..................................................... Leila Mills 

Superior Court, Department 3 ................................................ Anna Laurie 

Superior Court, Department 4 ................................... Theodore Spearman 

Superior Court, Department 5 ................................................. Jay B. Roof 

Superior Court, Department 6 ......................................... Russell Hartman 

Superior Court, Department 7 ...................................... Karlynn M. Haberly 

Superior Court, Department 8 ...............................................Sally F. Olsen 

District Court, Department 1 ............................................. James M. Riehl 

District Court, Department 2 ........................................... W. Daniel Phillips 

District Court, Department 3 .................................................. Marilyn Paja 

District Court, Department 4 .............................................. Steven Holman 

ASSESSOR ......................................................................................... Jim Avery 

AUDITOR .......................................................................................... Karen Flynn 

CLERK ......................................................................................... Dave Peterson 

CORONER ................................................................................ Greg Sandstrom 

PROSECUTING ATTORNEY ....................................................... Russell Hauge 

SHERIFF .......................................................................................... Steve Boyer 

TREASURER ...................................................................... Barbara Stephenson 

APPOINTED OFFICIALS 

County Administrator ................................................. Nancy Buonanno Grennan 

Administrative Services Director .......................................... Benjamin A. Holland 

Central Communications Director ................................................... Ron McAffee 

Community Development Director .................................................. Larry Keeton 

Juvenile Services Director .............................................................. Ned Delmore 

Parks & Recreation Director .............................................................. H. F. Faver 

Personnel & Human Services Director ............................................... Bert Furuta 

Public Works Director ............................................................. Randy W. Casteel 

1

Kitsap County Organization 2008 

Citizens 

Prosecutor Clerk Superior Courts 

Board of 

District Courts County 

Coroner 

Assessor 

Treasurer 

Sheriff Auditor 

Commissioners 

Legal Jury Juvenile Probation Law Elections 

Services 

Board of 

Enforcement 

Equalization 

Child Public Corrections Registration 

Support 

Defense 

Central Communications 

Fiscal 

Boundary 

Review 

Cooperative 

Extension 

Special Emergency Licensing 

Assault 

Management 

County 

Civil 

Administrator 

Recording 

Community 

Development 

Public Works 

Parks and 

Recreation 

Administrative 

Services 

Personnel & 

Human 

Services 

Information 

Services 

Building Engineering Parks Budget & Personnel Computer & 

Finance 

Network Services 

Community Roads Ballfields Volunteer Civil Application Services 

Planning Services Service 

Land Use/ Waste Recreation Risk Recovery GIS 

Environmental Water Programs Management Center 

Fire Solid Fair and Purchasing Job Database 

Marshall Waste Events Training Administration 

Grant Equipment Block Grant Mental 

Management Rental Program Health 

Natural Surface & Project Aging 

Resources Stormwater Management Programs 

Development Facilities Developmental 

Engineering Maintenance Disabilities 

Substance 

Abuse 

Training Services 

3

County Mission 

Kitsap County government exists to protect and promote the safety, health, and 

welfare of our citizens in an efficient, accessible and effective manner. 

Vision 

A unique and growing community, widely known for: 

Safe and Healthy Communities 

People are protected and secure, care about their neighborhoods and are proud 

of where they live, work and play. 

Protected Natural Resources and Systems 

Education, land use planning and coordinated efforts assure that the forests, 

clean air and water that Kitsap is known for are sustained for the benefit of 

current and future generations. 

Thriving Local Economy 

A well-educated workforce and strategic investment in County infrastructure 

prompt businesses to expand or locate in Kitsap County, creating well-paying 

jobs and enhancing our quality of life. 

Inclusive Government 

County government conducts all activities in a manner that encourages citizen 

involvement, enhances public trust, and promotes understanding. 

Effective and Efficient County Services 

County government continuously assesses its purpose, promotes and rewards 

innovation and improvement, fosters employee development, and uses effective 

methods and technologies to produce significant positive results and lasting 

benefits for citizens. 

4

Board of Commissioners’ Six-Year Goals for 2008-2013 

Safe and healthy communities 

Aggressively combat drug, violent, and property crime by strict enforcement 

coupled with prevention activities and/or programs for both adults and juveniles. 

Strengthen Kitsap neighborhoods by investing in social, recreational and cultural 

opportunities and by supporting programs addressing the needs of families. 

Protected natural resources and systems 

Identify and secure lands and shorelines that should be preserved or protected in 

order to maintain the natural qualities and functions of the Kitsap Peninsula. 

Thriving local economy 

Promote economic vitality by attracting, retaining and expanding family-wage 

employers. 

Invest in and maintain a balanced transportation system of roads, trails, transit, 

and ferries that is convenient, efficient, safe and environmentally sensitive. 

Inclusive government 

Significantly increase citizen understanding, access to and participation in Kitsap 

County government services. 

Effective and efficient County services 

Become a vision and goal-driven organization that is accountable to the citizens 

of the county. 

Define levels of service for county practice: Benchmark them against comparable 

jurisdictions and systematically scrutinize status quo to eliminate less productive 

methods in favor of more productive, mission driven ones. 

Maximize employee productivity by clarifying expectations and rewarding 

exemplary performance. 

Identify and improve internal and external partnerships to maximize government 

effectiveness and efficiency. 

Protect and preserve investment in public facilities. 

Identify and employ technological advances to promote access, maximize 

efficiencies, and increase productivity of employees. 

Meets multiple vision elements 

Develop and implement community supported, Kitsap specific future growth 

strategies that ensure, promote and maintain our quality of life. 

5


Economic & Demographic 

Information


General Information and Economic Indicators 

KITSAP COUNTY 

GENERAL INFORMATION 

The County, which was formed in 1857, is a political subdivision of the State operating under the general laws of 

the State. The County is located on the western side of the Puget Sound and includes the Kitsap Peninsula and 

Bainbridge Island. There are four incorporated cities in the County: Bremerton, Port Orchard (the County seat), 

Bainbridge Island and Poulsbo. The County can be reached from Seattle by ferry, and from Tacoma by 

automobile via State Highway 16 and the Tacoma Narrows Bridge. The County is served by the Burlington 

Northern Santa Fe Railroad. 

The County is divided into two distinct sections. The mostly rural Kitsap Peninsula is home to several major 

naval installations and Hood Canal. Hood Canal is a major recreation area which attracts many seasonal 

residents who own homes along the shore. The region's natural resources include the Hood Canal's extensive 

shoreline, fish, shellfish, and timber. Bremerton is the largest municipality on the Peninsula. Bainbridge Island, 

the other distinct section of the County, is primarily a residential area. Many island residents commute by ferry 

to Seattle, or to the Bremerton area on the Peninsula. 

GOVERNMENT 

The County is governed by a three member Board of County Commissioners. Each member serves for a term of 

four years and is elected at large in a general election subsequent to three district-specific primaries. The 

County Commissioners meet every second and fourth Monday in the Commissioners' Chambers at 614 Division 

Street, Port Orchard, Washington. 

COMMISSIONERS 

Steve Bauer, District No. 1, was sworn in on July 9, 2007 to fill the seat vacated by Chris Endresen. A former 

Lt. Commander for the U.S. Coast Guard, Steve most recently served as Bellevue’s city manager and as 

director of finance and administration for Portland, Oregon. In 2006, Steve completed a comprehensive 

evaluation of Kitsap County’s Department of Community Development and his active leadership in his Hansville 

community includes serving as president of the Hansville Community Center Board. Steve holds a masters of 

public administration from the University of California, Berkeley and a B.A. in government from Columbia 

University in New York City. 

Jan Angel, District No. 2, was elected to the Board of Commissioners in November 2000, and was just reelected 

in November 2004. She has been in business 30 years, with 15 years in banking and finance, 8 years 

as a Kitsap and Pierce County business owner and 7 years in Kitsap County real estate. Most recently she was 

a mortgage banker/broker with Golf Savings Bank in Silverdale. She attended Colorado State University, 

Colorado State College and the University of Alaska with a major in business administration and a minor in 

accounting. Ms. Angel has spent 30+ years in community service including past-president of the Port Orchard 

Chamber of Commerce; member of the Bremerton, Silverdale and Bainbridge Island Chambers of Commerce; 

active member of the Port Orchard Rotary Club, the Regional Economic Development Council, the Bainbridge 

Island Economic Council, the Christian Women’s Club, Beta Sigma Phi Sorority, League of Women Voters, and 

Kitsap County Republican Women’s Club. She has received a variety of local, state and national awards and 

acknowledgements for community service and business. 

Josh Brown, District No. 3, was elected to his first term on the Board of Commissioners in November 2006. 

He graduated from North Kitsap High School and from the University of California, Berkeley where he studied 

city and regional planning policy. Mr. Brown is a licensed real estate broker. 

6


ADMINISTRATION 

Barbara Stephenson, Treasurer, was first elected in November 2002. For the past 25 years she has been 

very active in the community, both as a financial professional and a community leader. She worked in the 

private sector as a banker for 14 years, seven years as a Loan Officer and seven years as an Assistant Vice 

President and Branch Manager. In 1991, she was appointed the Executive Director for United Way of Kitsap 

County, where she served as the chief executive responsible for administering the organization’s policies, 

programs and plans. Ms. Stephenson educational background includes Pacific Coast Banking School – 

University of WA; Northwest Intermediate Banking School – University of OR; American Institute of Banking – 

Seattle University and Bellevue Community College – Business Administration. During the past 11 years she 

served three terms as president of the United Ways of Washington. She served on the Board of Trustees for 

Olympic College for eleven years. She is the immediate past president of the Poulsbo North Kitsap Rotary and 

a past president of the Greater Poulsbo Chamber of Commerce. 

Karen Flynn, Auditor, was elected to office in 1986 and is the Northwest Regional President for the 

Washington State Association of County Auditors. She attended Olympic College, Mesa College, and the 

Institute of Financial Education. Ms. Flynn has eight years of experience in banking with Washington Federal 

Savings and Loan Association, and more recently as Assistant Vice President of savings administration at Great 

Northwest Federal Savings and Loan. She serves on the legislative committee for the Washington State 

Association of County Auditors and was chairperson of the 1988 Washington Election Administrators 

Conference. 

James A. Avery, Assessor, was elected to his first term in November 1998. He graduated from the University 

of Idaho in 1969 with a degree in General Business and the University of Puget Sound in 1980 with a master’s 

degree in Business Administration. He served as a Supply Officer in the U.S. Navy 1969-1990. From 1990-97 

he worked in the Kitsap County real estate industry as a sales associate, associate broker, and managing 

broker with a large regional real estate firm. From 1997-98 he was the Northwest Regional Manager for a 

national government contracting company performing logistic services for the Department of Defense in 

Washington, Oregon, Alaska, Idaho and Montana. Mr. Avery was elected to a six-year term on the Manchester 

Water District commission in 1993. 

Nancy Buonnano Grennan, County Administrator, was appointed to her position on February 20, 2007. She 

holds a law degree from the University of Washington and a bachelors in psychology from Smith College in 

Northampton, Massachusetts. Grennan has more than 20 years experience in human resources, labor relations 

and policy development. She held the position of labor relations manager for Kitsap County from 2000 to 2004 

and was King County’s labor relations manager from 2004 to February 2007. The County Administrator 

oversees six Kitsap County departments: Public Works, Community Development, Parks & Recreation, 

Administrative Services, Information Services, and Personnel and Human Services. 

Benjamin A. Holland, Director, Department of Administrative Services, was appointed to his position on 

February 23, 2004. He holds a Bachelor of Science degree, from the United States Naval Academy and Master 

of Science degree in petroleum management from the University of Kansas. Mr. Holland is a retired naval 

officer and has worked 11 years in municipal government in Washington State. Prior to his current position, he 

worked as a supervisor in procurement management for the Municipality of Metropolitan Seattle (METRO), the 

Budget Manager for Kitsap County, and as the General Manager for the Port of Brownsville in Kitsap County. 

STAFF 

The County employs approximately 1,300 regular employees, with approximately 800 represented by bargaining 

units. The Director of Administrative Services states that employer-employee relations are good. There has 

never been a strike against the County by the bargaining units. The two contracts that expired at the end of 

2006 are in negotiation. All employees of these units are working without a contract. Negotiations have in the 

past extended into the year following contract expiration. The following table lists the bargaining units and 

contract status for the County. The contracts that expired 12/31/06 and 12/31/07 are in negotiation. 

7


Table 1 

BARGAINING UNITS AND CONTRACT STATUS 

Collective Bargaining Unit 

Number of 

Employees 

Termination Date 

of Current 

Contract 

WSCCE 1 Local 1308 (Courthouse Employees) 272 12/31/09 

WSCCE 1 Local 1308-CS (Courthouse Supervisory Employees) 29 12/31/10 

Kitsap County Prosecutor’s Guild (Deputy Prosecutors) 30 12/31/09 

Council (Public Works Dept. Road Division Employees) 77 12/31/06 

Teamsters, Local 589 (Utilities Division Employees) 59 12/31/06 

Kitsap County Deputy Sheriffs Guild 2 (Deputy Sheriffs) 104 12/31/07 

Kitsap County Deputy Sheriffs Guild 2 (Supervisory/Sergeants) 14 12/31/07 

Kitsap County Corrections Officers Guild 79 12/31/09 

Kitsap County Corrections Sergeants’ Association 7 12/31/09 

Kitsap County Lieutenants 6 12/31/09 

Sheriff Support Guild (Administrative Support Staff for Sheriff) Office) 30 12/31/08 

O.P.E.I.U. 3 Local 11 (Juvenile Detention Officers) 33 12/31/09 

Teamsters, Local 589 (Parks & Recreation Employees) 18 12/31/09 

Kitsap County 911 Employees’ Guild 59 12/31/09 

Total 817 

1 

Washington State Council of County & City Employees 

2 

Office & Professional Employees’ International Union 

Source: Kitsap County 

ECONOMIC AND DEMOGRAPHIC INFORMATION 

Kitsap County is located in western Washington on the western side of Puget Sound and covers 403 square 

miles of land, including the northern portion of Kitsap Peninsula and Bainbridge Island. The County has 228 

miles of saltwater frontage, on Hood Canal to the west, Admiralty Inlet to the north and Puget Sound to the east. 

The topography is mostly low, flat-topped rolling hills separated by valleys and bays, with altitudes from sea 

level to 600 feet above, except for Green and Gold mountains, which rise to 1,761 feet above sea level. The 

climate is moderate, with mild, wet winters and cool, dry summers. Mean annual precipitation ranges from 26 

inches in the north to nearly 80 inches in the mountains. 

The economy of the County is based primarily on the U.S. Naval installations, which employ over 14,000 

civilians and approximately 12,000 military personnel. Major contractor support for the Navy include BAE 

Systems, AMSEC, Lockheed Martin and Raytheon Systems and together employ approximately 11,950 

personnel. Other major employers in the area include agencies for the State of Washington, the County's five 

school districts, Olympic College, health care suppliers and retail outlets. Approximately 23% of civilian labor 

force commutes outside Kitsap County for employment. 

The largest retail shopping area in the County is the unincorporated community of Silverdale, which is located 

between Bremerton and Poulsbo. The Kitsap Mall, the center of the activity, consists of 700,000 square feet of 

retail space, leased to capacity. Satellite shopping centers, in addition to office space, completely surround the 

mall. This area is known as the economic hub of the Olympic and Kitsap peninsulas. 

POPULATION 

Kitsap County is currently the sixth largest and the third most densely populated of the 39 counties in 

Washington State, with an average of 615 people per square mile. Kitsap County’s population rate of growth 

has recently slowed, however it has grown an average of 6% over the past 8 years. By comparison, the state 

population grew by 8% over the same period. Previously, Kitsap County ranked 17 out of 39 counties in the 

State as the fastest (percentage) growing county from 1990 to 2000, with an increase of 22%. 

There are four incorporated cities in Kitsap County; Bremerton, Port Orchard, Poulsbo and Bainbridge. 

Bremerton has experienced a slight decrease in population with a 2006 estimated population of 35,910 and 

8


2007 35,810 in 2007. The 2007 population estimate for Port Orchard is 8,350; Poulsbo 7,560; and Bainbridge 

Island 23,080. The County experienced a 4.6% increase in population in the last 5 years. Five percent of this 

growth occurred in unincorporated parts of the County. 

Some fluctuations in County population are due to changes in the number of ships and naval personnel 

stationed at the naval facilities. 

Table 2 

POPULATION ESTIMATES 1 

Year 

Kitsap 


Percent 

Change 

(%) Washington 

Percent 

Change 

(%) 

2001 233,400 0.62 5,947,900 2.49 

2002 234,700 0.56 6,041,700 1.58 

2003 237,000 0.98 6,098,300 0.94 

2004 239,500 1.06 6,167,800 1.14 

2005 240,400 0.40 6,256,400 1.40 

2006 243,400 1.24 6,375,000 1.90 

2007 244,800 .99 6,488,000 .99 

1 Kitsap County population figures may vary yearly by several thousand as a result of the number of ships docked in the Puget 

Sound Naval Shipyard. 

Source: Washington State Department of Employment Security and Office of Financial Management 

EMPLOYMENT 

Kitsap County is defined as the Bremerton-Silverdale Metropolitan Statistical Area (MSA) for employment and 

unemployment statistics. The 2007 figures estimate the resident civilian labor force in the County at 126,990. 

Average annual unemployment in 2007 was estimated at 4.2 percent in the County which was less than the 

State average at 4.8 percent. Non-manufacturing employment in the County accounted for 97.8 percent of total 

wage and salary jobs in December 2007, which was the same for the previous year. Manufacturing accounted 

for 2.1 percent of employment in 2007, employing a total of 1,872 workers. 

Government. The largest employment sector in the County in December 2007 was government, with 31.7 

percent of all jobs; in 2006 this section employed 33.0 percent. 

Retail Trade. Retail trade accounted for 14.2 percent of civilian jobs in 2007, remaining close to the 2006 level 

of 14.1 percent. 

9


Year 

Resident 

Civilian Labor 

Force 

Table 3 

LABOR FORCE AND AVERAGE ANNUAL UNEMPLOYMENT 1 

Kitsap County 

Average 

Annual 

Unemployment 

Total 

Employment 2 

Unemployment As a Percent of Labor 

Force 



Washington 

State 

United 

States 

2000 94,000 5,300 88,800 5.6 4.9 4.0 

2001 92,402 5,541 86,861 6.0 6.4 4.8 

2002 100,100 6,200 93,900 6.2 7.3 5.8 

2003 101,596 6,422 95,173 6.3 7.6 6.0 

2004 100,055 5,473 105,527 5.2 6.1 5.5 

2005 125,800 6,600 119,200 5.3 6.0 5.1 

2006 124,300 6,031 116,669 4.9 4.9 4.6 

2007 126,990 5,350 121,640 4.2 4.8 5.0 

1 

Annual averages derived from monthly data. 

2 

Includes nonagricultural wage and salary, self-employed unpaid family workers, domestics, agricultural workers, and labor 

disputants. 

Source: Washington State Department of Employment Security and Kitsap County Real Estate Trends Report 

Table 4 

NONAGRICULTURAL WAGE AND SALARY WORKERS EMPLOYED 

IN THE BREMERTON-SILVERDALE MSA 

Dec 

2007 

Percent of 

Grand Total 

Dec 

2006 

Percent of 

Grand Total 

2006-2007 

Rate of 

Change 

Manufacturing Total 1,872 2.1% 2,100 2.4% (0.3%) 

Non-Manufacturing 

Mining, Construction & Nat. Res. 6,286 7.1 5,800 6.7 0.4 

Private Services 60,166 68.3 58,400 67.0 1.3 

Trade, Trans, Warehouse & Util 15,012 17.0 14,800 17.0 0.0 

Professional & Business 7,971 9.0 7,800 9.0 0.0 

Leisure & Hospitality 8,603 9.8 8,100 9.3 0.5 

Government 27,983 31.7 28,700 33.0 (1.3) 

Total Nonfarm Employment 88,149 87,100 5.5% 

Source: Washington State Department of Employment Security 

10


Employer 

Table 5 

MAJOR EMPLOYERS 

Product/Business 

October 2007 

Employment 

Naval Base Kitsap Naval Base 14,600 

Harrison Memorial Hospital Health Care 1,972 

Central Kitsap School District Education 1,601 

Kitsap County County Government 1,243 

South Kitsap School District Education 1,203 

Olympic College Education 1,497 

North Kitsap School District Education 1,025 

Walmart Retail 1,007 

Port Madison Enterprises Tribe 782 

Bremerton School District Education 730 

TeleTech Holdings, Inc. Communications 702 

Safeway Inc. Retail Grocery 687 

Bainbridge School District Education 529 

Laurier Etrprse (McDonald’s) Restaurant 495 

Doctor’s Clinic Health Care 470 

Albertson’s Retail Grocery 450 

City of Bremerton City Government 398 

Ostrom Management Health Care/Assisted Living 378 

Crista Ministries Religion 372 

Kitsap Transit Transportation 371 

Lockeed Martin Defense Contractor 366 

Kitsap Mental Health Services Health Care 365 

Haselwood Auto Group Auto Dealership 362 

Martha and Mary Health/Children/Independent Living 354 

1 

Does not include active duty military employees. 

Source: Washington State Employment Security 

Kitsap Economic Development Council (www.kitsapedc.org) 

NAVAL INSTALLATIONS 

The Department of Defense installations in the County have a significant impact on the County’s economy. The 

Puget Sound region remains home to the third-largest concentration of U.S. naval bases in the nation. It is 

estimated that 55% of al economic activity in Kitsap County is directly or indirectly linked to the Navy presence. 

. 

Naval Base Kitsap includes Puget Sound Naval Shipyard, Submarine Base Bangor, and Keyport. Currently 

there are three ships and eleven submarines that call Kitsap their home. Puget Sound is the U.S. Navy’s third 

largest fleet concentration area. The Department of the Navy spends about $2.8 billion annually in the region, 

which is home to approximately 31,000 active duty members, 16,000 civilian employees, 6,000 drilling 

reservists, 42,000 family members, and 55,000 Navy retirees 

The U.S. Navy is planning to relocate the Fox Island Laboratory in Pierce County, Washington to Naval Base 

Kitsap, Bangor in Kitsap County, Washington, as part of the consolidation of Naval Surface Warfare Center, 

Carderock, and Detachment Bremerton. The move is expected to be complete by summer 2007. 

11


The Fleet Industrial Supply Center, Puget Sound (FISC) delivers combat capability through logistics by teaming 

with regional partners and customers to provide supply chain management, procurement, contracting and 

transportation services, technical and customer support, defense fuel products, and worldwide movement of 

personal property. 

The Naval Hospital Bremerton is a full accredited, community-based acute care and obstetrical hospital, is 

licensed for 67 beds and houses a variety of ambulatory, acute and specialty clinics. It administers professional 

care to the approximately 56,000 eligible military families residing within its area of responsibility. The Hospital 

is the parent command for three major branch medical clinics, located at PSNS, Submarine Base Bangor, and 

Naval Station Everett. The main hospital also provides an Occupational Health and Industrial Hygiene 

operation, Preventive Medicine, and Alcohol Treatment Departments. 

The defense budget for fiscal 2008 includes $91.1 million to replace Pier B at Puget Sound Naval Shipyard. It 

also includes $47.2 million to build bachelor enlisted quarters at Naval Base Kitsap; $39.8 million as the fourth 

increment for a limited-area production and storage complex at Bangor and $28.69 million for a missileassembly 

building at Bangor. 

ECONOMIC DEVELOPMENT 

In 2007, a total of 2121 building permits were issued in unincorporated Kitsap County with a construction value 

of $257,770,307. The following table shows details of building activity. 

Table 6 

BUILDING ACTIVITY 

Total 

Total 

No. of Permits Residential Non-Residential 

Single Multi- Mobile Const. Value Const. Value 

Year Family Family Homes (in $000) (in $000) 

2002 856 2 235 88,983 34,549 

2003 1,023 3 234 172,431 96,566 

2004 983 3 248 173,248 81,334 

2005 986 6 129 227,733 69,617 

2006 889 11 109 212,558 44,002 

2007 873 9 93 220,202 37,569 

Source: Kitsap County, Department of Community Development 

A number of residential, commercial and retail developments are planned or under way in the County. Among 

these are the following: 

South Kitsap and Port Orchard: 

• McCormick Land Company has secured land use approval by the County for an inn and conference center 

adjacent to the McCormick Woods Golf Course. The inn will have 200 rooms and the conference center will 

include 18,000 square feet of meeting space, as well as swimming pool, restaurant and exercise room. 

Construction of the project will take 14 to 15 months. 

Central Kitsap, Silverdale, and Bremerton: 

• Downtown Bremerton is investing over $500 million in a revitalization project that has brought new life to 

Bremerton. Money magazine rated it as “one of the top 5 up and coming ‘hot’ cities in the county”. Property 

values has risen over 20% in just two years. An economic analysis estimates that by 2020, the investments 

themselves will add up to 3,258 new jobs with $90.3 million in total earnings. 

• The Norm Dicks Government Center is completed in downtown Bremerton. Kitsap Consolidated Housing 

Authority, the City of Bremerton, the Bremerton-Kitsap Health District, and other agencies are moved in and 

12


operating. This class-A, 6 story office building was recently awarded “Office Development of The Year” from 

the state’s chapter of the National Association of Industrial and Office Parks. 

• Harrison Medical Center’s new $13 million state of the art emergency room combines patient comfort and 

privacy with enhanced functions. A rooftop helipad offers 7-minute access to Seattle’s Harborview Medical 

Center. Harrison’s Central Kitsap campus and Harrison’s Clinic in South Kitsap also continue to expand 

local services. 

• The Port of Bremerton is planning to expand its marina, which will mean a total of 335 slips in close to the 

Harborside Condominiums. 

• The Kitsap Conference Center in Bremerton is a new 10,000 square foot building and has the capability to 

serve parties of 10 to 750 guests. It began hosting special events, meetings, conferences and banquets in 

July 2004. 

• The new Harborside Condominiums located just north of the new Kitsap Conference Center is almost 

complete with approximately 60% sales. Sales during the construction period have reached 60%. 

Eventually, there will be 200 waterfront units. 

• In Central Kitsap County just west of Kitsap Lake. A Subarea Plan prepared by Bremerton and Kitsap 

County that identifies the zoning for the property and specifies environmental protections that must be 

included for the project to be built, was approved in September 2000. Plans include approximately 900 

homes and 2,225,000 square feet of business uses such as offices, light assembly and manufacturing 

facilities and business park, as well as a maximum of 100,000 square feet of retail and commercial services. 

The first step in design of the project will be the traffic corridor study. 

• Olympic Property Group plans to transform land near Pendergast Park into a light industrial business park 

for Kitsap businesses looking to expand. 

North Kitsap: 

• Home Depot and Wal-Mart have opened their doors for business in Poulsbo’s College marketplace 

development, a 215 acre development which includes homes, apartments and other retail and office space. 

• Poulsbo Place is award winning community in the heart of Poulsbo. The project will completely revamp, over 

the next 10 to 20 years, the 35-acre area directly north of downtown Poulsbo. Poulsbo Place is a planned 

community of at least 164 homes, and 10.5 acres of commercial development, which has transformed an 

eyesore of older WWII vintage multiple family housing into a community of well-built homes. At the State 

level, the development was given the “Best Community Land Use” award as well as other awards. 

• Winslow Tomorrow is a plan developed by Bainbridge community focusing on Winslow as the center of the 

islands culture, commerce and community. The recommended investment is $50 million over the next six to 

eight years. 

• Olympic Property Group is in the process of planning 350 acres of residential property for approximately 700 

homes. 

• Olhava, the new 215 acre development includes commercial, residential and a branch of Olympic College 

continues to grow. It is now home to Home Depot and Wal-Mart (with a total employment of 650 people) 

and many other smaller retail stores. 

• Tribal casinos and resorts have positively impacted job growth but are not recorded by state’s economic 

data. Port Madison Enterprises which owns the Clearwater Casino and Resort have added over 500 jobs in 

the past five years. 

Numerous other developments, both commercial and residential, were completed or are underway in the 

County. 

Eleven port districts serve the County; the largest of these is the Port of Bremerton, which operates the 560-acre 

Olympic View Industrial Park. The park, which is close to Bremerton and Port Orchard, is adjacent to the 

port-operated Bremerton National Airport; the park and the airport are the location of 22 firms employing a total 

of approximately 500 people. 

A $1.9-million floating pier that is used as a fishing pier, marina and breakwater has been built by the Port of 

Bremerton as part of the redevelopment of the City of Bremerton waterfront. Included in the project was the 

decommissioned destroyer USS Turner Joy, which is being used as a floating museum. 

13


TRANSPORTATION 

The Kitsap peninsula is accessible by land, sea and air and rail. 

Highways around the southern end of Puget Sound. Interstate 5 and US Highway 101 are connected by a 

six-mile leg near Olympia, and State Highway 3 branches off Highway 101 and heads north to Bremerton. The 

Tacoma Narrows Bridge across the Sound at Tacoma carries State Highway 16 to the County. The second 

Narrows Bridge opened in the summer of 2007. 

Washington State Ferries connect with the County at four points. Regular ferry service carries vehicles, foot 

passengers and cargo between Edmonds and Kingston, between Seattle and Bainbridge Island, Seattle and 

Bremerton, and between Fauntleroy and Southworth. 

Year 

Table 7 

KITSAP COUNTY KEY FERRY TRAFFIC STATISTICS 

Seattle-Bainbridge Island 

Ferry 

Number of 

Vehicles 

Number of 

Passengers 

Seattle-Bremerton Ferry 

Number of 

Vehicles 

Number of 

Passengers 

2002 2,191,986 4,535,664 715,386 2,178,594 

2003 2,122,441 4,391,034 678,977 1,970,790 

2004 2,115,709 4,319,028 669,239 1,705,872 

2005 2,106,504 4,280,066 706,431 1,632,652 

2006 2,127,117 4,332,685 722,745 1,692,693 

Year 

Source: Washington State Ferries 

Edmonds-Kingston Ferry 

Number of Number of 

Vehicles Passengers 

Fauntleroy-Southworth 

Ferry 

Number of Number of 

Vehicles Passengers 

2002 2,340,373 2,154,287 506,193 382,573 

2003 2,306,553 2,117,774 540,139 386,059 

2004 2,312,762 2,099,125 546,081 405,087 

2005 2,268,927 2,005,227 559,129 420,597 

2006 2,289,269 2,048,081 559,264 423,220 

Kitsap Transit provides transportation service to four specific markets: regular public transit, commuter bus 

transit, transportation of the elderly or handicapped, and carpool and vanpool services. The system is financed 

by grants and fares and a local-option sales tax. 

Bremerton National Airport, located on State Highway 3, is the largest airport in the County, with a 6,200-foot 

runway and full instrumentation and lighting systems and is capable of accommodating most Boeing 727, 737, 

and DC9 aircraft. The airport can handle all general aviation aircraft and most transport and military planes. 

Bremerton National is only 10 minutes by air from SeaTac International Airport and Boeing Field in the Seattle 

area. Charter passenger and air freight services are available to SeaTac Airport. 

Burlington Northern Santa Fe Railroad provides freight service to the area, connecting with Centralia to the 

south. 

14


UTILITIES 

Telephone service in the County is provided by CenturyTel, Qwest Communications, and Sprint. Natural gas is 

supplied by Cascade Natural Gas, and electricity is provided by Puget Sound Energy Services. Cable and 

Internet providers include WAVE Broadband, Comcast, HughesNet, and Charter. Both AT&T and Quest’s fiber 

optic cable expansion has supplied high bandwidth Internet to residencies and businesses. 

PUBLIC FACILITIES 

Sewer 

The City of Bremerton has its own sewage system, as does the City of Port Orchard. Three sewer districts 

serve parts of the County. Sewer District 5 joined with Port Orchard to build a sewage treatment plant. 

The County owns and operates four sewage collection and treatment facilities, serving Kingston, Suquamish, 

Manchester and Central Kitsap. The largest of these is the 4.8-million-gallon-per-day Central Kitsap Treatment 

Facility, which treats sewage from Poulsbo, Keyport and the Bangor Naval base, as well as from the Central 

Kitsap area. Operations and maintenance are funded by user charges. 

Water 

Wells supply water for the water systems throughout the County. The cities have their own water systems, and 

16 water districts serve unincorporated areas. The largest water districts are Silverdale, North Perry and 

Annapolis. In addition, the Kitsap County Public Utility District owns and operates 11 rural water supply systems, 

mostly in the northern portion of the County. 

Fire Protection 

Fire protection is provided in unincorporated areas by eight fire districts. These districts also provide fire 

protection within the incorporated cities of Bainbridge Island, Poulsbo and Port Orchard. Bremerton has its own 

fire department. 

Law Enforcement 

The cities within the County provide police services within their boundaries. The County Sheriff's Office provides 

police services in the unincorporated areas of the County. Emergency dispatch services are provided by Kitsap 

County Central Communications under a joint service agreement. The new Central Communications facility has 

completed construction in Bremerton and houses the 911 Center, as well as Emergency Management offices. 

Education and Training 

Five local public school districts in the County provide education for over 40,000 students. Public schools are 

funded primarily by State revenues and voter-approved levies. All districts also receive federal impact funds due 

to the location of Naval installations in the County. 

Table 8 

KITSAP COUNTY SCHOOL DISTRICT ENROLLMENT 

Central North South Bainbridge Private 

Bremerton Kitsap Kitsap Kitsap Island 

Total 

2002 5,807 12,733 6,803 10,587 3,921 2,033 41,884 

2003 6,213 13,200 7,049 10,887 4,111 1,976 43,436 

2004 5,944 12,768 7,045 10,824 4,112 2,192 42,885 

2005 5,718 12,558 6,830 10,688 4,222 2,119 42,135 

2006 5,130 12,324 6,749 10,614 4,280 2,310 41,407 

Source: Washington Office of Superintendent of Public Instruction 

Olympic College is a two-year public community college located in Bremerton, with an enrollment of 

approximately 3,900 (full-time equivalents). This college offers associate of arts degrees in four fields, as well 

as adult education and non-credit courses, and began a four-year degree program (called 2-Plus-2) in 1994. 

15


The 2-Plus-2 degree program is associated with the University of Washington, Tacoma branch. A new 38,000 

square-foot Olympic College Poulsbo campus opened in winter quarter of 2004. The site encompasses 20 

acres and is located at the northwest corner of the Olhava Master planned community. Olympic College will 

likely begin offering its first baccalaureate degree program in fall of 2007. 

Other local specialized Degree programs are provided by Western Washington University, University of 

Washington and Washington State University, Chapman College, City University, University of Phoenix, Old 

Dominion University, Bryman College, Northwest College of Art, and Paladin Training. 

HOUSING 

Although the number of real estate sales in Kitsap county is down when compared to the boom years, prices for 

county properties continued to rise with a 10% increase in median home price in 2006 and a 6% increase in 

2007, the lowest gain in five years. 

Compared to other Puget Sound counties in 2006, the median home price in Kitsap County of $275,000 

remained lower than the prevailing price in King County of $425,000 and $345,400 in Snohomish County; 

comparable to the Pierce County median price of $270,000 and slightly higher than the $252,200 median price 

in Thurston County. As of third quarter 2007, the median resale price and % change from a year ago, are as 

follows: Kitsap County, $300,000 (+5.8); King County $472,000 (+9.1); Pierce County, $288,700 (+3.3%); 

Snohomish County, $370,000 (+3.6%); and Thurston County, $270,000 (+5.0%). 

ECONOMIC AND DEMOGRAPHIC TABLES 

The tables that follow provide further economic and demographic information on the County. 

Table 9 

TAXABLE RETAIL SALES 

($000) 

Year 



State of 

Washington 

2001 2,492,858 84,356,940 

2002 2,601,462 84,815,966 

2003 2,777,341 87,208,911 

2004 2,970,706 93,440,674 

2005 3,197,850 97,253,000 

2006 3,469,257 111,442,432 

2007* 2,646,657 Not Available 

* January – September 2007 

Source: Washington State Department of Revenue and Office of the Forecast Council 

16


Table 10 

REAL ESTATE EXCISE TAX FUND 

TAXES COLLECTED 

Year 

Tax Collected 

2001 3,667,557 

2002 4,016,133 

2003 4,733,368 

2004 5,621,134 

2005 7,217,272 

2006 7,001,149 

2007 5,612,390 


Year 

Total County 

Personal Income 1 

(in $000) 

Table 11 

INCOME ESTIMATES (In Current Dollars) 

Per Capita Income 1 


County Washington USA 

Median Household 

Income 2 

Kitsap State of 

County Washington 

2002 7,570,378 31,339 32,528 30,795 52,701 49,958 

2003 7,731,104 32,558 33,105 31,466 53,160 50,779 

2004 8,176,168 34,101 34,956 33,090 53,923 53,530 

2005 8,602,227 35,616 35,479 34,471 54,582 53,697 

2006 Not Available Not Available 37,423 36,276 58,304 56,079 

2007 Not Available Not Available Not Available Not Available 60,719 58,462 

Sources: 

1 

Washington State Department of Employment Security 

2 

Washington State Office of Financial Management (www.ofm.wa.gov/economy/hhinc) Bureau of Economic Analysis (www.bea.gov) 

17


Facility 

Table 12 

COUNTY-OWNED INSURED FACILITIES 

2007 Insured 

Replacement Value 

Treatment Plants $ 27,407,954 

Detention and Correction Facilities (including Work Release) * 40,469,092 

Administration Building 21,333,500 

Youth Services Center 15,104,109 

Courthouse Complex and Annexes 14,465,878 

Central Communications/Emergency Management 11,796,091 

County Fairgrounds (All Buildings) 10,442,480 

Lift Stations (52)/Chlorination Station (1)/Aerator (3) 7,074,188 

Kitsap Mental Health Services 5,085,641 

Public Works Building 4,086,785 

Givens Community Center 3,385,503 

Recovery Center 2,990,867 

Silverdale Community Center 1,915,959 

Central Road Shed (Including Out Buildings) 1,248,629 

* Includes Builders Risk for facilities under construction. 


18


The Budget Message 

The Budget Overview


BUDGET OVERVIEW 

Original Departmental Submissions: 

Initial request from the departments in the General Fund totaled $4.95 million more 

than what was in the Base Budget (the base was the 2006 budget with salary 

inflation of 3.3% COLA and step increases). All positions were funded at 96% to 

account for vacancies 

This included but was not limited to: 

• 10.5 Additional FTEs 

• $987,878 in Overtime 

• $560,440 in Extra Help 

• $677,892 million for CenCom Operations 

• $1,118,000 in Prisoner Medical 

Approved by the Board: 

• $942,005 Overtime 

• $441,516 Extra Help 

• 7.5 revenue backed positions were added 

Requests the Board Could Not Afford To Fund At This Time: 

After a meeting with all Elected and Appointed Officials, as well as the public, the Board 

decided not to fund the following in this budget because the long range financial plan 

could not sustain these expenses: 

• 27.1 positions 

• $282,450 in departmental supplies 

Fund Structure: 

The overall fund structure of Kitsap County is established in accordance with nationally 

recognized rules of governmental accounting. The County is organized into 104 

separate funds that fall into one of the following six categories: The General Fund, 

Special Revenue Funds, Debt Service Funds, Capital Project Funds, Enterprise Funds 

and Internal Service Funds. 

21

Fund Types in the Kitsap County Budget 

Enterprise Funds 

$68,148,709 

21% 

Internal Service 

Funds 

$20,354,529 

6% General Fund 

$87,617,666 

27% 

Capital Project 

Funds 

$12,196,589 

4% 

Debt Service 

Funds 

$11,183,329 

3% 

Special Reveune 

Funds 

$130,415,162 

39% 

General Fund: As the name implies, this is the fund that receives undesignated revenues 

which can be budgeted for any appropriate County purpose. This fund finances the majority of 

the traditional services associated with County government. Most of the budget deliberations 

center around this fund since it provides resource allocation flexibility. 

Special Revenue Funds: 55 funds having combined expenditures well in excess of the 

General Fund budget. However, the nature of the revenue sources mandate that these monies 

can only be used for specific purposes. The 2 largest funds in this category are County Roads 

and County Roads Construction both or which are administered by the Public Works 

Department. 

Debt Service Funds: 13 funds which account for the accumulation of resources for and the 

payment of general long-term debt. Generally the repayment of this debt is supported by the 

monies received in the Real Estate Excise Tax Fund, Conservation Futures Fund and the 

various Impact Fee Funds. 

Capital Project Funds: 7 funds that are used to acquire new land (recreational and 

commercial), repair/renovate current facilities or construct new facilities in response to the 

demands that our growing population has placed upon the County. These projects are 

traditional financed utilizing long-term debt. 

Enterprise Funds: 23 funds that are operated in a manner similar to private businesses. 

These funds are primarily administered by the Public Works Department; their operations are 

not subsidized from the General Fund as they rely on fees collected for services provided to our 

citizens. These services include Solid Waste, Landfill Operations, Sewer (Utility, Improvement, 

& Construction) as well as the Surface and Storm Water Management. 

22

Internal Service Funds: 3 funds which provides services, supplies and equipment to other 

County departments, which pay for these services through various billing systems. In essence, 

these funds operate under the enterprise fund business model, except that their customers are 

other County departments. The long range goal is to establish rates which will pay all operating 

and capital costs, and to insure that the General Fund does not need to subsidize these 

activities. These funds are the: Equipment Repair & Revolving, Information Services and Self 

Insurance. 

Programs: 

The Board and staff view the Kitsap County budget in several ways including departments and 

cost centers within a fund; sources of revenues (taxes, permits, fees, etc.); categories of 

expenditure (salaries, benefits, supplies, services, etc.); and program functions. We will discuss 

the six programs that all funds support and what proportion of the total Kitsap County budget 

they are as well as what level of support they receive from the General Fund. 

Program Budgets ($254,819,751) 

Public Works 

$89,628,944 

35.2% 

Law & Justice 

$70,873,983 

27.8% 

Community Scvs. 

$31,751,594 

12.5% 

General 

Government 

$19,714,158 

7.7% 

Health & Human 

Scvs $42,851,072 

16.8% 

Total In-County Program 

Programs Budget Transfers Budget 

Public Works $ 106,193,147 $ 16,564,203 $ 89,628,944 

Law and Justice 76,470,438 5,596,455 70,873,983 

Health and Human Services 44,069,620 1,218,548 42,851,072 

Community Services 35,149,337 3,397,743 31,751,594 

General Government 19,849,317 135,159 19,714,158 

Other Funds 

Reconciliation of Program Budgets and Total Budget 

Program Totals $ 281,731,859 $ 26,912,108 $ 254,819,751 

Real Estate Excise Tax $ 7,963,058 

Debt Service Funds 

LTGO Bond Funds 11,155,029 

Revenue Bonds 2,675,544 

Special Assessment Bond 28,300 

Capital Project Funds 6,007,665 

Internal Service Funds 20,354,529 

Total Other Funds $ 48,184,125 

Total Budget $ 329,915,984 

23

Law and Justice Program ($70,873,983): 

The bulk of the Law and Justice program is funded in the General Fund overall it comprises 27% 

of the program budget or $70.8 million. The Board places a high priority on the safety of our 

citizens and 79% of those citizens who where surveyed last year where satisfied with how the 

County has responded to violent and non-violent crime. The largest department in the Law and 

Justice program is the Sheriff with an annual budget of $18.9 million. The Sheriff is also 

responsible for operation of the Jail which has a budget of $11.9 million. Also included in this 

program are the Juvenile Services Center ($8.0 million), Central Communications ($8.6 million), 

the Prosecuting Attorney ($8.3 million), the Superior Court Clerk ($6.4 million), District Court 

($3.0 million), Superior Court ($2.9 million) and Coroner ($911,376). 

General Government Program ($19,714,158) 

The General Government Program is primarily funded through the General Fund. This Program 

includes most of the administrative services provided by the County. These include the Facilities 

Maintenance ($2.3 million), the Board of Commissioners ($1.1 million), the Assessor ($2.4 

million), the Auditor ($3.6 million) and the Treasurer ($919,082), Administrative Services 

($926,833), Personnel ($1.1 million), and General Administration & Operations ($6.1 million). 

Community Services Program ($31,751,594): 

The Community Services Program includes funding from the General Fund and Special 

Revenue Funds. The largest department in the Community Service Program is the Department 

of Community Development ($9.0 million) responsible for permitting and both short and long 

range planning. Also included is the Community Development Block Grant ($2.4 million), the 

HOME Investment Partnership Act ($3.2 million), the General Fund Parks and Recreation 

Department ($4.0 million), the Kitsap Practices Emergency Preparedness Fund ($1.2 million), 

Conservation Futures Fund ($1.2 million) and the Parks Capital Improvement Fund ($6.0 

million). 

Health and Human Services Program ($42,851,072): 

Most of the Health and Human Services program (95%) is supported through federal and state 

grants in special revenue funds. The largest fund in this program is the Mental Health Fund 

($24.8 million) and provides regional planning, contracting and administration to deliver a 

comprehensive system of community mental health services not only in Kitsap County but also 

Clallam, and Jefferson counties. Other funds include Work Force Investment Act Funds ($2.8 

million), Area Agency on Aging ($4.1 million), Developmental Disabilities Funds ($3.7 million), 

Recover Center Fund ($2.6 million) and the Substance Abuse Fund ($1.5 million). 

Public Works Program ($89,628,944): 

The Public Works program is the largest of the five programs. All of the Public Works program is 

outside the General Fund and comprises 38% of the program budgets. The Public Works 

Program includes the Road Fund ($24.2 million), Road Construction Fund ($14.7 million) and 

several enterprise funds dealing with Waste Water Collection, Surface and Storm Water 

Management and Solid Waste Collection and Disposal. 

General Fund Programs: 

Parts of the Law & Justice, Community Services, Health &Human Services and General 

Government Programs are funded through the General Fund. The General Fund supports all the 

elected officials in the county and supports most of the government functions that are not self 

supporting and need subsidies primarily from tax revenues. This is the one fund, outside of 

public works, that the public generally thinks about when thinking of county services and 

functions. 

24

The General Fund Programs comprise only 28% of the all authorized annual expenditures by 

Kitsap County. Over a ten year period 1996-2005, actual expenditures in the General Fund 

have increased $37 million. $26.9 million (72.9%) of the increase has gone to the Law and 

Justice Program, $7.1 million (19.2%) to the Community Service Program, $4.3 million (11.7%) 

General Government Program and the Health and Human Services Program has declined $1.3 

million or (-3.7%). This decline is due largely to the shift of Health and Human Services away 

from the General Fund and into the special revenue funds which specify how they can be spent. 

General Fund Programs ($87,617,666) 

General 


$18,497,797 

21% 


$5,737,867 

7% 


Scvs 

$1,953,136 

2% 

Law & Justice 

$61,428,866 

70% 

Kitsap County Sources of Revenues 

The charts on the following page show revenue sources for all funds and then a subset of those 

revenues specifically for the General Fund, the county's single largest fund. There is, in some 

cases, a cause-and-effect relationship between these two charts. For instance, if we obtain less 

mental health services funding (both federal and state funded programs found outside of the General 

Fund), there is an increase in our jail costs (a General Fund expense). 

All fund revenues: When we look at the sources of revenues for all funds, the single largest source 

is intergovernmental revenue. This shows us that many county services are in the arena where we 

act as an agent for the state or federal government. Therefore, these services are more vulnerable 

to political forces outside of county control. This is particularly true of our human services program 

which includes the Mental Health, Developmental Disabilities, and Aging programs. We also show a 

large amount of charges for services and that relates to the County's enterprise (wastewater, 

stormwater, and solid waste) programs. Property taxes are used in the area of revenues for the 

General and Road Funds. 

25

Sources of Revenues for All Funds 

Miscellaneous 

$20,839,563 

7.0% 

Fines & Forfeits 

$3,136,476 

1.1% 

Charges for Scvs 

$63,118,704 

21.3% 

Other Sources 

$31,898,879 

10.8% 

Intergovernmental 

$74,232,581 

25.0% 

Property Tax 

$49,982,193 

16.8% 

Sales Taxes 

$34,426,999 

11.6% 

Other Taxes 

$13,288,734 

4.5% 

Licenses & Permits 

$5,760,516 

1.9% 

General fund revenues: Below, we see that the General Fund, the fund that provides most 

services outside of human services and public works (service such as Law Enforcement, Courts, 

Auditor, Treasurer, Assessor, and other general government services) is highly dependent on tax 

revenue. The single largest tax source is property taxes followed closely by sales taxes. Kitsap 

County's ratio of property taxes to sales taxes is nearly 1 to 1 and is by far higher that any other 

county in the state. What makes the county unique is the fact that nearly all of our industrial tax 

base is located on non-taxed federal property (Department of Defense). For the county, this is a 

double-edged sword since the Department of Defense is also the largest single employer in the 

county. Another issue is that the General Fund is so dependent on sales taxes which are fairly 

elastic following the economy, making them difficult to forecast. 

Sources of Revenues for the General Fund 

Miscellaneous 

$4,307,911 

4.9% 


$2,906,176 

3.3% 

Other Sources, 

3,090,831 , 3.5% 

Property Tax, 

$26,249,033 

30.0% 

Charges for Scvs 

$9,625,914 

11.0% 


$9,234,822 

10.5% 


$253,545 

0.3% 

Other Taxes, 

$6,099,434 

7.0% 

Sales Taxes 

$25,850,000 

29.5% 

26

Budget Process 

Budget Calendar 

Budget Resolution


Budget Process 

THE BUDGET PROCESS 

The County's budget procedures are in compliance with the Revised Code of Washington (RCW 36.40). 

The budget process is outlined below: 

(1) On or before the second Monday in July, the County Director of Administrative Services 

notifies in writing each county official, elective or appointive, in charge of an office, 

department, service or institution to file with him on or before the second Monday in 

August detailed and itemized estimates of both probable revenues and all expenditures 

required by each such office, department, service or institution for the ensuing year. 

(2) During the Months of August and September, the Budget Staff compiles all departmental 

requests and provides both summary and detailed data to the Board of County 

Commissioners (the Board) for consideration. 

(3) The Board meets with each elected official, department head, and fund manager during 

October and November to discuss their budget requests and revenue estimates in detail. 

Based upon current year budget review, departmental meetings, and goals and 

objectives, the Board will balance the budget in November and advertise for public 

hearings on the Preliminary Budget. 

(5) On the first Monday in December the Director of Administrative Services and the Budget 

Staff present the balanced Preliminary Budget to the Board at a public meeting. At that 

time the Board holds a public meeting which may be continued from day to day until 

concluded, but for not more than five days, in order to receive public input. 

(6) The Board then holds final, open-to-the-public deliberations on the Preliminary Budget 

and instructs the Budget Staff on any changes to be made for the final budget. 

(7) On or before December 31, the Board adopts the final budget by resolution. 

(8) The County's budget is adopted to the departmental level so that expenditures may not 

legally exceed appropriations at that level of detail. 

(8) The budgetary basis is substantially the same as the basis of accounting in all 

governmental fund types. The budget does not consider depreciation. The budget reflects 

salaries and wages to be paid and does not anticipate compensated absences. 

Once the budget has been finalized by the Board, it may only be changed in accordance with the 

processes outlined in various RCW sections as follows: 

RCW 36.40.100 Supplemental Appropriations. The Board of Commissioners may adopt a 

resolution to make transfers or revisions within departments or make supplemental appropriations from 

unanticipated federal or state funds. 

RCW 36.40.140 Emergency Appropriations. The Board can, by resolution, increase the budget 

appropriations when a public emergency exists which could not reasonably have been foreseen at the 

time of making the original budget. The Board must first publish a notice in the official county newspaper 

of their intent to hold a public hearing to revise the budget for the emergency. 

RCW 36.40.180 Nondebatable Emergencies. This statute contains a long list of emergency 

conditions such as those caused by a natural calamity, epidemic, riot or insurrection, and situations where 

there is a need to preserve order or public health. Whenever one of the listed emergencies arises, the 

Board, by unanimous vote, may adopt a resolution which states the facts of the emergency and the 

amount of money required to meet it. The necessary expenditures may then be made without further 

notice or hearing i.e. without debate. 

27

2008 Annual Budget Calendar 

Revised 4/27/07 

Dates Set by RCW 

Begin 

Date 

End 

Date 

1-Feb Six-Year financial Plan finalized 1-Apr 

23-Feb Budget Form Process Improvement 10-Mar 

1-Mar Update Personnel Costs for Internal Service Funds 31-Mar 

1-Jan Review/Update forms & instructions Budget Manual 30-Apr 

1-Apr Budget Call for Internal Service Funds 30-Apr 

1-Apr Update Personnel Costs for all other funds 30-Apr 

1-May Personnel Costs (C-1-1s) to Depts for verification 31-May 

1-May Calculate Indirect Cost Allocations 15-May 

1-May 

Letters to all non-county Agencies explaining budget limitations 

Humane Society 

Health District 

EDC 

PSRC 

NACO 

WACO 

WCAA 

PS Clean Air Agency 

Hood Canal Coordinating Committee 

KRCC 

Central Puget Sound Economic Dev Council 

CenCom and Emergency Management 

1-May Determine Base Budgets 15-May 

17-May Internal Service Fund Budget Meetings W/Board 30-May 

27-Jun Internal Service Fund Budget Meetings W/Board 30-Jun 

14-May Present Base Budget Calculations to Board 31-May 

1-Jun Draft Budget Call Letter - Review Instructions 15-Jun 

13-Jun Brief Board on Call Letter - Budget Instructions 

6-Jul June closes in Financial Management System 

7-Jul Run Budget Status Reports for all Cost Centers w/six-month data 

9-Jul Budget Call Letter mailed & emailed to all departments/Agencies 

13-Aug Responses due from departments/Agencies 

13-Sep General Briefing to Board on Request from Departments 

Oct-Nov Budget Hearings with Elected and Appointed Officials 

Board Provides Direction to Budget Staff and Administrator on its 

decisions 

12-Nov 

3-Dec 

4-Dec 

5-Dec 

17-Dec 

Preliminary Budget presented to Board 

Preliminary Budget Notice to official newspaper 

Public hearing on the Preliminary Budget (continued as necessary) 

Board and Budget staff review of Preliminary Budget 

Board and Budget staff review of Preliminary Budget 

Adopt 2007/2008 Bienniel Budget 

28


Program Budgets 

$254,819,751 

Public Works 

$89,628,944 

35.2% 

Law & Justice 

$70,873,983 

27.8% 


$31,751,594 

12.5% 

General Government 

$19,714,158 

7.7% 


Scvs $42,851,072 

16.8% 

36


Law and Justice Program 

$20,000,000 

$18,000,000 


Scvs 

7.0% General 


12.4% 

$16,000,000 

Law & Justice 

26.9% 


15.5% 

$14,000,000 

$12,000,000 

$10,000,000 

Public Works 

38.3% 

$8,000,000 

$6,000,000 

$4,000,000 

$2,000,000 

$- 

Jail/Juvenile 

Sheriff Courts Jail CenCom Prosecutor Juvenile Sales Tax Others Total 

Salaries $ 10,164,913 $ 5,601,703 $ 5,790,844 $ 3,866,234 $ 5,573,651 $ 4,736,506 444,647 $ 371,968 $ 36,550,466 

Benefits $ 3,950,177 1,712,317 2,283,268 1,178,907 1,752,179 1,718,913 149,476 144,361 12,889,598 

Supplies $ 356,424 163759 1,126,338 85,505 186,551 158,875 12,277 344,465 2,434,194 

Services $ 408,580 4552174 2,031,875 881,897 403,943 939,104 204,582 429,405 9,851,560 

Intergovernmental $ 2,500 

- - - - 253,626 - 320,000 576,126 

Capital Outlay $ 541,810 

- - 2,350,000 355,625 - - 65,000 3,312,435 

Interfund Payments $ 3,468,956 323872 674,787 264,029 - 257,615 100,394 169,951 5,259,604 

Program Total $ 18,893,360 $ 12,353,825 $ 11,907,112 $ 8,626,572 $ 8,271,949 $ 8,064,639 $ 911,376 $ 1,845,150 $ 70,873,983 

Other Uses $ - $ 6,000 $ - $ 502,364 $ - $ - $ - $ 5,088,091 $ 5,596,455 

Total Budget $ 18,893,360 $ 12,359,825 $ 11,907,112 $ 9,128,936 $ 8,271,949 $ 8,064,639 $ 911,376 $ 6,933,241 $ 76,470,438 

37


38 

Law & Justice 

Sheriff 

Purpose: 

The Kitsap County Sheriff’s Office working in cooperation with our diversified community, provide quality 

law enforcement services, focusing on preserving and promoting safety for all of our citizens. 

Our Sheriff’s Office has the following primary functions: 

• Efficient and effective enforcement of laws/ordinances countywide 

• Efficient and safe management of a regional correctional facility 

• Effective fulfillment of all civil duties as mandated by law 

• Safeguarding of life, property, and maintenance of order in the event of natural or manmade 

critical incidents 

• Managing the accessibility, dissemination and security of police records 

• Provision of resources to citizens to facilitate the prevention of crime 

• Interdiction of illicit activities throughout our County 

• Homeland Security Regional Partner 

2007 Accomplishments: 

• Two proactive teams 

• Community Response Team (CRT), Special Investigations Unit (SIU) 

• Tech equipment (grant) 

• Training 

o In-service training 

o Training information on the Intranet 

o Records, calendar, and library 

o FEMA ICS 

o LInX 

o IBIS 

• Marine Unit 

o Almar Police Boat acquired 

o Hydroplane race patrols 

o Increase patrols 

o Trained two instructors - boater education 

o Participated in federal grant acquisition to enhance marine program 

o Investigated double fatality 

• Traffic Safety Initiative 

o COSMO Program (speed reader board) acquired 

o ADAT Program in place (2 Dodge Chargers) 

• Traffic Safety Grant to obtain flashing school zone lights in all elementary school zones in Kitsap 

County ($153,000) 

• Purchased total station ($30,000) 

• Purchased K9 tracking dog 

• Enforcement 

o Overall agency enforcement is up 38% from 2006. 2006 was 16% increase from 2005 

• 2007 – 20,000 infractions 

o DUI arrests doubled in last three years (413) 

• 99% reports validated on the same day received 

• 1998 reports purged, 1999 and 2000 reports being prepared for destruction 

• Finished first phase of office reconstruction 

o Civil Unit moved to new space 

• New filing procedure for criminal master jail jacket folders 

• FBI/CJIS Audit requirements met 

• Support Staff In-Service Training 

o CPR certification 

• County Ordinance increasing Civil fees (increase $35,000/year)

Sheriff 

• Began work on Quartermaster/Inventory portion of Evidence on Q barcode system 

• COPS Technology Grant $246,807 

• GTEA Grant ($84,000) - training, facilitation, and tracking concerning stalking as it relates to 

sexual assault cases 

• Methamphetamine Initiative Grant ($19,794) 

• COPS Grant (Edward Byrne) ($77,340) to purchase equipment (purchases in 2008) 

• IBIS Technology $1.2 Million Federal Grant – Project Implemented and Training conducted 

• $3.65 Million Bureau of Justice Assistance Grant for communications/interoperability (Bremerton, 

DEM, and KCSO 

o Grant was awarded due to KCSO, Bremerton Police Department, and Department of 

Emergency Management 

o CenCom to provide $900,000 match 

o Mobile Computer Terminals 

o Wireless Data Network 

o Security and Mobile Client/Network Management Server 

• Joined Joint Management Group - Readiness Center 

• Major Crime Scene Van 

• Assisted DEA with OCDEF case 

• Criminal Analyst hired 

• Inmate phone monitoring system 

• 823 cases assigned in addition to backgrounds and CVSA’s 

• 731 Registered Sex Offenders 

2008 Goals & Objectives: 

Support of the County’s Goals of (1) Safe and Healthy Communities, (2) Inclusive Government, and 

(3) Effective and Efficient County Services by accomplishing the following: 

• Standardized PRS reporting format 

• Automate collection of crime and performance data 

• Reduce traffic collisions/fatalities 

• Improve effectiveness and involvement of area Sergeants in community problem solving efforts 

• Reprogram all radios to add frequencies to improve interoperability 

• Complete Mobile Computer Terminal upgrades 

• Maintain School Resource Officer positions at South and North 

• Maintain relationship with Silverdale Chamber and Community Campus Task Force 

• Significantly enhance Marine Services 

• Continue evaluating and improving training 

• Review resource allocations and programs 

• Enhance current staffing levels 

• Complete Support Services Procedure Manual 

• Remodel Silverdale and Port Orchard Support Services areas 

• Implement automated fingerprint systems at Port Orchard and Silverdale 

• Evidence on Q implementation and training - purge evidence 

• Property/Evidence internal audit 

• Move WestNET location 

• New alarm system at South Shed 

• Improve case management system for statistical purposes 

• Training hours (100 per deputy) 

• Train additional Crime Scene Detective 

• Port Security Grant ($663,299) 

o Working on obtaining 25% grant match approval from the County Commissioners 

o Marine Patrol Boat 

o Underwater Video 

o Remaining balance is a combination of tactical/protective equipment 

39

Performance Measures: 

Enhance community policing concepts / Increase 

number of community/government partnerships 

Roadway Safety: 

Education 

Enforcement Programs (RUAD, DUI Emphasis) 

Reduce deputy response time to crimes involving 

violence (Priority #1 and #2) 

Reduce agency vehicle collisions / incidents 

Measure 

Active COPS 

Volunteers 

Hours 

instructing 

public on safe 

driving / 

Program 

activity 

Enforcement 

Hours 

Time per 

response Level 

#1, #2 & #3 

Number of 

accidents per 

year 

Officer at Fault – Chargeable 

Enhance level of officer training average per officer Hours of officer 

training 

Reduce on the job employee injuries 

Reduce violent criminal activity against individuals 

by 5% 

Reduce non-violent criminal activity by 5% 

Enhance solve (arrest) rate of violent criminal activity 

against individuals 

Enhance solve (arrest) rate of non-violent criminal 

activity 

Reduction of Chronic Problem Locations 

Problem Locations Addressed Collaboratively with 

KNAT and other Agencies 

Number of 

injuries per year 

Violent Crimes/ 

Population 

Served 

Non-Violent 

Crimes/ 1000 

Population 

Served 

Percentage 

solved 

compared to 

total number 

Percentage 

solved 

compared to 

total number 

Number of 

known problem 

locations 

Number of 

locations 

2006 

Actual 

2007 

Actual 

Sheriff 

2008 

Forecast 

19 18 20 

222 

384 

#1 = 6:11 

#2 = 9:27 

#3 = 10:21 

23 

Fault = 15 

278 

446 

#1 = 6:38 

#2 = 9:03 

#3 = 10:21 

24 

Fault = 11 

280 

450 

#1 = 6:50 

#2 = 9:30 

#3 = 10:30 

22 

Fault = 12 

106 80 90 

18 26 24 

10.74 per 

1000 

population 

22.05 per 

1000 

population 

9.99 per 1000 

population 

21.09 per 1000 

population 

9.95/1000 

population 

21/1000 

population 

81.49% 85.42% 85.5% 

23.82% 26.12% 27% 

7 7 7 

40 44 45 

40

Sheriff 

Expenditures: 

Department Budget 

2005 

Actual 

2006 

Actual 

2007 

Budget 



Salaries $9,817,344 $9,701,264 $10,345,033 $10,164,913 

Benefits 3,411.099 3,620,158 3,764,531 3,950,177 

Supplies 471,517 927,882 509,446 356,424 

Services & Charges 483,885 379,842 421,900 408,580 

Intergovernmental 0 0 0 2,500 

Capital Outlay 51,027 742,145 752,701 541,810 

Interfund Services 2,740,899 2,954,260 3,525,044 3,468,956 

TOTAL $16,975,771 $18,325,551 $19,318,655 $18,893,360 

2008 Expenditures by Division: 

Admin 

Civil 

Records Traffic Patrol Detectives 

LEOFF I 

Medical 

Total 

Salaries $443,892 $1,010,508 $945,575 $6,328,235 $1,436,703 $0 $10,164,913 

Benefits 131,610 364,080 313,651 2,064,689 458,748 617,399 3,950,177 

Supplies 76,388 24,134 41,664 175,761 38,477 0 356,424 

Services & Charges 55,571 33,074 55,092 210,633 54,210 0 408,580 

Intergovernmental 0 0 0 2,500 0 0 2,500 

Capital Outlay 541,810 0 0 0 0 0 541,810 

Interfund Services 63,760 198,401 260,848 2,750,100 195,847 0 3,468,959 

TOTAL $1,313,031 $1,630,197 $1,616,830 $11,531,918 $2,183,985 $617,399 $18,893,360 

Staffing Level: 

Full Time Equivalents 

2005 2006 2007 2008 

Funded 150.0 151.0 155.0 152.0 

Unfunded 0 0 0 3.0 

41

Sheriff 

Agency Structure: 

42

Law & Justice - Courts 

Superior Court 

Purpose: 

The Superior Court is a court of general jurisdiction having original and appellate jurisdiction as 

authorized by the Constitution and the laws of the State of Washington. The Court exists to resolve 

disputes arising in the following case types: 

• Felony matters 

• All Civil matters 

• Juvenile matters, including actions involving both offenders and non-offenders 

• Domestic relations matters 

• Adoptions 

• Guardianship and Probate matters 

• Paternity matters 

• Domestic Violence cases 

• Appeals from Courts of Limited Jurisdiction and Administrative Agencies 

• Mental Health issues. 

To fulfill its mission, and in addition to traditional court case processing models, the Superior Court 

operates four distinct problem-solving courts, including: 

• an Adult Drug Court; 

• a Family Dependency Drug Court; 

• a Juvenile Drug Court; and, 

• an Individual Treatment Court. 

The Court encourages the resolution of citizen disputes through time-tested, alternative dispute methods 

that include mandatory civil arbitration, mediation and settlement conferences. 

Mission Statement: 

• Adjudicate all cases, both criminal and civil, in a just and timely manner 

• Assure due process and equal protection under the law 

• Promote access to justice to all persons 

• Instill public confidence and trust in the judiciary 


• Completed and adopted a comprehensive set of written court security protocols to govern judicial 

and staff responses to emergent security incidents. 

• Updated the Title 11 and Title 26 Guardian ad Litem Registries as required by statute, and State 

and local court rules. 

• Graduated forty-four Adult Drug Court participants, four Family Dependency Drug Court 

participants, and the first juvenile participant from the newly-formed Individual Treatment Court. 

• The Adult Drug Court received only the 2 nd Community Transformation Award given by the 

National Association of Drug Court Professionals (NADCP). 

• Secured 50% State funding for non-English and American Sign Language interpretation needs 

through a statewide, competitive grant process. 

• Developed a Language Assistance Plan to govern service and facility access for court customers 

with limited English proficiency. 


• We will promote Effective and Efficient County Services by actively contributing to the 

renovation of courthouse space to provide improved facilities for jurors, court customers, judges 

and court staff. 

• We will promote Effective and Efficient County Services by providing continuous training to 

staff and judges to ensure a high level of competency and efficiency. 

• We will promote Effective and Efficient County Services by developing an effective training 

mechanism and providing court security training for judges, clerks and administrative staff using 

the newly-adopted written security protocols. 

43


• We will promote Effective and Efficient County Services by collaborating with local District and 

municipal courts to reduce costs associated with coordinated non-English and ASL interpreter 

services. 

• We will promote Effective and Efficient County Services and Safe and Healthy Communities 

by identifying and securing sustainable funding for the Adult Drug Court, particularly to support 

compliance activities, while exploring additional funding to expand services to reach the broadest 

number of citizens in need. 

• We will support Safe and Healthy Communities by securing additional funding to sustain and 

expand the Family Dependency Drug Court program. 

• We will promote Inclusive Government by implementing no cost and low cost physical 

courthouse enhancements that broaden service access to those protected under the ADA. 


Time Standard Reports 

Criminal Cases 

Standard 90% - 4 months 98% - 6 months 100% - 9 months 

Kitsap County 74.91% 83.88% 90.70% 

Civil Cases 



Domestic Relations Cases 

Standard 90% - 10 months 98% - 14months 100% - 18 months 


Probate Cases 



Lower Court Appeals 



Juvenile Offenders 

Standard 90% - 4 months 98% - 6 months 100% -9 months 


Guardianship 



Adoption/Paternity 



Mental Illness 


Kitsap County 100% 100% 100% 

Juvenile Dependency 



Allocation of Workload Per Judicial Officer 

Year Total Trials & Hearings 

Total Judicial Trials & Hearings per 

Officers 

Judicial Officer 

2002 38,031 8.09 4,701 

2003 36,992 8.09 4,573 

2004 39,344 8.09 4,863 

2005 41,090 9.09 4,520 

2006 39,185 9.09 4,311 

2007 39,140 9.09 4,306 

44


Ex Parte Matters 

Year 

Total Ex Parte 

Total Judicial 

Total Ex Parte 

Officers 

Per Judicial Officer 

2002 9,320 8.09 1,152 

2003 12,483 8.09 1,543 

2004 12,027 8.09 1,487 

2005 12,321 9.09 1,355 

2006 14,337 9.09 1,577 

2007 16,733 9.09 1,841 

Expenditures: 


2005 

2006 

2007 


Actual 

Actual 



Salaries $1,647,597 $1,705,592 $1791,929 $1,832,276 

Benefits 284,531 317,457 418,095 414,130 

Supplies 91,513 46,465 53,000 48,443 


Intergovernmental 0 0 0 0 

Capital Outlay 0 0 0 0 

Interfund Services 75,226 77,440 96,974 96,793 

Program Total $2,612,057 $2,763,004 $2,930,791 $2,939,886 

Other Uses 0 0 54,890 6,000 

Total Expenditures $2,612,057 $2,763,004 $2,985,681 $2,945,886 


Court 

Drug 

Court 

Total 

Salaries $1,781,056 $51,220 $1,832,276 

Benefits 398,542 15,588 414,130 

Supplies 41,043 7,400 48,443 

Services & Charges 504,546 43,698 548,244 

Intergovernmental 0 0 0 

Capital Outlay 0 0 0 

Interfund Services 96,793 0 96,793 

Other Uses 0 6,000 6,000 

TOTAL $2,821,980 $123,906 $2,945,886 

45




2005 2006 2007 2008 

Funded 29.0 29.0 30.0 28.5 




Judge Dept. 

No. 1 


Judge Dept. 

No. 2 


Judge Dept. No. 

3 


Judge Dept. 

No. 4 


Judge Dept. 

No. 5 


Judge Dept. 

No. 6 


Judge Dept. 

No. 7 


Judge Dept. 

No. 8 

Court 

Reporter 

Court 

Reporter 

Court 

Reporter 

Court 

Reporter 

Court 

Reporter 

Court 

Reporter 

Court 

Reporter 

Court 

Reporter 

Court Administrator 

Court Commissioner 

Calendar 

Coordinator 


Specialist 

Law Clerk 

(2.5) 

Drug Court 

Manager 

Program 

Specialist (2) 

Office 

Assistant III (2) 

Bailiffs (5) 

Compliance 

Specialist 

46

Law & Justice - Courts 

District Court 

Purpose: 

District Court provides justice for all court participants, thus instilling public trust and confidence that the 

court is fair, effective and efficient without compromising due process. 

The court has jurisdiction and venue over the following proceedings: 

• Felony – fugitive from justice and felony diversion cases 

• Misdemeanor and Gross Misdemeanor Offenses 

• Civil Cases – up to $50,000 

• Small Claims – up to $4,000 

• Unlawful Harassment – for adult respondents 

• Name Changes 

• Impound Hearings 

• Infractions – traffic and non-traffic 

District Court provides justice by: 

• Being open and accessible to all litigants, defendants and other court users. 

• Providing due process and individual attention to each case. 

• Providing prompt and efficient resolution of disputes. 

• Ensuring that court decisions and actions are consistent with established rules and laws. 

• Enforcing the court’s orders via probation services. 

• Maintaining independence and parity with the legislative and executive branches of government. 

• Ensuring that the court’s personnel practices and decisions reflect high standards of personal 

integrity and compliance among court staff. 

Probation Services: 

• Performs post sentencing risk assessments to determine the appropriate level of defendant 

monitoring 

• Monitors all criminal defendants’ compliance with court orders. 

• Maintains expertise in community resources and uses such expertise to refer defendants to 

appropriate treatment and assistance programs. 

• Assists all defendants applying for deferred prosecutions with the statutory requirements as well 

as treatment resources. 

• Facilitates the transfer of supervision for defendants wishing to relocate to another state, via the 

Interstate Compact on Adult Offender Supervision. 

• Provides monitoring to all felony DUI diversion defendants who otherwise would be serving time 

in the Washington State correction facilities. 

• Screens all victims of domestic violence who request the rescission of no contact orders in 

District and Superior Courts. 

• Screens all defendants’ requests for removal of ignition interlock devices from their automobiles, 

when court ordered as a result of a DUI. 


• The completion of the re-engineering and re-organization of District Court administrative and 

probation services. 

• The completion of the regionalization project designed to evaluate the plausibility of joining 

municipal and district courts in Kitsap County and/or coordinating court services in consolidated 

court sites. 

• The update of the District Court Pro Tem Judge instructional manual. 

• The update of the court’s policy and procedure manual. 

47



• We will contribute to Safe and Healthy Communities by: 

Establishing a uniform firearm forfeiture procedure with all courts in Kitsap County by August 

2008. 

Developing uniform chemical dependency assessment forms and monthly treatment reports to be 

used by all drug/alcohol agencies who report to any court in Kitsap County. 

• We will contribute to Effective ad Efficient County Services by: 

Hiring a probation manager by April 1, 2008. 

Filling all vacant positions required to fully implement the court’s re-engineering/re-organization, 

by April 1, 2008. 

Consolidating all criminal calendars to the Port Orchard facility by September 2008. 

Converting to Kronos timekeeping system by December 2008. 

Converting to the employee evaluation system by December 2008. 

Restructuring the court’s calendars by December 2008. 

Re-writing the court probation services software (ICM) in an effort to streamline, simplify and 

remove all redundancies with the State’s Judicial Information System. 

Completing the remodel of the District Court spaces which includes the reconfiguration of 

courtroom 104 and the addition of a courtroom in the Treasurer’s vacated space. 

Scanning: All infractions, all closed DUI and domestic violence cases which are required to be 

retained permanently, all alcohol related, assault related, all domestic related and sex related 

cases within 45 days of sentencing. 

Developing a uniform bail/bond transfer procedure which will allow the transfer of sureties among 

all courts in Kitsap County. 


Court: 

Implement new laws and court rule 

changes 

Maintain timely case flow management 

to assure that all cases are heard 

within the timeframes of the speedy 

trial rule 

Probation: 

Effective case management 

Measure 

Number of 

appeals filed 

based on the 

courts failure to 

implement 

Time between 

sentencing & 

intake 

appointment 

Reporting of 

Violations to 

Prosecutor’s 

office 

Deferred 

prosecutions 

application 

screening 

2007 

Actual 


Forecast 

0 0 

3 violations 0 

1st half of 

2007 – 4-6 

weeks 

Same day 

1-2 weeks 1-3 days 

Within 30 

days of 

request 

1-5 days 

48


Expenditures: 

2005 

Actual 


2006 

Actual 

2007 




Salaries $1,769,215 $1,842,927 $1,795,481 $1,979,159 

Benefits 478,289 534,339 649,187 647,516 

Supplies 36,066 22,471 33,781 66,949 





TOTAL $2,542,694 $2,692,324 $2,740,804 $3,011,808 


Courts Probation Total 

Salaries $1,445,393 $533,766 $1,979,159 

Benefits 485,939 161,577 647,516 

Supplies 52,060 14,889 66,949 



Interfund Services 78,868 35,031 113,899 

TOTAL $2,256,048 $755,760 $3,011,808 



2005 2006 2007 2008 

Funded 35.75 35.75 36.50 35.40 

Unfunded 0 0 0 0 

49



District Court Judge 

(4) 

Court Commissioner 

(0.4) 

Court 

Administrator 


Specialist 

Office Supervisor 1 Office Supervisor 2 Probation Services 

Manager 

Office Specialist 1 

Office Specialist 2/ 

Court Scheduler 

Probation Officer 

(5) 

Office Assistant 1 

Program Specialist 

(3) 

Program Assistant 

Court Clerk 2 

(3) 

Fiscal Technician 2 

Office Assistant 2 

Court Clerk 2 

(7) 

Court Clerk 1 

(2) 

Bailiff 

50

Law & Justice – Courts 

Clerk 

Purpose: 

It is our mission to serve the courts and the citizens of Kitsap County in a manner best suited to provide 

quality, efficient and effective service. We believe the public has a right to employees who embody the 

highest standards of excellence, integrity and fairness. The County Clerk is an elected official, whose 

position is authorized by the State Constitution. The office functions as the record keeper and financial 

officer for the Superior Court. It is also the responsibility of the Clerk to provide jurors for all courts in 

Kitsap County. 

The duties of the Clerk are: (from RCW 2.32.050) 

• To keep the seal of the court and affix it in all cases where he is required by law. 

• To record the proceedings of the court. 

• To keep the records, files and other books and papers appertaining to the court. 

• To file all papers delivered to him for that purpose in any action or proceeding in the court as 

directed by court rule or statute. 

• To attend the court of which he is CLERK, to administer oaths, and receive the verdict of a jury in 

any action or proceeding therein, in the presence and under the direction of the court. 

• To keep the journal of the proceedings of the court, and, under the direction of the court, to enter 

its orders, judgments and decrees. 

• To authenticate by certificate or transcript, as may be required, the records, files or proceedings 

of the court, or any other paper appertaining thereto and filed with him. 

• To exercise the powers and perform the duties conferred and imposed upon him elsewhere by 

statute. 

• In the performance of his duties to conform to the direction of the court. 

• To publish notice of the procedures for inspection of the public records of the court. 


• Completed the expansion and remodel of the Clerk’s Office and jury holding area to better serve 

the courts, citizens and staff 

• Created extensive file storage in the expanded Clerk’s Office to bring staff and most files out of 

the basement file room 

• Staffed a satellite passport office in the Kitsap Mall, which served the citizens and brought 

revenue to the county 

• Sent staff to the Kingston Community Fair to process passports 

• Staffed a satellite passport office at Towne Square in Port Orchard to process passports 

• Continued to image old files as funding was available to improve citizen access to court 

information and reduce storage needs 

• Obtained a grant to convert a portion of microfilmed court records to image to improve citizen 

access to court information 

• Obtained a grant to aid Kitsap SAIVS in setting up a local office to better serve victims of 

domestic violence and sexual assault 

• Began work on a “Pay or Appear” calendar to collect Legal Financial Obligations from convicted 

felons 

• Used funds obtained from the State Office of Public Defense (OPD) to provide legal research for 

public defenders, Internet access and other things to improve the public defense system in Kitsap 

County (funds limited to this use) 

• Worked with a consultant to assess the county’s Public Defense System and determine needs 

and best use of funds from OPD 

• Began sending Courthouse Facilitators to sit in on Pro Se dissolution calendars to assist the court 

• Began accepting walk-in facilitator appointments to increase access to the court system 

• Continued work on e-filing 

• Expanded information and forms available on the web 

• Explored use of fillable forms on the web 

51

Clerk 

• Presented a budget for 2008 to continue quality Clerk’s Office services with two less staff 

members and a cut in funds for supplies and services 


• We will contribute to Inclusive Government by providing enhanced information and services via 

the web 

• We will contribute to Inclusive Government and to Efficient & Effective County Services by 

continuing to offer a satellite office at appropriate times in the Kitsap Mall and at the County Fair to 

process passports 

• We will contribute to Efficient & Effective County Services by continuing to increase our 

collection of criminal legal financial obligations 

• We will contribute to Inclusive Government and to Efficient & Effective County Services by 

providing imaged and/or microfilm access to all court documents as soon as practicable 

• We will contribute to a Thriving Local Economy by increasing our revenue by such means as 

offering passport photos to go with our passport processing 

• We will contribute to Efficient & Effective County Services by continuing excellent service while 

eliminating two staff positions 

• We will contribute to Efficient & Effective County Services by using state funds to improve the 

provision of attorney services to indigent defendants 


Objective 

Measure 

2006 

Actual 

2007 

Actual 


Forecast 

Pilot a satellite office 

in the Kitsap Mall to 

process passports 

Increase collection of 

legal financial 

obligations 

Number of 

passports 

processed 

Number of 

payments 

made 

Amount of 

money 

collected 

3486 7038 6500 

18,739 21,469 22,000 

$1,320,473 $1,322,873 $1,324,000 

52

Clerk 

Expenditures: 

2005 

Actual 


2006 

Actual 

2007 




Salaries $1,598,670 $1,673,600 $1,874,914 $1,790,268 

Benefits 525,343 584,553 656,590 650,671 

Supplies 62,175 61,821 58,165 48,367 

Services & Charges 3,895,074 3,572,323 3,911,098 3,799,645 


Capital Outlay 0 5,632 0 0 


TOTAL $6,187,513 $6,007,992 $6,612,435 $6,402,131 


Administration Jury Public Defense Total 

Salaries $1,660,075 $86,188 $44,055 $1,790,268 

Benefits 597,672 33,191 19,808 650,671 

Supplies 39,811 6,206 2,350 48,367 

Services & Charges 64,913 336,807 3,397,925 3,799,645 



TOTAL $2,448,884 $478,671 $3,474,576 $6,402,131 



2005 2006 2007 2008 

Funded 40.35 40.35 41.85 40.10 


53

Clerk 


Kitsap County Clerk (1) 

Ad Asst/Office Support Supervisor (1) 

Telephone Support (.6) 

Public Phone Support 

Supplies 

Technology Support (.5) 

Clerk Staffing 

45 Staff Members (1 Unfilled) 

43.1 FTE (1 Unfilled) 

NOTE: Beginning 4/1/2008, 1.0 

FTE supervisor position will be 

reduced with duties reassigned 

to remaining supervisors. 

Roving Support (.5) 

Chief Deputy (1) 

Court Operations Supervisor (1) 

(13 FTE) 

Court Services Supervisor (1) 

(9.5 FTE+ 1 Unfilled) 

Court Accounts Supervisor (1) 

(8 FTE) 

Court Records Supervisor (1) 

(7 FTE) 

Superior Court Clerks (8.5) 

Public Counter (3) 

Accounting (2) 

Records/Calendaring (3.5) 

Court Support 

Court Minutes 

Mental Commitments 

Bench Warrants 

Juvenile Court (2.5) 

Cashiering 

Public Counter Support 

Passports 

Phone Support/Backup 

Civil Docketing (3) 

Court Accounting 

Trust Fund Investments 

Cashiering 

Jury (2) 

Court Files 

Microfilm 

Court Calendars 

File Preparation 

Exhibits (.5) 

Juvenile Operations 

Dependency 

CHNS/ARYS 

Truancy 

Criminal Desk (1) 

Probate/Guardianship 

Domestic 

Criminal 

Civil 

Adoption/Paternity 

Appeals (.5) 

Jury Accounting 

Jury Administration 

Public Defense 

Assigned Counsel Coordinator (1) 

Public Defense Contracts 

Exhibit Inventory 

Scanning (2) 

Scanning & Linking 

Ex Parte/Mail 

Docketing 

Search Warrants 

Domestic Violence Counter (.5) 

LFO Monitoring (2) 

DV Petition Screening 

DV Docketing 

Civil Anti-Harassment 

Collection of Criminal Fines 

Courthouse Facilitators (1.5) 

54

Law & Justice 

Sheriff/Jail 

Purpose: 

Our mission is to invest available resources toward providing a safe, secure, legal and respectful 

environment for our officers, staff, inmates, professional personnel, and the community. 

We accomplish our mission by developing and maintaining a professional staff, maintaining effective 

custody and control of inmates, assisting the judicial system, and providing inmates with access to 

programs which facilitate their opportunities to re-enter society as self-sufficient, contributing members. 

• Provide a safe work environment for staff, volunteers, contractors and inmates. 

• Protect the community, staff, contractors, volunteers and inmates from harm. 

• Maintain an orderly jail with clear expectations of behavior and systems of accountability. 

• Provide for the basic needs and personal care of inmates. 

• Help inmates to successfully return to the community and reduce the negative effects of 

confinement. 

• Treat inmates fairly and respect their legal rights. Provide services that hold inmates accountable 

for their actions and encourage them to make restitution to their victims and the community. 

• Administer and manage the jail in a professional and responsible manner, consistent with legal 

requirements. 


• Fully utilize alternatives to incarceration, to reduce the impact on jail space utilization. 

• Increased revenues through jail contract services by over 23%. 

• Completed IBIS project throughout Kitsap County Region. 

• Restructured Medical Services Program and contracted for services with CONMED Heathcare 

Incorporated. 

• Increased training of correctional staff to an average of 40 Hours per staff member. 

• Increased jail commissary revenues by 10%. 

• Increased use of inmate labor by over 5%. 

• Reduced Intake Standards to lowest level since 1999, in partnership with local criminal justice 

agencies. 

• Participated in County Substance Abuse Strategic Planning. 

• Hired 17 correction officer positions, promoted two new correction sergeants, and hired new full 

time support services position. 

• Added 13 beds to Central A of the new jail. 

• Installed new Inmate Phone System; Increasing revenues to county, Reducing overall costs to 

families/friends and enhancing security. 

• Instituted on-line process for families to place monies on inmate accounts. 


• Continue to utilize the alternatives to incarceration, so as not to “overcrowd” the new facility. 

• Increase the use of inmate labor. 

• Implement medical co-pay by inmates. 

• Increase the booking fee paid by the inmates. 

• Use of barcode wristbands to track inmate movement and accountability. 

• Continue to work on improving our existing system for extradition of prisoners form surrounding 

counties and states. 

55

Jail 


Measure 

2006 

Actual 

2007 

Actual 


Forecast 

Total number of bookings 9458 10,866 12,000 

Average Daily Population in Jail 341 410 425 

Average Daily Population of All 

Inmates under Jail Supervision 419 512 525 

Use of inmate labor 

Miles of County road cleaned by 

Inmate Road Crew 

Pounds of Trash Collected by Inmate 

Savings to 

Taxpayers 

Based on 

Prevailing 

Wage 

$158,345 

(Data 

Incomplete) 

$1.26 Million $1.3 Million 

Number of 

Road Miles 467.2 1272 1300 

Road Crew Pounds 127,320 64,800 70,000 

Number 

Processed 

Warrants Unit 

Inmates moved to Court Hearings 

DNA Samples Submitted to 

Statewide DNA Database 

9346 9925 10,000 

Number of 

Inmates 17,241 17,183 17,250 

Number of 

Samples 

773 689 700 

Jail Diversion/Re-entry Programs 

Problem Solving Partnerships 

Number of 

Programs 

Number 

4 4 6 

7 10 12 

Expenditures: 


2005 

Actual 

2006 

Actual 

2007 




Salaries $4,650,770 $4,726,325 $5,283,265 $5,790,844 

Benefits 1,585,747 1,764,092 2,214,618 2,283,268 

Supplies 808,857 759,380 1,071,197 1,126,338 



Capital Outlay 0 0 140,000 0 


TOTAL $8,942,584 $9,365,311 $11,213,570 $11,907,112 

56

Jail 


Jail 

Jail 

Contract 

Services 

Total 

Salaries $5,369,108 $421,736 $5,790,844 

Benefits 2,085,596 197,672 2,283,268 

Supplies 1,043,013 83,325 1,126,338 

Services & Charges 1,845,415 186,460 2,031,875 




TOTAL $11,017,919 $889,193 $11,907,112 



2005 2006 2007 2008 

Funded 99.0 99.0 112.0 112.0 


57

Jail 


Superintendent of 

Corrections 

Warrants Unit 

Records Clerk II 

Corrections 

Lieutenant 

Administrative Assistant 

Jail 

Receptionist 

Dayshift 

Sergeant 

Swingshift 

Sergeant 

Graveyard 

Sergeant 

Special Units 

Sergeant 

Inmate 

Medical 

CFM Food 

Services 

Corrections 

Officers (38) 

Inmate Road 

Crew 

Supervisor 

Corrections 

Officers (20) 

Corrections 

Officers (20) 

Work 

Release/EHM 

Corrections 

Officers (2) 

Classification 

Corrections 

Officers (2) 

Kitsap Health 

Department 

Kitsap Mental 

Health 

Training 

Corrections 

Officers (2) 

58

Law & Justice - Special Revenue Fund 


Purpose: 

CENCOM is the single consolidated Public Safety Answering Point (PSAP) providing 911-call answering 

and public safety dispatch countywide. Following are the main services provided: 

• Answer all incoming 911 emergency telephone calls countywide, and non-emergency calls. 

• Provide public safety dispatch for all law enforcement, fire service and emergency medical 

response in Kitsap County. 

• Operate and maintain the countywide Enhanced 911 telephone system for wire line and wireless 

911 calls. 

• Operate and maintain the countywide emergency services public safety radio network. 

• Operate and maintain the countywide public safety Mobile Computer Terminal (MCT) system. 

• Coordinate standard dispatch policy and procedures for 13 separate public safety jurisdictions. 


• 911 dispatch personnel answered 221,651 emergency 911 calls plus 187,515 non-emergency 

and administrative support calls. 

• Dispatched 242,855 separate police, fire and emergency medical events. 

• Answered 81.88% of all 911 calls in 10 seconds or less 

• Dispatched high priority police, fire and emergency medical calls in an average of 31 seconds. 

• Reduced client agency costs for CENCOM Services by a total of 45% over last five years 

• Completed approximately 90% of the Emergency Communications Plan Police/Fire radio System 

Improvements. 

• Maintained significantly low customer service complaint ratio of 0.032% of total call/event volume. 

• Working with Bremerton Police and County Department of Emergency Management, obtained a 

$3,655,482 million dollar COPS More Grant to upgrade and improve the countywide Mobile 

Computer Terminal System, replace outdated police/fire radios, upgrade law enforcement and fire 

service records management systems, implement an Automatic Vehicle Locater System and 

other improvements to enhance emergency services communications system(s) 

• Obtained a $1,422,594 million dollar Public Safety Interoperable Communications (PSIC) grant 

from Homeland Security to improve and implement communications interoperability between 

Kitsap, Jefferson, Clallam, Mason, Snohomish and Skagit Counties. 


Safe and Healthy Communities 

• Capitalize on the state of the art equipment included in our new 911 Center. 

• Complete our countywide Emergency Communications Plan (ECP) improvements. 

• Improve public safety communications through the judicious expenditure of acquired COPS and 

Public Safety Interoperable Communications grant funds. 

• Continuing to meet or exceed national and local standards for the receipt and dispatch of 

emergency calls for service 

Inclusive Government 

• Continue our Quality Assurance Inquiry (complaint) Process to maintain less than a 1% founded 

complaint ratio of total call/event volume. 

• Continue to showcase our new state-of-the-art 911 facility by conducting citizen surveys and 

tours as well as educating the public on exactly how a 911 center operates. 

Effective and efficient County Services 

• Continue to provide wise fiscal management of available funds to maintain services provided to 

our client agencies at or below 2004 costs 

• Identify technological advances to promote access, maximize efficiencies and increase 

productivity of employees 

59


Meet or exceed national and 

local time standards for 911 

call processing 

Meet or exceed 1% 

maximum error rate 

Complete Emergency 

Communications Plan (ECP) 

radio system improvements 

by June 2008. 

Maintain reduced overtime 

by continuing employee 

retention and improved 

scheduling. 

Revenues: 

Measure 

2006 

Actual 

Answered 85% of 

Answer 90% of all 911 

all 911 calls 

calls within 10 seconds 

within 10 seconds 

95% of all priority 1 

and 2 fire/medical calls 

processed in 75 

seconds or less (NFPA 

1221 standard) 

Priority 1 law 

enforcement calls 

dispatched within 30 

seconds of 

appearance in system 

(SOP POL-705) 

78% of priority 1 

& 2 fire/medical 

calls processed in 

75 seconds or 

less 



dispatched within 

30.57 seconds of 

appearance in 

system 


2007 

Actual 

Answered 

81.88% of all 911 

calls within 10 

seconds 

81% of priority 1 

& 2 fire/medical 


75 seconds or 

less 




31.42 seconds of 

appearance in 

system 


Forecast 

Answer 90% of all 

911 calls within 

10 seconds 

95% of all priority 

1 fire/medical 


75 seconds or 

less 




30 seconds of 

appearance in 

system 

Founded inquiries 

measured against total 0.032% error rate 0.032% error rate 0.032% error rate 

event volume 

Construction 

milestones and budget 

expenditures 

Annual overtime 

budget expenditure & 

employee retention 

percentage 

2005 

Actual 

50% complete 

Retained 80% of 

newly hired 

trainees 


2006 

Actual 

90% complete 

Retained 80% of 

newly hired 

trainees 

2007 


100% complete 

Retain 90% of 

newly hired 

trainees 



Beginning Fund Balance $224,084 $1,044,674 

Taxes $3,301,269 $3,599,574 3,550,605 3,650,000 

Intergovernmental 2,029,469 2,100,700 1,527,454 1,320,113 

Charges for Services 23,234 23,314 23,280 25,200 

Miscellaneous 93,667 123,787 95,438 164,302 

Other Sources 1,134,206 2,021,503 847,365 677,891 

TOTAL $6,581,845 $7,868,878 $6,268,226 $6,882,180 

60


Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $2,966,476 $3,119,499 $3,411,065 $3,866,234 

Benefits 758,897 856,270 1,102,622 1,178,907 

Supplies 50,402 81,530 88,486 85,505 



Capital Outlay 10,158 0 820,000 750,000 


Program Total $4,316,031 $4,695,571 $6,257,604 $6,783,294 

Other Uses 2,482,400 2,485,600 0 0 


Ending Fund Balance 10,622 98,886 

Total Expenditures 

+ Ending Fund Balance $6,798,431 $7,181,171 $6,268,226 $6,882,180 



2005 2006 2007 2008 

Funded 60.0 60.0 66.0 71.0 


Revenues: 

911 Enhancement Fund Budget 

2005 

Actual 

2006 

Actual 

2007 




Beginning Fund Balance $1,971,151 $1,332,772 

Taxes $1,491,288 $1,593,075 1,541,224 1,539,300 

Intergovernmental 280,428 45,000 0 0 

Charges for Services 0 0 0 0 


Other Sources 0 0 0 0 

TOTAL $1,814,042 $1,728,143 $3,545,987 $2,905,684 

61

Expenditures: 


2005 

Actual 

2006 

Actual 

2007 




Salaries $0 $0 $72,200 $0 

Benefits 0 0 7,200 0 

Supplies 0 7,609 404,000 0 



Capital Outlay 0 259,164 1,480,000 1,600,000 

Interfund Services 0 0 0 0 

Program Total $223,015 $510,400 $2,736,192 $1,843,278 

Other Uses 579,167 1,476,844 499,920 502,364 

Total Expenditures $802,182 $1,987,244 $3,236,112 $2,345,642 



+ Ending Fund Balance $802,182 $1,987,244 $3,545,987 $2,905,684 


CENCOM Policy 

Board 

Executive 

Committee 

Strategic Advisory 

Board 

Director 


Specialist 

User Groups 

Deputy Director 

Fiscal Tech II 

Office Assistant III 

Systems Analyst 

Systems Engineer 

Ops Support 

Technician (2) 

TRNG/OPS 

Manager 

Tech Systems 

Supervisor 

Comm. Center 

Technicians (3) 

Supervisor (2) 

(Grave Shift) 

Supervisor(2) 

(Swing Shift) 

Supervisor(2) 

(Day Shift) 

Assist Supv (6) 

PCR (12) 

ET (30) 

62

Law & Justice 

Prosecuting Attorney 

Purpose: 

The Prosecuting Attorney is responsible for prosecuting all felonies and misdemeanors in Kitsap County. 

In criminal matters, we represent the interests of the people of the State by ensuring that offenders within 

the county are timely charged with crimes that accurately reflect the offending conduct, and further, by 

taking all steps necessary to ensure that the conduct is appropriately punished. We prosecute cases in 

the superior and district courts and in the municipal courts of Bremerton, Port Orchard, Poulsbo and 

Bainbridge Island. We determine what charge to file, when and where to file it, how best to obtain a 

conviction, and we recommend a punishment if the offender is convicted. 

Case Management: 

• Our Case Management Division is responsible for our criminal work outside of the courtroom: 

Ensuring that our relationships are what they should be with the police agencies we serve, 

identifying cases with abnormally destructive effects on our community and shepherding them 

through the system, and developing and administering programs offering alternatives to straight 

prosecution. One of the most essential duties of Case Management is to act as the chief 

communication link between our office and all law enforcement agencies in our community. It is 

important for the law enforcement agencies to know they have a meaningful way to communicate 

with this office. We have shifted resources to this area in order to be more available to law 

enforcement in the event they require immediate legal assistance in a homicide or other major 

case investigation. 

Felony Division: 

• The Felony Division reviews and prosecutes all felony crimes committed in Kitsap County by 

adult offenders and juveniles remanded to the Superior Court. The Felony Division is responsible for 

all new felony cases, from initial review and charging through the appellate process. The Division also 

prosecutes all post-conviction probation violations involving defendants convicted in our Superior 

Court and provides legal advice to all law enforcement agencies in Kitsap County. The Felony 

Division is comprised of the Administration Unit, General Adult Felony Unit, Drug Unit, Special 

Assault Unit and the Appellate Unit. 

Juvenile Division: 

• Our Juvenile Division is responsible for the charging and disposition of all referrals of criminal 

conduct by people under the age of 18. We take a somewhat different approach to juvenile 

prosecution in this county. In most jurisdictions, juvenile crime is handled by a subdivision of 

another unit. We feel that it is too important for that. The juvenile justice system is oriented toward 

rehabilitation of young offenders. Juvenile law specifies courtroom procedures substantially 

different from the adult system, and different methods of holding offenders accountable. This 

Division is housed in the Juvenile Service Center in order to better respond to the needs of the 

Juvenile Court. 

District Municipal Court Division: 

• The District and Municipal Court Division handles pre-charging work, charging and disposition for 

all cases identified at the outset as misdemeanors or gross misdemeanors covering the County 

District Courts located in Port Orchard and Poulsbo, and the Municipal Courts of the Cities of 

Bainbridge Island, Bremerton, Poulsbo, and Port Orchard. Partnerships with Bremerton, Port 

Orchard, Poulsbo and Bainbridge Island enable the County to prosecute all cases filed in their 

Municipal Courts. This allows us to develop a clear picture of all the criminal activity in Kitsap 

County. This is a credit to the cooperative working relationship established between Kitsap 

County and its cities. 

Civil Division: 

• Our Civil Division acts as the law firm representing the County and its agencies. The Civil Division 

advises and represents all of the County’s elected officials and departments on legal matters. The 

range of legal representation provided by the Civil Division is expansive and covers virtually every 

aspect of civil law. In addition, the Prosecutor also provides child support enforcement and victim 

and witness assistance services. 

63



• Publication of Prosecuting Attorney’s Annual Report 

• On July 1, 2007, felony DUI became a crime in Washington. A person commits felony DUI when 

he or she commits a DUI and has a prior vehicular homicide while under the influence conviction, 

or a vehicular assault while under the influence conviction, or has four or more prior DUI offenses 

within 10 years. We have filed 8 felony DUI charges since the new law went into effect. 

• Participation by the Juvenile Division of the Prosecutor’s Office in creating the Individualized 

Treatment Court and have since staffed it on a weekly basis 

• Dissemination of criminal case tracking data and reports to all Kitsap County Law Enforcement 

agencies assisting in the resolution and reconciliation of their internal law enforcement records 

• Collection of court-ordered, defendant-driven revenues utilized for equipment, payment of expert 

witnesses and training of attorneys and support staff 

• Securing Grants to provide victim services, training and equipment – STOP, OCVA, GTEA and 

the American Bar Association 

• Reorganization of support staff creating lead staff positions within the Criminal Division, reducing 

overall FTE’s by .50 

• Conducted regularly scheduled, in-house training with staff and attorneys 

• On-Going implementation of Intern-Extern Program 

• Paperless Achievements 

– Electronic Subpoenas to all Law Enforcement Agencies – Kitsap County. We saved untold 

thousands of sheets of paper by instituting the email subpoena project throughout the 

county. Now all police agencies are being subpoenaed by email. 

– Paperless Appellate Division 

– On-line Budget, Accounting, and Payroll Documentation 

– Centralized Training Documents and Procedures Accessible by All Staff 

• Expanded Telecommute opportunities for attorneys and support staff 


We will contribute to Safe and Healthy Communities by pursuing the following objectives: 

o Punishment of all violent crime against children, including sexual assaults 

o Punishment of all violent crime against others, including sexual assaults (this 

category includes Vehicular Homicide, Vehicular Assault and multiple DUI offenders) 

o Punishment of juvenile offenders 

o Punishment of hate/bias crime 

o Punishment of adult drug offenses 

o Punishment of alcohol-related traffic offenses 

o Punishment of offenses involving animal abuse 

o Punishment of economic crime (priority proportional to adverse economic impact: 

the greater the impact--whether on an individual, individuals or business interests, the 

greater our devotion of resources to seeking sanction; 

o Confiscation of the fruits of drug crime 

o Punishment of non-alcohol major traffic offenses 

o Restitution for victims of violent crime 

o Restitution for victims of economic crime 

o Prosecution of Traffic Infractions 

o Prevention: Violent Offenses including Sex Offenses; Juvenile Offenses; 

Drug/Alcohol Offenses 

We will contribute to Safe and Healthy Communities by maintaining personnel and resources devoted 

to appropriate, aggressive and efficient criminal prosecution with particular emphasis on our specialized 

units of Special Assault and Drug 

We will contribute to Safe and Healthy Communities by maintaining personnel and resources devoted 

to appropriate, aggressive, and efficient establishment and enforcement of child support obligations. 

64


We will contribute to Inclusive Government and Effective and Efficient County Services by : 

• Assisting and advocating the rights of victims by partnering with community organizations such as 

Mothers Against Drunk Drivers (MADD), the YWCA, The Sexual Assault Center, the Crime 

Victims Assistance Center and Families and Friends of Violent Crime Victims 

• Responding efficiently to citizen inquiry whether in person, by telephone or through our website 

• Publishing an annual report of our operations (Criminal and Civil) 

We will contribute to the Protection of Natural Resources and Systems and Thriving Local Economy 

by advising the Board of County Commissioners and staff. 


2006 2007 2008 

Number of Criminal Referrals 15,237 Report will be available 

in mid-2007. 

Refer to 

(www.kitsapgov.com/p 

ros/). 

We project our 

numbers to remain 

relatively stable for 

2008. 

District & Municipal 8,456 

Felony Division 4,447 

Juvenile Division 2,234 

Number of Criminal Dispositions 10,831 

District & Municipal 6,481 

Felony Division 2,626 

Juvenile Division 1,724 

Number of Victims Served 

All Criminal Divisions 8,022 

Number of Criminal Hearings 

Attended 

Superior Court 24,126 

District and Municipal 54,309 

Number of Civil Division Referrals 

Work Requests 650 

Contract Reviews 758 

New Litigation 123 

Active Litigation 144 

Number of Child Support and 

Paternity Referrals 

Paternity 645 

Contempt 223 

Modification 207 

Dissolution/Miscellaneous 122 

65

Expenditures: 

2005 

Actual 


2006 

Actual 

2007 





Salaries $4,940,195 $5,069,158 $5,517,000 $5,573,651 

Benefits 1,256,685 1,429,490 1,673,637 1,752,179 

Supplies 150,089 106,330 124,743 186,551 





TOTAL $6,891,084 $7,206,552 $8,119,407 $8,271,949 


Legal 

Child 

Support Civil Total 

Salaries $3,641,458 $829,374 $1,102,819 $5,573,651 

Benefits 1,151,525 274,199 326,455 1,752,179 

Supplies 150,872 14,900 20,779 186,551 





TOTAL $5,416,254 $1,307,556 $1,548,139 $8,271,949 



2005 2006 2007 2008 

Funded 84.0 84.0 88.5 85.5 


66




Manager, Prosecutor Administrative Services (1) 

Administrative Service Specialist (1) 

Office Supervisor III (1) 

Legal Assistant (12) 

Receptionist (1) 

Records Specialist (5) 

Victim Witness Coordinator (1) 

Office Supervisor II - Child Support (1) 



Office Assistant (1) 

Department IS Coordinator (1) 

Office Assistant (.50) 

Office Supervisor I - Civil (1) 



Chief Chief Chief Chief 

Case Management Division Felony Division District/Municipal Division Juvenile Division 

Chief 

Civil Division 

Senior Deputy (5) Senior Deputy (1) Senior Deputy (1) Senior Deputy (5) 

Deputy Prosecutor (12) Deputy Prosecutor (5) Deputy Prosecutor (1.50) Deputy Prosecutor (3) 

Investigators (2.5) 

Child Support Division 

Senior Deputy (1) 

Deputy Prosecutor (3) 

Investigators (.50) 

67

68 

Law & Justice 

Juvenile 

Purpose: 

The Juvenile Department is committed to providing innovative, comprehensive, and effective services to 

youth, families, and the community within a quality environment, by professional, caring staff. Key 

services provided by the Juvenile Department: 

• Maintaining the balance between community protection, treatment and accountability for youth 

arrested for criminal activity. 

• Provide diversion services to first-time juvenile offenders who are held accountable for their 

criminal behavior. 

• Monitoring court-ordered compliance of youth on community supervision. 

• We have a Drug Court, Treatment Court, and a new Chemical Dependency Treatment Program 

that addresses both prevention and intervention services for chemical dependency and mental 

health needs of our youth. 

• Evaluation and assessment of youth to determine risk to re-offend and appropriate 

services/treatment to support the goal of keeping youth at home, in school, and out of the legal 

system. 

• Services for truants, at-risk youth, abused and neglected children, as well as Guardian ad 

litem/investigative services in domestic relations matters. 

• We operate both a 24/7 Juvenile Detention Facility and a secure Crisis Residential Center, which 

service the needs and sanctions of criminal offenders and status offenders alike. 

• We provide a transition school, Kitsap Alternative Transition School (“KATS”) that is available to 

youth on probation who have been long-term suspended or expelled, with a mentoring 

component provided through a Community Mobilization Grant. 


• Kitsap Adolescent Recovery Services (KARS) was officially approved as a DASA-certified 

outpatient chemical dependency treatment program. 

• 95% of the youth served by our Truancy Intervention program returned to school or another 

school program. 

• Recruited twenty-six (26) Court Appointed Special Advocate volunteers. 

• Legislature authorized increased spending for CASA Programs. Kitsap County share is in excess 

of $226,864 over a two year period, which translates to one and a half (1.5) FTE positions and 

expansion costs. 

• Kitsap County came into compliance with National CASA Standards for Member Programs. 

• Non-Offender Unit Supervisor invited to participate on the National CASA Quality Assurance 

Board. 

• In partnership with the Department of Ecology, performed quarterly litter control on a 22- mile 

stretch of Highway 3. 

• The Alternatives to Detention Program saved $232,256 during the last biennium in Secure Bed 

Day costs. 


• We will contribute to Safe and Healthy Communities and Effective and Efficient County 

Services by providing enhanced services to the community by reducing the caseloads of the 

Court Services Officers supervising moderate to high-risk offenders. 


Services by providing enhanced services to the community by reducing the caseloads of the 

Court Services Officers working with dependent children. 


Services through enhanced services to the community by increasing the number of youth served 

by a Truancy Interventionist. 


Services by providing programs that are effective in reducing felony recidivism and cost efficient 

to taxpayers.

Juvenile 


Services by continuing to support the Kitsap County Transitional School (KATS) as a means of 

keeping youth in school and off the streets during school hours. Assigning a youth to the KATS 

program reduces the use of secure detention beds for probation violations caused by failure to 

attend school. 


Services by partnering with schools, Law Enforcement agencies, and the Prosecutor’s Office to 

interdict and prevent, by way of education and intervention, behaviors that might lead to gang 

violence in our community. 

• We will contribute to Safe and Health Communities and Effective and Efficient County 

Services by expanding the Kitsap Adolescent Recovery Services (K.A.R.S.) drug and alcohol 

program within the department, which will increase access to services, and by partnering with 

Olympic College for recruitment and placement of chemical dependency interns. K.A.R.S. will 

also implement MATRIX, an evidence based treatment model in 2008. 

• We will contribute to Inclusive Government by continuing to support and enhance the Juvenile 

Department webpage. 


COURT SERVICES 

Measure 2006 

Actual 

2007 

Final 


Forecast 

Reduce moderate to high-risk 

offender caseloads. 

Reduce non-offender Court 

Service Officer (CSO) caseloads 

by increasing the number of 

Court Appointed Special 

Advocate (CASA) volunteers 

and the number of youth 

assigned to CASA volunteers. 

* In 2006, a CASA Coordinator 

position was created for 

recruitment, training and 

oversight of CASA volunteers. 

In 2007, the CASA Coordinator 

supervised 50 CASAs. The 

other CSOs supervised ten 

CASAs each. 

* In 2008, 1.5 CSOs will be 

dedicated to supervising CASAs 

in the Non-Offender Unit, in 

addition to the CASA 

Coordinator. 

CSO’s Supervising 

Low/Mod/High-Risk 

Caseloads 

Average 

Low/Mod/High-Risk 

Caseload 

Low-Risk 

Caseload 

Non-Offender 

Court Services 

Officers 

Non-Offender 

Volunteers 

(CASAs) 

CASAs per Non- 

Offender 

10 

Offender Court 

Services Officers 

46 

Youth Per 

Caseload/Year 

Incorporated into 

mod/high-risk 

caseloads 

6 

Non-Offender 


Officers 

70 

CASA 

Volunteers/Year 

*8 

CASAs Per 

CSO/Year 

CSO 

Youth per CASA 1.93 

Youth Per 

CASA/Year 

Number of Youth 

Served by CASAs 

Average Non- 

Offender Caseload 

135 

Youth Served 

by CASAs 

68 

Cases Per 

CSO/Year 

10 



44 

Youth Per 

Caseload/Year 


mod/high-risk 

caseloads 

6 

Non-Offender 


Officers 

80 

CASA 


*10 

CASAs Per 

CSO/Year 

2.0 

Youth Per 

CASA/Year 

163 

Youth Served 

by CASAs 

65 

Cases Per 

CSO/Year 

10 



40 

Youth Per 

Caseload/Year 


mod/high-risk 

caseloads 

8 

Non-Offender 


Officers 

100 

CASA 


*33 

CASAs Per 

CSO/Year 

2.5 

Youth Per 

CASA/Year 

250 

Youth Served 

by CASAs 

50 

Cases Per 

CSO/Year 

Increase the number of youth 

served by a Truancy 

Interventionist. 

Truancy 

Interventionists 

1 

Truancy 

Interventionist 

1 

Truancy 


1 

Truancy 


69

COURT SERVICES 

Measure 2006 

Actual 

2007 

Final 

Juvenile 


Forecast 

Cost of Truancy Intervention is 

based on FTE cost for Truancy 

Interventionist. 

Youth served by 

Interventionist per 

year 

Youth returned to 

School Program 

Youth Who 

Committed Offense 

Prior to Intervention 

Youth Who 


During Intervention 

Youth Who 


After Intervention 

94 



per year 

88 (94%) 

Returned to 

School 

48 

Youth with Prior 

Offense History 

31 

Youth Offended 

During 

Intervention 

0 


After the 

Intervention 

131 



per year 

125 (95%) 

Returned to 

School 

28 



22 


During 

Intervention 

3 


After the 

Intervention 

120 



per year 

114 (95%) 

Returned to 

School 

40 



20 


During 

Intervention 

0 


After the 

Intervention 

Cost of Truancy 

Intervention $54,670 $59,551 $63,392 

Cost per Youth for 

Intervention 

$582 $455 $528 

Services 

70

Juvenile 

ALTERNATIVES TO 

DETENTION 

Expand Alternatives to 

Detention (ATD) program by 

increasing the number of 

youthful participants; and 

increasing the amount of 

secure bed days saved. 

Calculations are based on a 

bed day rate of $173 (budget 

divided by total beds days 

available). 

*ATD costs include 2 FTE 

(salary/benefit), Electronic 

Monitoring charges and Work 

Crew supplies and 

equipment. Third FTE primary 

duties are warrant service and 

KATS transportation duties 

and therefore that FTE is not 

included in cost and savings 

calculation. 

Measure 2006 

Actual 

2007 

Final 

Number of youth 

placed on ATD 339 336 340 

Number of 

Community 

Service Projects 

performed 

Number of hours 

of Community 

Service work 

performed 


placed on Work 

Crew 


Forecast 

120 122 120 

5,075 4,778 4,813 

294 295 295 

Work Crew Days 

Completed 761 735 740 


placed on 

Electronic 

Monitoring 

Electronic 

Monitoring Days 

Completed 

45 41 45 

725 667 675 

Bed Days Saved 1,486 1,402 1,450 

Cost to county if 

bed days served 

in lieu of ATD 

$248,162 $242,546 $250,850 

Cost of ATD 

Program (2 FTE) $119,804 $138,648 $143,043 

Savings to 

County $128,358 $103,898 $107,807 

Expenditures: 

2005 

Actual 


2006 

Actual 

2007 




Salaries $4,238,982 $4,231,025 $4,589,336 $4,736,506 

Benefits 1,248,791 1,336,616 1,591,631 1,718,913 

Supplies 218,202 152,028 183,611 158,875 

Services & Charges 684,893 993,635 1,020,302 939,104 

Intergovernmental 142,180 211,223 241,632 253,626 



TOTAL $6,782,192 $7,178,006 $7,868,843 $8,064,639 

71


Administration 

Detention 

Court 

Services 

Juvenile 

Special 

Supervision 

Salaries $384,741 $2,030,588 $1,696,470 $30,973 

Benefits 120,667 775,844 563,070 7,181 

Supplies 19,345 96,370 12,894 188 


Intergovernmental 0 253,626 0 0 



TOTAL $795,207 $3,489,002 $2,762,163 $74,933 

Diversion/ 

Prevention 

Crisis 

Residential 

Drug & Alcohol 

Treatment 

Total 

Salaries $55,685 $366,789 $171,260 $4,736,506 

Benefits 17,891 156,605 77,655 1,718,913 

Supplies 2,025 17,755 10,298 158,875 


Intergovernmental 0 0 0 253,626 


Interfund Services 4,799 18,752 0 257,615 

TOTAL $88,222 $575,899 $279,213 $8,064,639 



2005 2006 2007 2008 

Funded 89.5 89.5 90.0 93.0 


72

Juvenile 



Judges 

Director of Services 

Detention 

Services Manager 

Detention 

Supervisors (4) 

Detention Officers 

(29) Extra Help 

Food Services 


Food Services 

W orker II (2) 

Extra Help 

Alternative to 

Detention 

Program 

Specialist (1) 

Case Monitor (1) 

S-CRC 

Coordinator (1) 

S-CRC 

Counselors (8.2) 


Manager 

Offender Supervisor 

(1) 

Probation Officers 

(14.5) 

Truancy 

Interventionist (1) 

Diversion Program 


(1) 

Non-Offender 



Officers (5) 

Truancy 

Interventionist (1) 

Office Assistant II 

(1) 

Family Court 

Services Extra Help 

Investigator 



Volunteer Program 

Volunteers (310) 

Court Scheduler (1) 

Fiscal Technician II 

(2) 

Office Assistant III 

(2.5) 

73

Revenues: 

Law & Justice 

Jail & Juvenile Sales Tax Fund 

2005 

Actual 

Operating Budget 

2006 

Actual 

2007 





Taxes $3,314,652 $3,602,288 3,604,489 3,769,610 





TOTAL $3,391,549 $3,689,265 $6,092,645 $5,931,134 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $0 $0 $0 $0 

Benefits 0 0 0 0 

Supplies 0 0 13,899 0 

Services & Charges 595 0 0 0 




Program Total $595 $0 $50,899 $0 

Other Uses 3,525,511 3,973,036 4,037,936 4,142,999 


Ending Fund Balance 2,003,810 1,788,135 



74

Law & Justice – Other Funds 

Additional appropriations for the Law and Justice Program are included in the 2008 budget under the 

funds listed below. 

2005 

Actual 

2006 

Actual 

2007 




General Fund Departments 

Coroner 771,356 867,281 950,301 911,376 

Court Security 244,384 253,175 294,548 309,223 

General Fund Support from 

General Administration & 

Operations 

Central Communications 1,134,206 1,059,206 847,365 677,892 

Special Revenue Funds 

Law Library Fund 64,177 71,922 83,871 87,039 

WESTNET Fund 457,940 601,166 796,844 839,985 

Boating Safety Fund 42,138 191,560 69,412 73,150 

Expert Witness Fund 9,025 89,427 25,000 25,000 

Prisoner’s Commissary 148,842 165,485 257,676 211,614 

Special Investigation Unit (SIU) 93,783 135,473 317,884 312,799 

Drug Forfeiture Enforcement 0 1,521 13,945 17,000 

Antiprofiteering 31,958 4,929 7,500 7,500 

Trial Court Improvement 0 36,413 44,000 107,200 

Family Court Services 19,133 23,254 18,391 19,250 

Civil Service 1,244 3,290 4,665 33,490 

Kitsap S.A.I.V.S. 0 0 9,182 10,700 

Youth Services 0 0 11,716 5,000 

Crime Prevention 36,569 39,587 52,900 53,400 

Total $3,054,755 $3,543,689 $3,805,200 $3,701,618 

75




2005 2006 2007 2008 

WESTNET 1.0 1.0 1.0 2.0 

Prisoner’s Commissary 0 0 0.5 0.5 

Special Investigation 

(SIU) 

1.0 1.0 1.0 0.0 

Funded 2.0 2.0 2.5 2.5 


76


Coroner 

Purpose: 

Provide Medicolegal death investigation services for all deaths that occur within Kitsap County. 

• Assist grieving family members and friends in coping with their loss. 

• Perform autopsies and comprehensive medical investigations when necessary. 

• Provide training and preventive education to other agencies and the public. 


• Received funding and had plans drawn up for a new Coroner’s Office/ Morgue to be built at 

the Kitsap County Readiness Center in 2008. 

• Investigated a record number of deaths in Kitsap County (nearly 1900). 

• Participated in several High School Mock Crashes in Kitsap County. 

• Spoke to several groups such as the U.S. Navy, High School classes and civic organizations 

about how to prevent premature death. 

2008 Goals and objectives: 

• Construction of the new Coroner’s Office/Morgue at the Kitsap County Readiness Center which 

will promote Effective and Efficient County Services. 

• We will promote Safe and Healthy Communities by continuing to present talks to the military 

and public on how to prevent premature death. 

• We will promote Inclusive Government and Safe and Healthy Communities by providing 

support to families when death has occurred to their loved one. 

• We will promote Safe and Healthy Communities and Effective and Efficient County Services 

by providing state of the art death investigation by keeping up with current training of all coroner 

personnel. 

Performance Measurements: 

Measure 

2006 

Actual 

2007 

Actual 


Forecast 

Cost per death investigation $495 $501 $480 

Expenditures: 

2005 

Actual 


2006 

Actual 

2007 




Salaries $368,261 $421,195 $453,422 $444,647 

Benefits 108,357 131,624 144,372 149,476 

Supplies 17,904 18,383 13,060 12,277 





TOTAL $771,356 $867,281 $950,301 $911,376 

77

Coroner 


Coroner Autopsy Total 

Salaries $444,647 $0 $444,647 

Benefits 149,476 0 149,476 

Supplies 5,697 6,580 12,277 





TOTAL $715,407 $195,969 $911,376 



2005 2006 2007 2008 

Funded 7.0 7.0 7.5 7.25 

Unfunded 0 0 0 .25 


Coroner 

Chief 

Deputy 

Coroner 

Deputy Coroner 

(5) 

Fiscal Technician 1 

(0.5) 

78


Court Security 

Revenues: 

2005 

Actual 


2006 

Actual 

2007 




Beginning Fund Balance $0 $0 

Taxes $0 $0 0 0 

Intergovernmental 0 0 38,570 54,243 


Miscellaneous 0 0 0 0 


TOTAL $0 $0 $38,570 $54,243 

Expenditures: 

2005 

2006 

2007 


Actual 

Actual 



Salaries $166,677 $170,289 $198,341 $208,825 

Benefits 67,448 64,108 77,760 82,622 

Supplies 4,585 11,939 7,295 6,858 





Total $244,384 $253,175 $294,548 $309,223 



2005 2006 2007 2008 

Funded 5.0 5.0 6.0 6.0 


79

General Government Program 

$7,000,000 

$6,000,000 

Community 

Scvs. 

12.5% 

Public Works 

35.2% 

$5,000,000 

General 


7.7% 

$4,000,000 

Health & 

Human Scvs 

16.8% 

Law & Justice 

27.8% 

$3,000,000 

$2,000,000 

$1,000,000 

$0 

Facilities County Admin. 

GA&O Auditor Assessor Maintenance Commision. Personnel Services Others Total 

Salaries $ 599,461 $ 1,908,540 $ 1,540,026 $ 1,221,603 $ 714,611 $ 738,303 $ 622,446 $ 725,289 $ 8,070,279 

Benefits 276,155 638,467 576,940 531,005 219,678 215,171 199,809 235,034 2,892,259 

Supplies 69,466 563,200 37,702 167,000 10,494 22,821 8,776 92,358 971,817 

Services 2,443,233 377,926 69,764 242,600 36,648 91,439 29,774 634,209 3,925,593 

Intergovernmental 3,300 - - - - - 4,000 - 7,300 

Capital Outlay 615,000 - - 65,000 - - - 366,200 1,046,200 

Debt Service 25,000 - - - - - - - 25,000 

Interfund Payments 2,068,813 138,274 203,258 24,475 143,632 52,877 62,028 82,353 2,775,710 

Program Total $ 6,100,428 $ 3,626,407 $ 2,427,690 $ 2,251,683 $ 1,125,063 $ 1,120,611 $ 926,833 $ 2,135,443 $ 19,714,158 

Other Uses $ 135,159 $ 135,159 

Total Budget $ 6,100,428 $ 3,626,407 $ 2,427,690 $ 2,251,683 $ 1,125,063 $ 1,120,611 $ 926,833 $ 2,270,602 $ 19,849,317 

80



General Administration & Operations 

The General Administration and Operations budget, administered by the Department of Administrative 

Services, is the budget that is used to pay expenses that are not identifiable with specific departments, 

such as election costs, public defense, association memberships, new technology, utilities, contributions 

to non-profit organizations and other local agencies. 

Revenues: 

2005 

Actual 


2006 

Actual 

2007 





Taxes $46,579,530 $48,851,049 50,469,925 53,520,879 


Charges for Services 1,656,545 1,588,633 1,923,854 2,067,538 


Other Sources 0 0 0 200,000 

TOTAL $50,202,319 $52,397,821 $61,926,955 $65,489,473 

Expenditures: 

2005 

Actual 

81 

2006 

Actual 

2007 




Salaries $28,479 $31,530 $232,542 $599,461 

Benefits 27,606 111,745 146,472 276,155 

Supplies 55,702 163,417 216,900 69,466 


Intergovernmental 1,558,281 44,099 0 3,300 


Debt Service 0 0 25,000 25,000 


Program Total $6,213,090 $6,466,200 $5,188,101 $6,140,428 

Other Uses 1,514,288 87,634 0 0 




+ Ending Fund Balance $7,727,378 $6,553,834 $7,439,882 $13,140,428




2005 2006 2007 2008 

Funded 0.5 0.5 2.5 1.6 


82


Auditor 

Purpose: 

The County Auditor serves as Ex Officio Supervisor of Elections, Registrar of Voters, Chief Financial 

Officer, Motor Vehicle Licensing Agent and Recorder for the County. 

We are committed to excellence in delivering public services and acting in the public’s best interest. We 

strive to ensure that these responsibilities are performed in a professional, forthright and fair manner 

which instills confidence in the services provided, as follows: 

Elections and Voter Registration: 

• Administer all Federal, State, County, municipal and special purpose district elections held in 

Kitsap County by: 

• Implementing Federal and State redistricting requirements; 

• Maintaining political and special purpose taxing district boundaries; 

• Verifying signatures on initiatives, referendums and petitions; 

• Maintaining voter registration records, history and election database; 

• Implementing numerous new federal and state elections law; 

• Accepting candidate filings and ballot issues; 

• Programming, preparing and printing paper, electronic and audio ballots; 

• Election preparation, maintenance and distribution of election equipment and supplies; 

• Election board worker recruitment, training and assignment; 

• Processing ballot requests, assembling and mailing ballots; 

• Voted ballot validation and reconciliation; 

• Tabulation of ballots and certification of results; 

• Conduct County voter outreach programs; 

• Publish local voter’s pamphlet and other required publications for the County; and 

• Maintain County’s electronic historical record of past elections. 

Financial Services: 

• Manage the central accounting system to which all County departments and agencies report 

financial transactions; 

• Manage all disbursements, financial accounting and reporting, grant accounting, payroll and 

fixed asset management for the County; 

• Report the County’s financial transactions to the State Auditor as its ex officio deputy state 

auditor; and 

• Prepare and publish the County’s Comprehensive Annual Financial Report. 

Licensing: 

• Act as the County’s agent for Washington State Department of Licensing; 

• Issue vehicle and vessel license tabs, special issue license plates, disabled parking permits 

and processes title transfer applications; 

• Oversee four licensing sub-agencies; 

• Collect and report gambling taxes for the County; and 

• Issue domestic animal licenses for unincorporated areas of Kitsap County. 

Recording: 

• Maintain and index official public records transacted in Kitsap County which are: 

Land transactions including deeds, grants and transfers of real property; 

Mortgage and releases of mortgages of real estate; 

Veterans discharge documents; 

Instruments or agreements relating to community or separate property; 

Powers of attorney to convey real estate and leases which have been acknowledged or 

approved; and 

All other such public documents; 

• Preserve and provide public access to County’s historical documents dating back to 1857, all 

official county records and the official minutes of all County Commissioner meetings; and 

• Issue and maintain all marriage licenses and various local business licenses for the County. 

83

Auditor 


Elections: 

• Implemented 344 changes to state and federal election laws; 

• Implemented 53 software upgrades to 9 software systems used in the Division; 

• Conducted five elections processing 466,555 ballots; 

• Designed and programmed 718 ballot styles to include precise placement of jurisdictional and 

candidate races for paper, electronic and audio ballots; 

• Completed design and layout in printed and Internet formats of 9 publications such as Local 

Voters’ Pamphlets, Canvassing Board Administrative Rules and Manuals; 

• Implemented Mobile Voting to comply with federal mandates to provide voting access to voters 

with disabilities 

• Updated and verified changes to 128,750 voter records; 

• Mailed required voter notifications to 81,661 voters; 

• Amended and maintained the official GIS boundaries for all political and junior taxing districts in 

Kitsap County; and 

• Modified 6,941 mailing and residential addresses in the Elections databases; 


• Prepared and published the Comprehensive Annual Financial Report; 

• Reviewed 89,894 vouchers and issued 54,777 disbursements for a total of $179 million on behalf 

of the Board of County Commissioners and special purpose districts to ensure compliance with 

state laws, County/special purpose district ordinances and policies; 

• Audited and issued 53,769 payroll warrants/employee payroll direct deposit transactions on 

behalf of County government/special purpose districts to ensure compliance with state laws and 

payroll taxes and also with 30 union and individual contracts, totaling $102 million; 

• Administered 185 County grants totaling $32 million; 

• Established use of Internet services for improved public access to County financial 

information; and 

• Acted in advisory capacity for all County departments and special purpose districts to ensure 

compliance with State and Federal accounting laws. 

Licensing: 

• Administered and collected 306,190 vehicle transactions and 13,931 vessel transactions totaling 

$1million in revenue to the County; 

• Processed all vehicle and vessel transactions within ten - fifteen business days; 

• Achieved production levels such that staff transaction processing volume is at the top level of five 

other similar counties surveyed; 

• Collected and reported gambling taxes of $353,248 in revenue for the County; 

• Administered 21,496pet licenses for unincorporated Kitsap County totaling $112,491 in revenue 

for the County; 

• Processed vehicle on-line renewals by in-office processing and delivery of transaction fees; and 

• Successfully oversaw four sub-agencies ensuring compliance with Washington State Department 

of Licensing regulations by conducting quarterly on-site audit reviews to each establishment. 

Recording: 

• Recorded 81,701 documents generating $789,885 revenue to the County with a total of 385,721 

document pages imaged – an overall average of 5 pages per document; 

• Collected and administered $346,095 in surcharge fees for preservation of County records; 

• Issued 1,709 marriage licenses that provided $25,800 to family support services, $14,621 to 

family court services, $17,200 to displaced homemakers, $8,600 to child abuse services and 

$13,856 in revenue to the County; 

• Provided 41,026 title searches and certified copies generating $37,426 revenue to the County; 

• Collected $394,553 in revenue for Housing Affordability Grants and $565,740 for Ending 

Homelessness Grants; 

• Provided images of public records on the County’s web site for public access; 

• Achieved same day entry of document on the business day they were presented for public 

access; and 

• Provided verified document and index information within three business days. 

84

85 

Auditor 

2008 Goals and Objectives: 

Elections: 

• We will contribute to Effective and Efficient County Services by working cooperatively with the 

State Legislature, the Office of Secretary of State and Auditor’s Association to implement the 

National Election Reform Legislation which will include, but not be limited to the following: 

Implement processes to facilitate online voter registration applications; 

Interface County and Statewide voter registration systems and election results reporting; 

New standards for first time voters; 

New and expanded voter education programs; and 

Provide training for all personnel related to elections, including ballot processors, political 

party observers and election officials. 

• We will contribute to Inclusive Government by: 

Conducting 2008-2009 elections; 

Maintaining all political and special purpose taxing district boundaries; 

Ensuring free and fair elections for each citizen of the County; 

Encouraging citizen and political party involvement in observation of the election process; 

Implementing new federal and state laws. 


• We will contribute to Effective and Efficient County Services by: 

Providing timely and accurate fiscal and debt information; 

Evaluating financial alternatives; and 

Providing financial support functions, such as courteous and timely completion of 

payments and reports. 

• We will provide Inclusive Government by: 

Developing and enhancing financial systems that improve accountability; 

Clearly tracking costs; and 

Presenting the information in a clear format to the public, elected officials and department 

heads. 

Licensing: 

• We will contribute to Effective and Efficient County Services by: 

Ensuring convenience and local access to vehicle and vessel licensing services; 

Enhancing service delivery methods including expanded use of the Internet; and 

Providing prompt and courteous service to the public. 

• We will provide Effective and Efficient County Services by improving compliance with tax and 

fee collection through networking and oversight activities with licensing sub-agencies, Humane 

Society agency, admission tax vendors and gambling establishments. 

Recording: 

• We will provide Inclusive Government by increasing secure efficient retrieval and public 

accessibility to land title records, historic county records and other records of archival 

significance. 

• We will provide Effective and Efficient County Services by timely recording and returning 

documents to the public along with implementing electronic recording of documents through an 

internet subscription model 


2005 

Actual 

2006 

Actual 

2007 

Actual 


Forecast 

Measurement 

Election Administration Service 

Total no. of ballots processed 365,916 404,625 466,555 500,000 

Total no. of staff 3.5 3.5 3.5 4 

Total no. of ballots processed per staff 104,547 115,607 133,301 125,000 

NOTE: State laws now require additional tracking, auditing, validation and reconciliation of ballots 

Voter Registration Service 

Total no. of voters registered 147,796 149,089 147,661 157,000 

Total no. of staff 3.5 3.5 3.5 4 

Registered voters managed per staff 42,227 42,597 42,189 39,250 

NOTE: State laws now require additional steps to validate and process voter registration records

Auditor 

Financial Services 

Total no. of funds monitored 212 212 212 215 

Total dollar amount of Fixed Assets $777 M. $808 M. $815 M. $825 M. 

Total no. of financial services staff 4 4 4 4 

Accounts Payable Service 

Total no. of vouchers audited 87,909 89,894 86,811 89,000 

Total no .of warrants issued 54,985 54,777 54,565 55,000 

Total dollar amount for warrants issued $173 M. $179 M. $180 M. $181 M. 

Total no. of accounts payable staff 3 3 3 3 

Vouchers/contracts audited per staff 39,070 39,951 38,583 39,555 

Payroll Service 

Total no. of employees served 2,762 2,788 2,563 2,570 

Total no. of payroll warrants/deposits 52,506 53,769 51,876 51,750 

Total dollar amount of warrants issued $98 M. $102 M. $106 M. $108 M. 

Total no. of payroll staff 3 3 3 3 

Warrants issued per staff 17,502 17,923 17,292 17,190 

Total no. of retirement plans monitored 5 6 7 7 

Licensing Service 

Total no. of transactions 183,631 192,632 189,301 189,520 

Total no. of staff 5 5 5 4 

Transactions per staff 35,480 36,726 37,860 47,380 

Revenue over operational costs $1.4 M. $1.4 M. $1.2 M. $1.2 M 

NOTE: State law now requires address verification to process each vehicle transactions 

Recording Service 

Total no. of document transactions 99,700 93,087 81,701 80,950 

Total no. of staff 7.25 7.25 7.25 6.25 

Transactions per staff 13,752 12,839 11,269 12,952 

Total no. of images scanned 467,367 485,078 385,721 379,055 

Total no. of staff 7.25 7.25 7.25 6.25 

Total no. of images scanned per staff 64,464 66,907 53,202 60,648 

Revenue over operational costs $.69 M. $.65 M. $.52 M. .51 M. 

Transactions which occurred at the Kitsap County Auditor’s Office, not at the sub-agencies. 

Expenditures: 

2005 

Actual 


2006 

Actual 

2007 




Salaries $1,817,215 $1,868,616 $1,946,234 $1,908,540 

Benefits 495,859 539,693 646,969 638,467 

Supplies 527,250 513,757 576,159 563,200 





Other Uses 0 0 0 0 

TOTAL $3,299,834 $3,535,163 $3,678,237 $3,626,407 

86


Administration Elections Registration 

Auditor 

Elections 

General Office 

Salaries $256,917 $303,913 $206,507 $0 

Benefits 63,846 83,888 76,277 0 

Supplies 4,306 504,000 7,000 5,127 



Interfund Services 12,593 27,441 11,764 0 

TOTAL $347,830 $1,154,718 $354,731 $6,140 

Financial 

Services 

Licensing 

Recording 

Auditor 

Total 

Salaries $764,997 $176,170 $200,036 $1,908,540 

Benefits 255,494 75,580 83,382 638,467 

Supplies 21,235 8,076 13,456 563,200 




TOTAL $1,136,397 $297,481 $329,110 $3,626,407 



2005 2006 2007 2008 

Funded 34.0 34.0 36.0 32.0 


87

Auditor 


COUNTY AUDITOR 

Chief Deputy Auditor 

Financial Services Manager 

Elections Manager 

Administrative Services Manager 

Accounting / Finance Manager II 

Auditor / Public Works 

Licensing Manager 

Recording Manager 

Regulatory Services 

Accounting / Finance Manager I 

Auditor / Public Works 

Elections Asst. Manager 

Board Workers 

Elections Analyst II 

Elections Analyst I 

Licensing Asst. Manager 

Recording Asst. Manager 

Admissions Tax 

Processing Legal Service 

County Contracts/Leases 

Accounting Assistant II (3) 

Public Works 

Election Supply Voting Equipment Technicians 

Licensing Specialist III 

Recording Specialist (4) 

Accountant I 

Auditor / ERR Fund 



Accountant I 

Auditor / Solid Waste 

Election Specialist II (2) 


Recording Clerk .75 FTE 

Financial Services Coordinator 

Recording Clerk .50 FTE 

Accountant I 

Accountant Clerk I 

Payroll Services Supervisor 

Payroll Technician (2) 

Accounts Payable Supervisor 

Account Clerk II (2) 

88


Assessor 

Purpose: 

The Assessor is required by law to distribute the property tax burden within Kitsap County. This is done 

by equitably valuing property, setting individual taxing district levies based on those values, administering 

tax relief (exemption) programs, and maintaining all assessment records. The above services shall be 

provided in a courteous efficient and understandable manner. 


• Revalued all properties in Kitsap County. 

• Physically inspected all residential and commercial properties in the extreme north end and the 

southwest end of Kitsap County 

• Added all newly built commercial and residential improvements and all remodels to the tax roll. 

• Processed all received personal property listings and made estimates on all accounts where 

listings were not received. 

• Added all new subdivisions to the tax roll and processed all requested boundary line adjustments, 

splits and merges. 

• Audited 25% of all senior/disabled exemptions while adding and deleting accounts as appropriate 

and/or requested. Adjusted 783 exemption accounts due to new law allowing for more than one 

acre in many cases. 

• Responded to all Board of Equalization, Board of Tax Appeals and Superior Court appeal 

petitions and hearings. 

• Processed 106 removals from “current use”. 

• Provided public access to all records associated with the assessment process. 

• Altered appraisal neighborhoods and valuation models to recognize new and expanded urban 

growth areas. 

• Processed 382 destroyed property claims following the December 3 rd storm. 


We will contribute to Effective and Efficient County Services by: 

• Do first 8 items above as done in 2006/2007 with exception of the physical inspection area (#2) 

shifting to Bainbridge, Suquamish and Indianola. 

• Encourage increased use of our new web-based personal property reporting system to satisfy 

customer demand and achieve greater efficiencies in our operation. Add a feature to send 

notification of value via email. 

• Improve existing processes for sales analysis and model calibration in order to improve all 

measurements of uniformity (e.g. COD). 

• Achieve roll closure in accordance with statutory deadlines. 

• Process approximately 500 new senior/disabled exemptions applications annually. 

• Merge all building only mobile home accounts to the associated real property account, if 

ownership is the same, to a achieve operational efficiency and improved taxpayer understanding. 

• Improve the “new construction” process to make better use of the DCD and city inspection 

information. 

• Alter the way in which “current use” site values are calculated to better represent a market value. 

• Reduce the amount of postage used by converting to e-mail notification where practical and 

allowed. 

• Revalue all county parcels rezoned as part of the 10-year comprehensive plan update. 

• Add a “comparable sales” search capability to our internet website. 

• Achieve a paperless Board of Equalization process. 

• Emailing of personal property listings and value notices. 

89

Assessor 


Assessment Year 

Goal/ 

Standard 

2006 

Actual 

2007 

Actual 


Forecast 

Level of Appraisal * .90 .876 .876 .90 

Coefficient of Dispersion ** 15.0 13.7 11.3 

15.0 

Improved Sales 10.0 11.4 10.2 10.0 

Unimproved Sales 20.0 31.1 25.58 20.0 

Cost per real property parcel

Expenditures: 

2005 

Actual 


2006 

Actual 

2007 


Assessor 



Salaries $1,505,579 $1,496,182 $1,460,240 $1,540,026 

Benefits 452,076 505,052 558,741 576,940 

Supplies 24,686 41,297 77,342 37,702 





TOTAL $2,280,117 $2,342,554 $2,391,808 $2,427,690 



2005 2006 2007 2008 

Funded 33.25 33.25 33.25 30.5 



Assessor 

Jim Avery 

Chief Deputy/Chief Appraiser 

Program Assistant 

.75 

Appraiser II 

BOE 

Appraiser III 

Appraiser III 

Appraiser III 

Commercial Spvsr 

Cadastral Supervisor 

Assessment Manager 

Appraiser II 

Appraiser II 

Appraiser II 

Appraiser II Com 

Program Asst. 

Office Spec I 

Program Spec 

Levies 

Exemption Spec 

Office Asst II 

Appraiser II 

Appraiser II 

Appraiser II 


Office Spec I 


Office Asst II .75 


Vacant 

Appraiser I 

Appraiser I 

Appraiser I 


91


Facilities Maintenance 

Purpose: 

Facilities Maintenance is a division of the Department of Administrative Services. The Division operates 

and maintains Kitsap County buildings and facilities in compliance with all federal, state and local codes 

and laws. 

• Mechanics maintain electrical and plumbing systems; life/safety systems; HVAC and building 

security systems as well as emergency generators 

• Technicians provide carpentry, plumbing, painting roof repairs, remodels, recycling and furniture 

relocation 

• Custodians provide cleaning services for 388,032 square feet 

• Staff respond to emergency situations on a 24/7 basis 


• Completed a successful division of Facilities from Parks & Recreation 

• Completed Phase I of the Courthouse Remodel 

• Remodel of Bullard Building for Prosecutor/Civil 

• Completed various repairs to Parks properties due to vandalism 

• Supported the Kitsap County Fair and Stampede 

• Completed the new Urinalysis Lab at the Recovery Center 

• Remodeled Administrative Offices for Silverdale Sheriff Precinct 

• Relocated Coroner’s Office staff to Given’s Community Center 

• Provided security wall/door for Parks & Recreation office 

• Created a user-friendly task tracking procedure 

• Supported Project Manager in the Public Works weatherization project 

• Replaced: 4 water heaters in various buildings; 2 HVAC units at Recovery Center; 5 electrical 

panels in barns at Fairgrounds; 3 fan motors and added surge protection at Public Works Annex; 

compressor in walk-in cooler at Juvenile Facility. 

• Completed 1 st phase of electrical upgrades at Fairgrounds 

• Assisted in the replacement of boiler at Administration Building 

• Coordinated the replacement of 381 sprinkler heads at Juvenile Facility 

• Added 5 emergency power circuits for lighting and hot water at the Juvenile Facility during power 

outages 

• Provided sprinkler system in the Sheep Barn at the Fairgrounds 

• Completed seven re-wiring projects in the Administration Building 

• Worked with IS in the upgrade of power supply to their Server Room 

• HVAC Unit #3 repaired at Jail 

• Provided 10 electrical upgrades for the Jail 

• Discovered two major water leak problems and assisted with the solution under the 

Administration Building 

• Discovered a major wiring fault in the Jail 


• We will promote Effective and Efficient County Services by continuing to provide an excellent 

level of service in maintaining all Kitsap County facilities while developing strategies for 

improvement and potential cost savings as we face budgeting issues. 

• We will promote Effective and Efficient County Services by developing a long-term building 

and equipment replacement fund with a plan for future funding. 

• We will promote Effective and Efficient County Services by developing a data base providing 

information on County facilities which would include the projected life span and cost of 

replacement of both equipment and buildings as well as information on energy usage. This data 

base would provide the cost of maintaining the facilities by square footage on an annual basis. 

92


Measure 


2008 Forecast 

Total area of custodial services 12.5 FTE 393,423 sq ft 

Average square feet per custodian 

Industry standard 

is 28,000 per FTE 33,152 

Community Service worker hours 

supervised 250 

Square feet maintained by mechanics 8 FTE 735,572 

Number machines/equipment 

maintained by mechanics per FTE 407 

Square feet maintained by technicians 

3 FTE 

(not including Jail) 

555,572 

Number of work requests & trouble 

calls completed 

1,535 

Number of after hours emergency 

calls 

8 Mechanics 80 hours 

State required inspections 

Elevators, alarms, 

Boilers, etc. 250 

HVAC filter changes 2,800 

Expenditures: 

2005 

Actual* 


2006 

Actual* 

2007 

Budget* 



Salaries $0 $0 $576,116 $1,221,603 

Benefits 0 0 263,413 531,005 

Supplies 0 0 25,527 167,000 

Services & Charges 0 0 101,846 242,600 


Capital Outlay 0 0 0 65,000 

Interfund Services 0 0 0 24,475 

TOTAL $0 $0 $966,902 $2,251,683 

* Facilities Maintenance was part of the Parks & Recreation Department until July 2007. 

93




Mechanical 

Services 

Maintenance 

Services 

Custodial 

Services 

Total 

Salaries $113,758 $311,029 $402,285 $394,531 $1,221,603 

Benefits 32,115 128,115 169,178 201,597 531,005 

Supplies 6,000 45,500 45,500 70,000 167,000 

Services & Charges 8,500 115,000 102,000 17,100 242,600 

Capital Outlay 0 0 65,000 0 65,000 

Interfund Services 24,475 0 0 0 24,475 

TOTAL $184,848 $599,644 $783,963 $683,228 $2,251,683 



2005 2006 2007 2008 

Funded 28.5 28.5 27.5 27.0 



Facilities 

Superintendent 

Mechanical Services 

Supervisor 

Building Maintenance 

Supervisor 

Office 

Assistant 2 

Maintenance Mechanic 2 

(7 total, 3 assigned to Jail) 

Maintenance 


Maintenance 

Mechanic 1 

Maintenance 

Assistant 

Maintenance 

Assistant 

Groundskeeper/ 

Maintenance Assistant 

Custodian 

(12.5) 

Maintenance 

Worker 

94

95 


Board of County Commissioners 

& County Administrator 

Purpose: 

The Board of Commissioners is the legislative body of county government. The Board assists citizens, 

addresses constituent concerns and sets policy for all county services. The County Administrator 

facilitates development, evaluation, implementation and monitoring the effectiveness of those policies. 

The Board’s work involves many activities and service areas including: 

• Facilitating citizen involvement with County government; 

• Adopting the annual budget and levying taxes to support the budget; 

• Maintaining County property and developing new facilities; 

• Updating the Countywide land use policy; 

• Adopting and enforcing County safety and sanitary regulations; 

• Overseeing the planning, construction and maintenance of County public works; 

• Coordinating human services programs; 

• Initiating projects and monitoring performance; and 

• Promoting the County's interests in State and regional affairs. 


• Created citizens’ task force to review Parks’ budget & operations and have begun implementation 

of the task force’s recommendations 

• Changed the Board of Commissioners regular hearings from morning times to evening to 

encourage greater citizen attendance and participation; made public meeting documents 

available on County’s website; hosted community meetings on county’s budget 

• Encouraged and approved County administration of the Hood Canal Regional Septic Loan 

Program funded by Washington Department of Ecology Centennial Clean Water Fund grants 

totaling over $3.6 million 

• Approved plans for construction of a new Coroner facility 

• Completed the transition of the South Kitsap Park to County ownership, management and 

improvement 

• Bargained new agreements to achieve zero increase in employee medical expenses 

• Approved subarea plans for Manchester and Keyport, and adopted design standards for 

Silverdale; achieved validation for the Kingston Urban Growth Area 


• Contribute to Safe and Healthy Communities by (1) investing capital funding to develop the 

Central Kitsap Community Campus, the South Kitsap Community Park and the Kingston Village 

Greens; all of these investments will provide facilities to enrich family life by creating safe, 

recreational opportunities for youth in our county and (2) continuing to ensure adequate funding 

of innovative programs, such as the County’s Drug Court program, that are both cost-effective 

and have a demonstrable record in preventing crime; 

• Protect Natural Resources and Systems by (1) updating the County’s Comprehensive Plan 

and completing subarea plans for the Illahee and Hansville communities as well as implementing 

the existing subarea plan for Kingston; (2);actively participating in the Puget Sound Partnership 

to ensure Puget Sound waters are protected; (3) work to secure funding for Chico Creek salmon 

restoration efforts; and (4) find funding solutions through the work of the Wastewater 

Infrastructure Taskforce for sewer and other infrastructure needs that protect our environment. 

• Promote a Thriving Local Economy by (1) design connector roads for the Waaga Way 

extension area and the Silverdale loop ; (2) continuing efforts to improve the permitting process; 

and by (3) coordinating actions with other local governments to select and implement appropriate 

strategies to make affordable broadband internet service more widely available in Kitsap County. 

• Promote Inclusive Government by (1) establishing a Citizen’s Budget Committee to examine 

the County’s revenues, expenditures and mandated costs and to make recommendations for a

Board of Commissioners & County Administrator 

sustainable budget to support the services; (2) completing, in 2008, the bi-annual Citizen 

Satisfaction Survey and implementing program changes to address top priority expectations of 

the public identified by the survey. 

• Continue to enhance the Effectiveness and Efficiency of County Services by providing 

training, development and monitoring Board-approved performance measures for each County 

division and comparing them with benchmarks to ensure attainment of performance goals for 

reducing costs and increasing the value of the County operations. 

• Provide Effective and Efficient County Services by providing oversight to ensure that 

departments within the Board of Commissioners’ jurisdiction accomplish the goals established by 

the Board in their respective program areas. 


1. Average Annual Per Capita 

Cost of General Fund 

Operations 

2. Average Annual Per Capita 

Cost of Road Fund 

Operations 

Measure 

Total General Fund Expenditures 

divided by OFM Estimate of Kitsap 

County Population 

Total Road Fund Expenditures divided 

by OFM Estimate of Kitsap County 

Population 

2007 

Actual 


Forecast 

$0.90 $0.92 

$0.26 $0.25 

Expenditures: 


2005 

2006 

2007 


Actual 

Actual 



Salaries $752,405 $775,547 $967,178 $714,611 

Benefits 183,262 201,940 245,359 219,678 

Supplies 14,715 22,734 11,162 10,494 





TOTAL $1,115,014 $1,169,303 $1,405,109 $1,125,063 



2005 2006 2007 2008 

Funded 11.5 11.5 11.5 10.5 


96

Board of Commissioners & County Administrator 


Citizens 

Commissioners 

District 1, District 2, District 3 

County Administrator 

Management Analyst 

(1.3) 

Administrative Specialist 

(3.0) 


Board of Equalization/LOEFF 1 

Public Information Officer 

(0.5) 

Clerk of the Board 

Special Projects Manager 

97


Personnel & Human Services 

Purpose: 

The Personnel and Human Services Department performs two distinct functions for the County. First, it 

provides personnel, labor relations, and benefits services for 21 County offices and departments 

employing over 1,250 employees. Secondly, it plans and develops human services programs, secures 

funding, and either provides direct services or contracts with local agencies to provide essential services 

impacting the lives of over 20,000 residents each year. The following are the main personnel services 

provided: 

• Administer the County-wide comprehensive human resources programs for employees of Kitsap 

County, including the functions of recruitment and selection, classification and compensation, 

employee benefits administration, training, unemployment compensation, employee relations, 

centralized personnel records’ systems, labor relations, performance appraisal systems, Equal 

Employment Opportunity, and development and implementation of County-wide human resources 

practices and policies. 

• Contract negotiation and administration of 15 separate employees’ bargaining contracts; 

employee/management relations. 


• Six (6) County Offices/Departments were brought online with a new computer-based 

Performance Evaluation System. 

• With Information Services, completed initial in-house development for an online Job Application 

System. 

• Completed two (2) sessions of Supervisors Certification with 39 graduates, representing a 

cumulative completion of 75% of all County Supervisors. 

• Completed 141 recruitments resulting in the hiring of 105 new employees. 

• Completed nine (9) Successor Collective Bargaining Agreements. 

• Completed draft revisions to the Extra Help Policy to ensure compliance with legal requirements. 

• Completed draft revisions to the Kitsap County Drug and Alcohol Policy and Procedures to reflect 

federal regulatory changes. 



• Completing County-wide implementation of new computer-based Performance Evaluation 

System. 

• Completing Workforce Analysis Phase of Succession Planning for Kitsap County Workforce. 

• Implementing the 5.2 upgrade to KRONOS Timekeeping System and complete training and 

implementation with selected departments. 

• Implementing Online Job Application System. 

• Completing realignment of goals and service strategies with customers and stakeholders to 

address 15% reduction of staff in 2008. 

• Completing draft development of 360 Evaluation System for senior level management. 


Maintain the level of employees participating in 

County sponsored training 

Supervisors and Managers participating in 

County sponsored supervisory training 

Measure 

Percentage of 


employees 

participating 

Percentage of 

Supervisors and 

Managers 

participating 

98 

2006 

Actual 

2007 

Actual 


Forecast 

34.96% 55% 45% 

43.69% 33% 25%

Expenditures: 

2005 

Actual 


2006 

Actual 


2007 




Salaries $671,102 $714,146 $725,391 $738,303 

Benefits 161,367 187,567 213,371 215,171 

Supplies 21,296 74,836 24,862 22,821 





TOTAL $940,313 $1,088,903 $1,124,423 $1,120,611 


Personnel 

Labor 

Relations 

Training 

Services 

Total 

Salaries $545,830 $132,965 $59,508 $738,303 

Benefits 159,264 39,995 15,912 215,171 

Supplies 17,841 312 4,668 22,821 

Services & Charges 56,283 936 34,220 91,439 


Interfund Services 45,271 0 7,606 52,877 

TOTAL $824,489 $174,208 $121,914 $1,120,611 



2005 2006 2007 2008 

Funded 16.5 16.5 16.5 14.0 


99



Area Agency Advisory Council 

Commission on Children and Youth 

Council for Human Rights 


Personnel & Human Services Department 

Organizational Chart 

Developmental Disabilities Advisory Board 

Personnel & Human Services Director 

Long-Term Care Ombuds Advisory Council 

Olympic Consortium Board 

Olympic Workforce Development Council 

Peninsula Regional Support Network 

Advisory Board 


Executive Board 

Executive Boards & 

Advisory Groups 

Staffed by the Department 

Labor Relations Manager 

Sheriff's Civil Service Commission 

Substance Abuse Advisory Board 

Veterans Advisory Board 

Operational 

Divisions 

Human Services 

Administrator 

Aging & Long Term Care 

Human Services Manager 

Kitsap Recovery Center 


Personnel 

Senior Program Manager 

FEB 2008 

100

101 


Administrative Services 

Purpose: 

Budget, Administration, Volunteer Services, Project Management: Provides central services and 

support to all other County departments. We help all departments deliver services. Following are the 

main services provided: 

• Manage the budget process and monitor budget status during the year. 

• Manage the County's short and long term debt programs. 

• Manage the Capital Projects for the County 

• Coordinate recruitment, screening, placement and recognition of volunteers. 

• General administrative support and assistance for all County departments. 

• Staff and administer the County Mail Center and Information Desk. 

Purchasing 

Purchasing acquires equipment, services & supplies for the County in accordance with applicable 

regulations with the goal of obtaining the best price, product and quality service for our users. 

Purchasing goals and responsibilities: 

• Implementing best practices to obtain the best value with high moral integrity. 

• Keep abreast of current developments in the field of purchasing, including prices, market 

conditions, and new products. 

• Promote free and open competition for all vendors. 

Records Management 

The Records Management program exists to coordinate the systematic, cost-efficient creation, 

maintenance and accessibility of official county government records while applying applicable laws, 

regulations, retentions and County policies. The program ensures that records and information will 

be available as needed by government officials and member of the public. It also ensures that 

unnecessary, redundant records are not created, that records of continuing value are preserved for 

historical and other research, and that other records are promptly disposed of in accordance with the 

State approved record retention schedules and legal procedures after they are not longer needed. 

• Promote full access to public records, so as to assure continuing public confidence in the 

County governmental processes. 

• Maintain accountability and preserve important historical records while improving business 

practices by implementing electronic access to records. 

• Survey and schedule County records, distribute approved records retention and disposition 

schedules, making site visits and presentations when requested. 

Block Grant (CDBG): Administer Community Development Block Grant and HOME Investment 

Partnership Program funds received from the Department of Housing and Urban Development. 


• Kitsap County received $1,184,840 in Community Development Block Grant funds and 

$1,001,744 in HOME consortium funds, leveraging over $16 million in other federal, state and 

local funds. 

• Managed 75 contracts. 

• Completed the 2002 – 2006 Community Development Block Grant Program 5-year report. 

• Updated Purchasing Ordinance amending current purchase order limits with a cost savings of 

approximately $70,000 

• Begin contract entry into our financial management system. 

• Provided information reports to our financial management users 

• Charge card program and policy approved and implemented. 

• Conducted vendor workshop as an outreach to our local vendors. 

• Updated Department of Administrative Services, Records Management Manual 

• Public disclosure guidelines implemented for all employees. 

• Resolution establishing public disclosure copying rates. 

• Grant training class. 

• Processed 268 volunteer applications and 98 advisory board applications 

• Interviewed and screened 76 potential volunteers


• Oriented 63 new volunteers 

• Referred 50 applicants to County volunteer programs (CASA, SHIBA, Ombudsman etc.) and 

13 to Community agencies 

• Recruited, scheduled and supervised 124 volunteers for the 2007 Kitsap Water Festival 

• Compiled 2006 volunteer statistics and produced the 8 th Annual Report of Volunteer 

Resources. 3672 volunteers provided 189,134 hours of service worth $3,550,059 

• Facilitated yearly board update with Board of County Commissioners and compiled Yearly 

Work Plan/Evaluations from Advisory Groups 

• Partnered with United Way to establish the Kitsap United Way Volunteer Center 

www.volunteerkitsap.org connecting volunteers with opportunities to lend a hand in our 

community 

• Continued to provide National Leadership in the profession as Past President of the National 

Association of Volunteer Programs in Local Government 

2008 Goals & Objectives 

Administration: 

• We will contribute to Protected Natural Resources and Systems by promoting use of 

carpools and vanpools and administer the Commute Trip Reduction program. 

• We will contribute to Effective and Efficient County Services by promoting the Mail Center 

Guide for department use in reducing mailing costs and time. 

Budget: 

• We will contribute to Inclusive Government by producing a Budget Highlights brochure in 

an easy to understand format available to all County residents by April 2008. 

• We will contribute to Inclusive Government by engaging the Citizen’s Budget Committee in 

a continuing effort to effectively manage the budget process, and to ensure that County 

government is focusing efforts on those areas that are most important to the citizens of 

Kitsap County. 

• We will contribute to Inclusive Government and Effective and Efficient County Services 

by producing over 85% percent of the copies of the County’s budget in CD format instead of 

printed documents. 

• We will contribute to Effective and Efficient County Services by securing the lowest 

possible interest rates on County debt issues. 

• We will contribute to Effective and Efficient County Services by updating and adopting 

budget policies and evaluating and improving the budget process. 

• We will contribute to Effective and Efficient County Services by updating the six-year 

General Fund financial plan, develop a six-year financial plan for the Real Estate Excise Tax 

Fund and refine financial modeling. 

Block Grant (CDBG) Division: 

CDBG manages and oversees federal grants to assist in the development of decent housing, a 

suitable living environment, and expanded economic opportunities for low income persons. Through 

funding we will contribute to Inclusive Government and Safe and Health Communities by: 

• Providing adequate, effective housing and supportive services for individuals and families 

who are homeless or at risk of homelessness. 

• Increasing and preserving the stock of affordable units, ensure access to appropriate 

housing, support homeownership, implement lead-based paint regulations and improve the 

safety and livability of neighborhoods through revitalization and work to remove impediments 

to fair housing. 

• Maintaining, improving and increasing effective services and suitable housing for vulnerable 

persons in Special Populations; monitor supportive ordinances; support an appropriate “entry 

system” for clients; and increase training that promotes self sufficiency. 

• Supporting a continuum of social and health services, provide suitable access to all public 

buildings by removing architectural barriers, support planning efforts and public facility needs 

that primarily benefit low-income persons and meet urgent community development needs 

which pose a serious and immediate risk to public health or safety. 

• Supporting creation and retention of sustainable livable wage jobs; assist low-income 

individuals who wish to establish, expand or stabilize a small business by providing loans; 

modify economic development plans and policies as necessary to encourage livable-wage 

jobs and encourage and foster new businesses offering living wage jobs. 

102


Purchasing & Records Management: 


• Implementation of a countywide database for Public Disclosure. 

• Continue to develop and maintain automated business processes that take advantage of 

existing systems and technology. 

• Implement in FMS electronic approval routing. 

• Develop a procedures manual for FMS to include all modules. 

• Actively seek state, federal & local grants. 

• Cross train staff in purchasing, records management and public disclosure. 

• Create Purchasing reports to aid our users. 

• Maintain clear and open lines of communication with departments/offices and the public. 

• Continue to expand outreach to citizens and employees 

Volunteer Services: 

• Contribute to Effective and Efficient County Services by facilitating staff/volunteer 

partnerships and updating volunteer policies to support staff who work with volunteers 

• Promote Inclusive Government by recruiting a broad base of citizen volunteers to serve on 

County Advisory Boards; supporting advisory group staff by creating on-line training 

resources; and collaborating with community group leaders to develop guidelines for 

community advisory groups 

• Contribute to Safe and Healthy Communities by partnering with Kitsap United Way to 

sustain a “Virtual” Volunteer Center in Kitsap County 


Budget: 

Replace printed 

budgets with CD saving 

over $30 per copy 

Measure 

Reduction in number 

of documents in 

printed form 

2006 

Actual 

85% 

Document 

Reduction 

2007 

Actual 

90% 

Document 

Reduction 


Forecast 

90% 

Document 

Reduction 

Volunteer Services: 

Facilitated 

staff/volunteer 

partnerships. 

Recruited and 

facilitated placement of 

volunteers to serve on 

County Advisory 

Boards 

Measure 

Volunteers who 

provided services 

2005-2006 

2005 2006 

2007 2008 forecast 

120* 102* 124* 120 

Hours Volunteers 

54,990* 30,042* 30,000 

Contributed 

Value of Services 

Contributed 

$992,019* $563,888* $570,000 

Program Cost $95,309 $41,330 $42,993 

Number of Advisory 

174 75 85 

Board appointments 

facilitated 

Program Cost $63,539 $41,330 $42,993 

* Statistics for volunteers recruited, screened and placed. Does not reflect volunteers I referred to 

Departments with a Volunteer Coordinator or episodic volunteers. 

Administration: 

Contracts processed 59 32 40 

Number processed in 30 days or less 34 26 35 

Percent of total processed in 30 days or less 58% 81% 87% 

Mail Center 

Number of pieces processed, outgoing 519,009 526,870 530,000 

Cost of processed mail $265,539 $281,191 $280,000 

103


Block Grant Program: 

Provide adequate, effective housing and 

supportive services for individuals and 

families who are homeless or at risk of 

homelessness 

Increase and preserve the stock of 

affordable units, ensure access to 

appropriate housing, support 

homeownership 

Maintain, improve and increase effective 

services and suitable housing for 

vulnerable persons in Special 

Populations 

Support a continuum of social and health 

services 

Support creation and retention of 

sustainable livable wage jobs; assist lowincome 

individuals who wish to establish, 

expand or stabilize a small business by 

providing loans 

Measure 2007 

Actual 


Forecast 

Number of individuals 

served 

1,980 1,083 

Number of housing 

facilities for homeless 

created 

Number of transitional 

housing units created 

Affordable housing units 

created/retained 

Households rehabilitated 

or weatherized 

Number of down payment 

loans provided 


served 


served 

0 0 

10 0 

69 4 

46 31 

27 30 

755 622 

2,177 2,132 

Number of new facilities 1 4 

Number of economic 

0 5 

development loans 

Number of jobs 

created/retained 


served through technical 

assistance 

3 0 

403 310 

Purchasing & Records Management: 

Purchasing: 

Purchase Orders Processed 

Formal Procurements 

2006 

Actual 

2,409 

71 

2007 

Actual 

2,077 

83 


Forecast 

1,800 

90 

Records Management: 

Public Disclosure Requests 248 295 325 

104


Expenditures: 


2005 

2006 

2007 


Actual 

Actual 



Salaries $372,237 $457,892 $659,566 $622,446 

Benefits 88,360 123,936 204,923 199,809 

Supplies 9,133 15,395 11,430 8,776 





TOTAL $527,355 $653,293 $978,642 $926,833 

2008 Expenditures by Division 

Administration Purchasing Total 

Salaries $497,754 $124,692 $622,446 

Benefits 154,852 44,957 199,809 

Supplies 6,048 2,728 8,776 


Intergovernmental 0 4,000 4,000 


Interfund Services 44,197 17,831 62,028 

TOTAL $723,574 $203,259 $926,833 



2005 2006 2007 2008 

Funded 10.75 10.75 10.75 10.75 


The operating budget and staffing levels for the Community Development Block Grant and HOME 

Entitlement program, which are special revenue funds, are under the Health & Human Services 

section, even though the programs are under the cognizance of the Department of Administrative 

Services. 

105



Director 

Admin 

Services 

Supervisor 

Kitsap Regional 

Coord Council 

(fiscal support) 


Specialist 

Fiscal 

Technician 2 

Office 

Assistant 2 

Lodging Tax 

Advisory 

Committee 

1% for the 

Arts 


Board 

Block Grant 

Program 

Manager 

Purchasing & 

Records 

Manager 

Volunteer 

Services 

Coordinator 

Risk 

Manager 


Manager 

Facilities 

Maintenance 

Superintendent 

Project 

Manager 

Block Grant 

Planner 2 

Buyer 

Risk 

Management 

Analysts (3) 

Financial 

Analyst (2) 

Mechanical 

Maintenance 

Supervisor 

Building 

Maintenance 

Supervisor 

Office 

Assistant 2 

Block Grant 

Planner 1 

Program 

Specialist 

Office 

Assistant 2 

Maintenance 

Mechanics 2 

(7) 

Maintenance 

Technicians 

(3) 

Program 

Specialist 

Maintenance 

Mechanic 1 

Maintenance 

Assistants 

(2) 

Maintenance 

Assistant 

Custodians 

(12.5) 

Maintenance 

Worker 

106

General Government – Other Funds 

Functions: 

Additional appropriations for the General Government Program are included in the 2008 budget under the 

funds listed below: 

General Fund Department 

2005 

Actual 

2006 

Actual 

2007 




Treasurer $891,570 $889,746 $916,596 $919,082 

Special Revenue Funds 

Election Reserve 479,747 243,009 288,965 534,739 

Auditor’s Document Preservation 118,987 592,404 298,932 195,714 

Treasurer’s Investment Pooling 176,708 195,549 931,830 256,072 

Treasurer’s M & O 26,335 12,415 0 0 

PEG Fund 0 124,506 37,500 96,200 

Electronic Technology Excise 980 0 60,000 120,000 

Commute Trip Reduction 78,547 77,180 57,127 44,795 

1% for the Arts 0 54,915 93,814 104,000 

TOTAL $1,772,874 $2,189,724 $2,684,764 $2,270,602 



2005 2006 2007 2008 

Funded 2.45 2.45 2.45 2.45 


107

General Government – Other Funds 

Treasurer 

Purpose: 

The Treasurers office holds a key position of public trust in the financial affairs of local government. 

The following are the main services provided: 

• Acts as the bank for the county, school districts, fire districts, water districts, port districts and 

other units of local government. Monies not needed for immediate expenditure are invested by 

the Treasurer. 

• Collects and distributes real and personal property taxes, real estate excise taxes, special 

assessments and such fees that may be collected together with property taxes. 

• Distrains and sells personal property for nonpayment of taxes. Real property is subject to 

foreclosure for nonpayment of taxes and/or special assessments and is sold at auction. 

• Disposes of all property declared surplus by the Board of County Commissioners. 


• Continued enhancements to the Land Information System for the collection of property taxes. 

• Enhanced the Website with more detailed information on property taxes and foreclosure properties. 

• 118,500 Tax Accounts accurately billed and collected. 

• Distributed all tax collections accurately to County departments and junior taxing districts on a daily 

basis. 

• Issued monthly Treasurer’s Cash Reports to all County departments and junior taxing districts for 

which we function as ex-officio Treasurer. 

• Continued to utilize the countywide investment pool which has increased earnings by $19,200,000 

over the past 9 years. 

• Utilized technology to improve the efficiency of the automated warrant reconciliation process. 

• Processed 9,917 Real Estate Excise transactions. 

• Billed and collected assessments for 27 water, sewer and road districts. 

• Processed over $2.3 billion in banking transactions on behalf of the county and junior taxing districts. 

• Processed in excess of 4,500 refunds to taxpayers (senior citizen exemptions, Board of Equalization 

changes etc.) 


• We will contribute to Effective and Efficient County Services by maximizing county revenue in 

three ways. 1) Maximize the value of investing in the Kitsap County Investment Pool. 2) 

Manage the number of days required to process the mass tax collection for April and October. 3) 

Decrease tax delinquency at year-end. 


• Maximize the value of investing in the Kitsap County Investment Pool. 

Kitsap County Pool returns vs. 

Washington State Local Government 

Investment Pool 


Washington State 

Value to Kitsap County Investment Pool 

members 

2005 

Actual 

2006 

Actual 

2007 

Actual 


Forecast 

3.17 4.20 5.02 2.75 

3.14 4.90 5.12 2.50 

-172,644 -2,535,000 -336,000 875,000 

108

Treasurer 

• Manage number of days required to process mass tax collection for April and October, which 

allows us to maximize County revenue by investing on a daily basis. 

Working days used to process tax 

collection 

• Decrease tax delinquency at year-end. 

Actual delinquency rates for Kitsap 


(by dollar value of billed taxes owing) 

6 6 6 6 

4.90 3.90 3.40 3.50 

Expenditures: 

2005 

Actual 


2006 

Actual 

2007 




Salaries $583,565 $576,204 $562,524 $569,378 

Benefits 167,374 169,689 192,417 194,438 

Supplies 29,863 27,427 24,448 28,033 





TOTAL $891,570 $889,746 $916,596 $919,082 



2005 2006 2007 2008 

Funded 11.8 11.8 11.8 11.55 


109

Treasurer 


Treaurer's Office 

Citizens 

Treasurer 

District Services 

Financial Analyst 

Tax Administration 

Chief Deputy Treasurer 

Investments 

Cash Management 

Portfolio Manager 

Analyst Assistant 

Collections 

Distraint 

Personal 

Property 

Foreclosure 

Real Property 

Head Cashier 

Cashier 

Special 

Assessments 

Excise 

Excise 

Office Assistant 

110

$10,000,000 

Community Services Program 

Public Works 

35.2% 

$9,000,000 

$8,000,000 

Community 

Scvs. 

12.5% 

$7,000,000 

$6,000,000 

$5,000,000 

General 


7.7% 

Health & 

Human Scvs 

16.8% 

Law & Justice 

27.8% 

$4,000,000 

$3,000,000 

$2,000,000 

$1,000,000 

$0 

Community Parks Parks & HOME Regional Community 

Develop. Improve Recreation Entitle Septic Loan Block Grant KPREP Others Total 

Salaries $ 5,198,484 $ - $ 1,634,104 $ 108,751 $ - $ 225,975 $ 123,823 $ 436,016 $ 7,727,153 

Benefits 1,721,618 - 560,354 - - 57,435 42,762 142,090 2,524,259 

Supplies 146,641 - 267,072 - - 1,980 10,100 20,779 446,572 

Services 471,838 684,000 1,091,486 3,135,917 2,850,000 2,114,134 611,850 2,142,575 13,101,800 

Intergovernmental 30,000 - - - - - 416,667 154,622 601,289 

Capital Outlay - 5,304,924 25,000 - - - - - 5,329,924 

Interfund Payments 1,466,625 - 461,329 - - 20,861 19,326 52,456 2,020,597 

Program Total $ 9,035,206 $ 5,988,924 $ 4,039,345 $ 3,244,668 $ 2,850,000 $ 2,420,385 $ 1,224,528 $ 2,948,538 $ 31,751,594 

Other Uses $ 150,000 

$ 156,433 $ 3,091,310 $ 3,397,743 

Total Budget $ 9,035,206 $ 5,988,924 $ 4,039,345 $ 3,244,668 $ 3,000,000 $ 2,420,385 $ 1,380,961 $ 6,039,848 $ 35,149,337 

111


112 

Community Service 

Special Revenue Fund 

Community Development 

Purpose: 

The Department of Community Development (DCD) exists to help the Board of Commissioners (BOCC) and 

the citizens of Kitsap County to find and implement solutions to the challenges of growth through: 

• Community involvement and partnerships in planning our future; 

• Timely customer service for development permits; 

• Environmentally responsive regulation of land development; 

• Inspection of properties for fire safety and building code compliance; 

• Protection of human life, property and the environment from fire and hazardous materials through 

fire prevention services. 

• Assurance that development is compatible with County road and drainage standards; 

• Prompt response to citizen complaints about code violations; 

• Comprehensive planning that sets forth a clear vision for the future and conforms to the GMA 

There are seven divisions in DCD that are responsible for developing, administering and enforcing building, 

land use, environmental, engineering, and fire standards to protect public safety while enhancing both 

natural and built environments, including conducting development permitting, planning, and grant oversight 

functions. 

• Administrative & Fiscal Operations 

Fiscal operations, personnel matters, technology operations, and department wide process 

improvements 

• Permit Center 

Process all DCD permit applications, including permit intake, permit tracking, closing out of permits, 

archiving procedures, and provides a centralized resource for citizens regarding all permit related 

activities 

• Building Division 

Plan Review and Building Inspections 

• Engineering Division 

Road Approaches, Grading, Site Development Activity (SDAP) Permits; Surveying 

• Fire Marshal and Code Compliance Division 

Plan Review, Inspection, Arson Investigation, Commercial Occupancy Permit Review and Safety 

Inspections, Education, and Code Compliance 

• Policy and Planning 

Permit review for land use related activities, oversees and conducts long-range planning for Kitsap 

County, including compliance with the Growth Management Act (GMA), community planning and 

coordinating with other jurisdictions 

• Natural Resources & Environmental Review 

Shoreline management act, permit review for environmental impact related to land use activities, 

researches and conveys data to the Board of County Commissioners, the community, other divisions 

and departments for use in making effective decisions during development to protect natural 

resource systems such as streams, wetlands, and aquifer recharge areas. They are responsible for 

recommendations to the Board of County Commissioners about policies regarding the protection of 

natural resources in Kitsap County. 


• Administrative & Fiscal Operations 

o Implemented new work code structure to capture work efforts by specific work activities 

o Prepared for implementation of Enterprise type fund in 2008, including development of 

Fiscal Fee Policies 

o Citizen Response Management: 

• Ensured the Department always has a live person answering the main phone. 

• Created documentation to assist office assistants in answering general questions 

asked by citizens.


• Assisted in the design and development of the Citizen Response Management 

system to be implemented in 2008 

o Recruited and/or promoted 13 qualified new staff 

• Permit Center 

o Created a Permit Center Manager position to begin implementation efforts of a centralized 

Permit Center. 

o Implemented Over-the-Counter Permit Issuance for projects that require minimal plan review 

o Permit Issuance Statistics 

Division 2006 2007 % Difference 

Development Engineering 616 664 8% 

Policy & Planning (Land Use) 195 231 18% 

Fire Marshal 241 283 17% 

Building 2,929 3,023 3% 

• Building Division 

o Implemented improved inspection processes resulting in a reduction or ‘rollover’ inspections 

o Implemented remote capabilities that reduced publishing time of inspection results 

o Enhanced division reporting capabilities in order to analyze and maximize efficiencies 

• Engineering Division 

o Conducted two volunteer activities to reduce backlog and promote stronger public / private 

relationships 

o Implemented workshops to create standardized submittal processes 

• Fire Marshal and Code Compliance Division 

o Implemented “Ten Day on the Clock” concept which ensures reduction of time to review and 

issue sprinkler permits 

o Completed two longer term Kitsap Nuisance Abatement Team projects which resulted in 

restoration of property and reduction of neighborhood complaints 

• Policy and Planning 

o Increased Hearing Examiner case load by 42% to make the most efficient use of the 

Hearing Examiner’s time 

o Completed two subarea plans and updated mandated Kitsap County Comprehensive Plan 

• Natural Resources & Environmental Review 

o Completed public process to overcome growth hearings board invalidity on critical areas 

ordinance 

o Purchased properties to enhance wildlife and salmon recovery in the Chico Watershed 


To promote Safe and Healthy Communities, we will: 

• Conduct plans review and inspection programs to ensure structures meet the health and safety 

requirements of the International Building and Fire Codes. 

• Conduct programs that focus on fire prevention, detection, and investigation. 

• Develop and revised appropriate county codes to streamline county permit/land use application 

processing that encourages commercial, retail, and industrial development to consider Kitsap 


• Reduce neighborhood blight through the Kitsap Nuisance Abatement Team process and 

establishing/implementing a voluntary compliance program. 

To Protect Natural Resources and Systems we will: 

• Expand our Stream Team efforts to educate the community and seek additional volunteers to assist 

in Stream/Salmon restoration programs. 

• Be fully engaged in the Puget Sound Partnership and its programs for the Kitsap ecosystem 

designated areas. 

• Continue supporting Hood Canal Protection Efforts. 

• Work with local landowners, business community, and environmentalists to develop reasonable land 

use policies including the Rural Wooded Incentives Program. 

• Continue to salmon recovery efforts in Carpenter Creek and Chico Creek; define next round of 

projects to be pursued. 

113


To promote a Thriving Local Economy we will: 

• Develop and revise appropriate county codes to streamline county permit/land use application 

processing that encourages commercial, retail, and industrial development while protecting the 

environment. 

• Conduct outreach and educational forums/meetings to explain the permitting processes to local 

business community. 

• Develop and implement community plans, i.e. Kingston that allows for economic growth. 

To promote Inclusive Government we will: 

• Conduct regular meetings with Citizen Advisory Groups throughout the County. 

• Implement a department advisory group for the purposes of improving systems’ processes and 

procedures. 

• Continue to refine our citizens’ response management program. 

• Train staff to serve in a professional, courteous manner. 

To promote Effective and Efficient County Service we will: 

• Implement the FISH program that focuses on core competencies, improving systems processes, 

provides superior world class client services and have fun. 

• Conduct a thorough analysis of department business practices and find opportunities to be more 

efficient and effective through programs such as Subject to Field Inspection. 

• Train managers and staff in identify better ways to do things. 

• Implement performance measures for critical areas that provide feedback and identifies potential 

problem areas. 

• Continue to refine the Land Information System to provide the requisite data in a timely manner. 


Permit Related Performance Measures 

2007 


Forecast 

Processing 

Time 

Objective 

Average 

Processing 

Time (Days) 

% 

Meets Target 

Objective 

% 

Meets Target 

Objective 

Permit Type 

Issued 

Commercial - Tenant 

Improvement 30 109 34.9 65% 85% 

Conditional Use Permit 120 50% 

Final Plats 120 1 134 0% 50% 

Permit - Single Family 

Residence 14 708 34.2 45% 85% 

Preliminary Large Lot 

Plats 78 1 136 0% 50% 

Preliminary Plats 120 17 443.8 12% 65% 

SDAP - Commercial 78 14 200.7 0% 50% 

SDAP Single Family 

Residence 78 55 147 13% 65% 

114


Other Performance Measures 

Performance Measure Measure 2007 

Forecast 

Comprehensive Plan / Subarea Plans completed 4 

Plan Updates 

Conduct timely inspections of all 

building permits 

Identifying & securing grant & 

other revenue opportunities 

Review and implement as 

appropriate - department 

business processes 

Adopt a citizen relations 

management system to improve 

client satisfaction 

# of Inspections 

completed per 

scheduled appt. 

Increase % of 

grants over prior 

year 

Implement 100% of 

Consultant Report 

top priorities (as 

appropriate) 

Respond to all 

customers within 

72 business hours 

(100%) 

90% 

(50% 

Overtime 

reduction) 

$419,453 

(15%) 

2007 2008 

Actual Forecast 

2 

3 

(50%) (100%) 

91% 95% 

$778,063 

(85%) 

$800,000 

(3%) 

80% 50% 100% 

90% 90% 95% 

Revenues: 

2005 

Actual 


2006 

Actual 

2007 





Taxes $0 $0 0 0 

Licenses & Permits 3,088,389 2,966,512 3,185,917 5,383,471 



Miscellaneous 1,215 6,549 60,619 1,049,307 


TOTAL $6,275,770 $6,367,991 $6,625,423 $9,035,206 

115


Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $4,216,494 $4,389,493 $4,463,156 $5,198,484 

Benefits 1,063,795 1,227,975 1,587,003 1,721,618 

Supplies 210,938 149,669 158,798 146,641 




Interfund Services 665,700 696,808 758,813 1,466,625 

Program Total $6,786,175 $7,296,641 $7,892,890 $9,035,206 



Ending Fund Balance 0 0 




Admin 

Services 

Building 

Policy/ 

Planning 

Permit 

Center 

Fire Marshal 

Code Comp 

Salaries $953,901 $823,223 $697,361$ $489,882 $751,837 

Benefits 296,472 267,428 233,354 174,376 256,538 

Supplies 54,070 24,104 12,637 10,124 19,875 

Services & Charges 260,825 32,901 95,885 13,364 19,120 

Intergovernmental 0 30,000 0 0 0 

Capital Outlay 0 0 0 0 0 

Interfund Services 1,223,952 104,497 11,119 15,314 48,723 

TOTAL $2,789,220 $1,282,153 $1,050,356 $703,060 $1,096,093 

116


Special 

Projects 

Natural 

Resources 

Grant 

Mgmt 

Development 

Engineering 

Salaries $63,824 $613,994 $0 $804,462 $5,198,484 

Benefits 15,325 202,070 0 276,055 1,721,618 

Supplies 0 11,424 0 14,407 146,641 

Services & Charges 0 16,896 0 32,847 471,838 

Intergovernmental 0 0 0 0 30,000 

Capital Outlay 0 0 0 0 0 

Interfund Services 0 10,410 0 52,610 1,466,625 

TOTAL $79,149 $854,794 $0 $1,180,381 $9,035,206 

Total 



2005 2006 2007 2008 

Funded 80.75 80.75 85.0 87.0 



Citizens 

Admininstrative 

Specialist 

Director 

Assistant Director, 

Planning 

Assistant Director, 

Development 

Policy & Planning 

(11) 

Natural Resources 

& Environmental 

Review (10) 

Administrative & 

Fiscal 

Operations(10) 

Permit Center 

(10) 

Building 

(13) 

Engineering 

(13) 

Fire Marshal & 

Code Compliance 

(12) 

Planners 

(10) 

Planners 

(5) 

Admin & Fiscal 

Support 

(7) 

Permit 

Coordinator 

(1) 

Building 

Inspectors 

(7) 

Engineering 

(5) 

Fire Marshal 

(6) 

Geographic 

Information 

Systems (2) 

Natural Resources 

(4) 

Process 

Improvement & 

Open Line (1) 

Technology 

Operations 

(1) 

Permit 

Technicians 

(8) 

Plans Examiners 

(4) 

Inspection 

Coordinator 

(1) 

Survey 

(7) 

Code Compliance 

(5) 

117

Revenues: 


Parks Capital Improvement Fund 

2005 

Actual 


2006 

Actual 

2007 





Taxes $0 $0 0 0 


Charges for Services 0 3,301 0 0 


Other Sources 325,000 7,115,169 300,000 0 

TOTAL $3,582,688 $8,828,739 $8,043,902 $10,114,826 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $7,003 $42,219 $0 $0 

Benefits 2,227 3,555 0 0 

Supplies 5,350 7,128 0 0 

Services & Charges 468,584 713,948 0 684,000 


Capital Outlay 4,159,472 1,786,922 5,050,000 5,304,924 

Interfund Services 343 7,645 0 0 

Program Total $4,921,626 $2,978,414 $5,050,000 $5,988,924 






118


Parks & Recreation 

Purpose: 

The Department of Parks and Recreation is responsible for: 

• Operating and maintaining over 5,800 acres of park land and 76 park sites. 

• Managing the Kitsap County Fair and Stampede and other regional special events. 

• Coordinating public recreation programs and managing five community centers. 

• Securing grants and acquiring property for parks, open space and natural resource preservation. 

• Coordinating the use of volunteers and stewardship groups for special parks projects. 


• Completed construction projects at Veterans Field, Howe Farm, Island Lake and Sinclair Inlet. 

• Completed transfer of ownership of South Kitsap Community Park and started concept plan 

process. 

• Held the largest sanctioned table tennis tournament in the State. 

• Effectively negotiated contracts with WIAA volleyball tournament and Olympic Duals wrestling 

tournament for 2008. 

• Began implementation of Parks & Recreation Sustainability Task Force recommendations. 

• Held successful Kitsap County Fair & Stampede and nominated for Rodeo of the Year for the 

third year in a row. 

• Purchased additional open space property in Hansville Greenway. 


• We will contribute to Effective and Efficient County Services by tracking and allocating staff 

time and operating costs for all properties managed by the department, automating reservations 

and ticket sales, implementing quarterly budget reports, providing quarterly Parks and Fair Board 

updates, transitioning our recreation program to regional fee based programming and 

implementing the Parks and Recreation Sustainability Task Force recommendations. 

• We will contribute to Inclusive Government by pro-actively engaging public participation in 

discussion concerning projects and programs and by utilizing the Stewardship Coordinator to 

expand our community based partnerships to undertake special projects, adopt-a-park programs 

and to deter vandalism. 

• We will contribute to Protected Natural Resources and Systems by developing partnerships 

with community organizations and other local government agencies to enhance and protect open 

space, habitat, shorelines, trails and parks as identified in the Kitsap County Parks and 

Recreation Open Space Plan. 


Develop and utilize a tracking system for 

maintenance and park maintenance staff time 

and associated costs. 

Develop level of service standards for each 

county park. 

Expand the use of volunteers for special 

projects and Adopt-a-Park programs 

Review and implement Parks Sustainability 

Task Force Recommendations. 

Measure 

Establish cost per acre for 

developed park property 

Service levels to be determined 

2007 

Actual 

New 

Measure 

New 

measure 

Volunteer hours utilized 18,000 

hours 

Implement 100% of Parks 

Sustainability Task Force 

Recommendations as approved by 

the Board of County Commissioners 


Forecast 

N/A 

Meet 

minimum 

service 

levels 

20,000 

hours 

10% 90% 

119


Identify and secure grant revenue opportunities Increase % of grants over prior year $350,000 $3,000,000 

Generate new revenue opportunities Increase revenue over prior year New 

measure 

Write and implement operating procedures for 

Parks & Recreation. 

% of processes implemented New 

measure 

$235,000 

50% of 

processes 

Expenditures: 


2005 

2006 

2007 


Actual 

Actual 



Salaries $2,396,285 $2,553,045 $2,189,315 $1,634,104 

Benefits 739,604 865,772 822,661 560,354 

Supplies 466,855 478,770 361,863 267,072 



Capital Outlay 28,935 22,381 0 25,000 


TOTAL $5,177,762 $5,559,977 $5,074,765 $4,039,345 



& Planning 

Fair & 

Events 

Recreational 

Programming 

Operations & 

Maintenance 

Total 

Salaries $439,710 $157,938 $119,413 $917,043 $1,634,104 

Benefits 129,675 40,948 41,952 347,779 560,354 

Supplies 22,420 39,051 33,000 172,601 267,072 

Services & Charges 48,502 428,620 103,935 510,429 1,091,486 

Intergovernmental 0 0 0 0 0 

Capital Outlay 0 25,000 0 0 25,000 

Interfund Services 128,172 38,688 32,226 262,243 461,329 

TOTAL $768,479 $730,245 $330,526 $2,210,095 $4,039,345 

120




2005 2006 2007 2008 * 

Funded 55.0 55.0 55.0 34.0 


* Facilities Maintenance was part of the Parks & Recreation Department until July 2007. 


121

Revenues: 

2005 

Actual 


2006 

Actual 


HOME Entitlement 

2007 





Taxes $0 $0 0 0 



Miscellaneous 8,332 13,024 0 0 


TOTAL $1,346,142 $1,061,155 $3,235,010 $3,244,668 

Expenditures: 

2005 

2006 

2007 


Actual 

Actual 



Salaries $86,340 $84,515 $99,093 $108,751 


Supplies 0 0 0 0 




Debt Service 0 0 0 0 

Interfund Payments 7,763 8,177 0 0 

Program Total $1,337,810 $1,048,131 $3,235,010 $3,244,668 






122


Regional Septic Loan Program 

Revenues: 

2005 

Actual 


2006 

Actual 

2007 





Taxes $0 $0 0 0 

Intergovernmental 0 0 601,807 3,000,000 




TOTAL $0 $0 $601,807 $3,000,000 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $0 $0 $0 $0 



Services & Charges 0 0 566,807 2,850,000 




Program Total $0 $0 $566,807 $2,850,000 

Other Uses 0 0 35,000 150,000 

Total Expenditures $0 $0 $601,807 $3,000,000 



+ Ending Fund Balance $0 $0 $601,807 $3,000,000 

123

Revenues: 


Community Development Block Grant 

2005 

Actual 


2006 

Actual 

2007 





Taxes $0 $0 0 0 





TOTAL $1,196,517 $1,513,256 $2,600,000 $2,420,385 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $134,738 $128,342 $134,458 $225,975 

Benefits 55,109 48,177 57,104 57,435 

Supplies 6,422 1,119 2,075 1,980 

Services & Charges 675,967 1,157,183 2,395,502 2,114,134 




Program Total $1,196,518 $1,513,256 $2,600,00 $2,420,385 





2005 2006 2007 2008 

Funded 4.0 4.0 4.0 4.0 


124


K-PREP Fund 

Revenues: 

2005 

Actual 


2006 

Actual 

2007 





Taxes $0 $0 0 0 




Other Sources 0 0 71,134 71,134 

TOTAL $1,670,681 $2,387,929 $7,007,294 $2,321,859 

Expenditures: 

2005 

2006 

2007 


Actual 

Actual 



Salaries $191,995 $159,852 $169,123 $123,823 

Benefits 41,040 45,363 54,159 42,762 

Supplies 26,239 59,735 108,900 10,100 

Services & Charges 327,873 466,974 3,154,202 611,850 

Intergovernmental 684,578 1,479,135 3,016,973 416,667 

Capital Outlay 239,891 5,855 0 0 


Program Total $1,518,679 $2,249,879 $6,868,489 $1,224,528 

Other Uses 43,318 43,318 138,805 156,433 


Ending Fund Balance 0 940,898 





2005 2006 2007 2008 

Funded 0 0 2.0 2.0 


125

Community Service – Other Funds 

Additional appropriations for the Community Services Program are included in the 2008 budget under the 


2005 

Actual 

2006 

Actual 

2007 




General Fund Department 

WSU Extensions Services $264,711 $295,771 $324,698 $286,297 

Special Revenue Fund Department 

Emergency Management 374,398 402,937 423,268 439,855 

General Fund Support from General 

Administration & Operations 

Emergency Management 216,234 232,006 232,006 225,893 

Community Development 0 0 0 1,049,307 

Kitsap Regional Coordinating Council 106,358 171,542 169,647 97,025 

Special Revenue Funds: 

Kitsap Regional Coordinating Council 228,927 367,399 407,220 417,220 

Kingston Commuter Parking 0 0 83,740 83,740 

Kitsap County Stadium 194,000 183,006 203,939 203,736 

County Parks Acquisition & Development 340,664 278,488 250,000 250,000 

GMA Park Impact Fee Fund 283,900 285,100 494,030 497,646 

Housing Affordability 769,728 533,586 1,121,000 500,000 

Wetland Mitigation Bank 0 0 108,844 0 

Dispute Resolution 56,240 49,770 50,000 50,000 

Community Service 44,321 45,007 49,572 51,007 

Conservation Futures Fund 1,055,463 1,090,708 1,153,290 1,157,703 

Indianola Forest 0 0 10,644 0 

Special Purpose Path 28,795 32,355 60,000 30,000 

McCormick Village Park Impact 0 0 0 0 

Noxious Weed Control Fund 63,385 129,292 866,781 358,519 

Model Toxic Control Act Fund 0 14,030 100,000 100,000 

KNAT Kitsap Nuisance Abatement 0 0 0 151,900 

Enterprise Funds: 

Village Greens 0 0 77,000 50,000 

Total $4,027,124 $4,110,997 $6,185,679 $5,999,848 



2005 2006 2007 2008 

Funded 2.0 2.0 2.0 2.0 


126


Special Revenue Fund 


Purpose: 

To mitigate, prepare for, respond to and recover from any emergency or disaster that affects Kitsap 

County and its cities, including terrorist events. Services provided include the following: 

• Emergency Management is the coordinating agency for all-hazard planning in Kitsap County and 

its four cities. 

• Starting in 1999 this includes terrorism planning (Homeland Security) and response to violence in 

the schools. 

• Emergency Management is a 24-hour operation providing around-the-clock coverage for any 

emergency/disaster that could impact Kitsap County. 

• Emergency Management is the community coordinator for both the monitoring of hazardous 

materials in the community (Tier II Reports) and the response to any hazardous material incidents 

on public lands and private property where there is imminent danger to the community. 

• Emergency Management provides technical expertise in training public agencies, city and county 

departments, and the general public to prepare for, respond to, mitigate against, and recover from 

any emergency/disaster that could impact Kitsap County. Emergency Management assists 

residents, businesses and schools in preparing for any hazard that could affect them. 


• Responded to and recovered from Presidential declared disaster December 3, 2007 

• Conducted two natural hazards tabletop exercise earthquake October 31, 2007 and windstorm 

August 2007. 

• Participated with PSNS American/Japanese training July 2007 

• Awarded two multi-million dollar grants for first response agencies. 

• Doubled the number of residents signed up for our Alert and Warning Program. 

• Tested Debris removal program during December disaster. 

• Tested Damage Assessment Program during December disaster. 

• Successfully activated systems Amber Alert Plan 

• Successfully accomplished City Emergency Operations Center training (evaluation was city 

activation during December storm). 


• We will contribute to Safe and Healthy Communities by reducing the loss of life and property 

caused by a natural disaster through neighborhood preparedness programs. 

• We will participate in Inclusive Government by maintaining Emergency Management website 

with current emergency preparedness information and accessibility to property hazard information 

and mitigation recommendations. 

• We will provide Effective and Efficient County Services by increasing volunteer opportunities 

through the Citizen Corps. 

• We will contribute to Safe and Healthy Communities by fully implementing COPS and PSIC 

Grants; enhancing City training to Port Orchard updating both the County Hazard Plan and 

Comprehensive Plan implementing new “rural neighborhood shelter model” for Kingston, 

Manchester, Kingston, Seabeck and Lake Symington areas; and by completing County-wide 

Emergency Plan for Pets 

127



Emergency Management utilizes a national tool for workload indicators and measurement tools called 

Capability Assessment Readiness (CAR) provided by FEMA. The purpose of this tool helps assess 

the operational capabilities of local government. Unlike many systems, it is designed to focus on the 

identification of deficiencies or a basis for corrective actions that need to be taken in order to strengthen 

the local government emergency management program. Additionally CAR can be used in program 

analysis and strategic planning. CAR focuses on 14 functional areas of an emergency management 

program: 

• Laws and Authorities 

• Hazard, Risk, Vulnerability and Response Capability 

• Hazard Mitigation 

• Resource Management 

• Planning 

• Direction, Control and Coordination 

• Communications 

• Alert and Warning 

• Operations and Procedures 

• Logistics and Facilities 

• Training 

• Exercises 

• Public Education and Information 

• Finance/Administration 

Emergency Management will develop and adopt performance measures to be used for all programs and 

by all staff. 

Respond to incidents 24/7 within 15 minutes of notice 

to staff Duty Officer 

Complete and submit revised Mitigation Plan to 

State/FEMA 

Develop Citizen Corps – to increase volunteer 

opportunities (Medical Reserve Corps, Volunteers in 

Police Service, neighborhood trainers) 

Complete update of Comprehensive Emergency 

Management Plan 

Integrate Employee Response Team training to City 

governments. 

Measure 

2007 

Actual 


Forecast 

Currently not 

tracked 100% 

Plan accepted Complete Review by 

Summer 2008 

Volunteers 

Recruited 

Plan accepted 

by State 

Emergency 

Mgmt. 

City 

employees 

participate in 

training 

Work toward Emergency Management accreditation Plan Accepted 

Increased 

By 72 50 

Moved 

to 2008 

Moved 

to 2008 

October 


September 


128


Revenues: 

2005 

Actual 


2006 

Actual 

2007 




Beginning Fund Balance $33,710 $36,721 

Taxes $0 $0 0 0 




Other Sources 259,552 275,324 299,677 311,192 

TOTAL $408,826 $413,734 $460,529 $475,576 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $227,254 $224,872 $235,450 $261,570 

Benefits 60,685 65,435 80,918 76,348 

Supplies 11,905 14,181 12,650 12,500 





Program Total $374,398 $402,937 $423,268 $439,855 


Total Expenditures $374,398 $402,937 $423,268 $439,855 



+ Ending Fund Balance $374,398 $402,937 $460,529 $475,576 



2005 2006 2007 2008 

Funded 4.0 4.0 4.5 4.5 


129




Director 

Program Coordinator 

Operations 

Program Coordinator 

PIO 

Public Education 

Homeland Security 

Coordinator Region 

2 


Specialist 

City Emergency 

Management 

Planner 

Volunteer 

Coordinator 

Tribal Emergency 

Management 

Planner 

130


Cooperative Extension 

Purpose: 

Mission - Kitsap County 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. 

Vision - Kitsap County Extension is the front door to Washington State University. It extends non-credit 

education and degree opportunities to people and communities. 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. 

Educational programs are provided in the following areas: Sustainable Agriculture; Horticulture; Natural 

Resources; Water Quality and Marine Resources; Youth and Family Development; Parent Education; 

Nutrition and Food Safety; Clothing and Textiles; Community & Economic Development. 


• Volunteer Educators and Extension Education Program staff made over 200,000 educational, 

informational and technical assistance contacts with county residents over the bi-annual 

period. 

• Over 900 volunteer educators including WSU Master Gardeners, Weed Advisors; 4-H 

Leaders, Food Advisors and Clothing and Textile Advisors provided over 80,000 hours of 

educational programming with an in-kind community service value of over $ 1.5 million. 

• Increased assess and service in higher education - WSU Distance Degree Program had 70 

degree seeking students in Kitsap County representing an annual growth rate of 15 percent. 

• 255 sustainable small acreage farmers are applying knowledge gained through the 

Cultivating Success educational series designed to improve marketing, cultural/production 

techniques and economics. 

• 45 resident landowners wrote and are implementing their own Forest Stewardship plans 

• Over 40,000 home owners & gardeners learned about IPM, sustainable gardening, native 

plants, and shoreline and environmental stewardship. 

• Noxious Weed Control – Educational assistance was provided to 1,500 homeowners and 

landowners on weed ID, IPM helped gain voluntary compliance with noxious weed control 

laws by 70 percent of contacts. 

• 35 low income residents learned and applied organic and nutritious gardening skills. 

• 25 garden plots were planted and tended by youth at the Youth Garden. All excess produce 

was donated to the local food bank Fishline to feed hundreds of families in North Kitsap 


• 350 youth successfully made presentations qualifying at a blue ribbon level to demonstrate 

their skills at the state fair. 70 youth who had never participated in a contest to demonstrate 

their skills successfully made a public presentation. 

• 80 youth developed new skills in self-sufficiency and outdoor living by participating in 

volunteer and staff managed Twin Lakes 4-H Camp. 

• The knowledge and skills of 300+ 4-H members qualified them to exhibit or present their 

projects at Washington State 4-H Fair. 

• Through the youth gardening programs, over 2000 youth and 550 parents learned how to 

grow vegetables in their own gardens, how to compost and applied these skills at home. 

• Skills learned by 120 low income families reduced the cost of children's wardrobes. 

• Over 200 Summer Sewing School youth participants increased their knowledge, fine motor 

skills and learned to express their individuality through their sewing project. 

• 24 newly trained Shoreline Stewardship advisors provided science based information on 

plant selection and BMP’s to 200+ shoreline property owners. 

• 1,800 low-income youth learned and adopted healthy nutritional choices and physical 

activity. 

131


• Ten adults from the West Park Resident Housing Council, worked to develop plans for 

activities and educational programs offered and improving communication between and with 

the 3000 public housing residents. 

• 36 low-income mothers and children of Bremerton low income housing learned to save 

money by making their own winter clothing accessories. 

• After School program in West Park showed an increase of 100% in youth participation with 

67% returning to attend more than one session. 

• Over 2000 low-income family participants completing a series of lessons improved food 

behaviors such as planning meals ahead of time, comparing prices, using a grocery list, 

reading labels and choosing healthier foods. 

• 3600 senior citizens reported making changes in their diet planning and food preparation. 

• 300 adults learning about safe use of food thermometers resulted in 86% of those not 

currently using a thermometer would begin using one in the future. 

• Bags of produce were received by 297 homebound seniors, each with an information bulletin 

on use of fruit and vegetables. 


• Extension will improve the Safety and Health of Communities by providing highly trained 

volunteer educators who along with staff will educate 40,000 county residents in the areas of food 

safety, nutrition, youth and family development. We expect to decrease food borne illness by 

providing food safety education to at least 2000 people. 400 low-income families and seniors will 

learn and apply proper nutrition and sustainable gardening practices. Through the 4-H program, 

3,500 youth will be positive, pro-social experiential learners and develop leadership skills that add 

to the human capital of their community. A new two-year federal grant will teach nutrition, meal 

planning and preparation at Sunnyslope Elementary School. 

• Extension will help Protect Natural Resources and Systems through Agriculture and Natural 

Resources programs in sustainable agriculture, forest stewardship, noxious weeds, and water 

quality, and shoreline stewardship. These programs will teach and empower 25,000 citizens to 

adopt best stewardship practices. The Kitsap County Noxious Weed Control Program will be 

fully funded and operational; a county wide noxious weed survey will be conducted; voluntary 

compliance with state noxious weed laws will be sought from 500 property owners both public 

and private. 

• Extension will contribute to a Thriving Local Economy by offering college level courses for small 

business, forest landowners, sustainable farmers and K-12 teachers. WSU Cultivating Success 

courses will be provided to 150 farm producers. The SBDC office will assist 400 area small 

businesses. College level courses will be provided to 50 small businesses and 60 teachers 

needing higher education or continuing education for professional certification. 

• Extension will make Government Inclusive by engaging citizen advisors in strategic planning for 

Extension program overall future direction. Over 200 Kitsap County property owners will 

participate in meetings of the County Noxious Weed Control Board. 120 citizens will be engaged 

in the development of future Extension programs through our councils and program advisory 

processes. 

• Extension will contribute to Effective and Efficient County Services by using technology to 

communicate and teach county residents. This will be accomplished continuing to develop webbased 

content and educational opportunities, email and video conferencing to bring the research 

expertise of the Land Grant University system into the county. 

• Extension will Meet Multiple Vision Elements by assisting KRCC and DCD with economic 

development and watershed/shoreline planning; administering and providing technical assistance 

to the Kitsap County Noxious Weed Control; organizing and lead the educational effort to 

eradicate noxious weeds. 

132



Provide relevant, high quality, 

research-based educational 

programs for county residents. 

Provide research-based 

information throughout the county 

in cost efficient manner. 

Provide training and professional 

development to volunteer 

educators, extending and 

increasing educational outreach 

using a train the trainer approach 

Measure 2007 

Actual 


Forecast 

Percent of clientele 

applying 

knowledge and 

skills after 6 

months. 

70 percent 70 percent 

Number of 

program 

75,000 80,000 

participant 

contacts 

Number of clients 

served including all 440,000 480,000 

forms of contact. 

Cost per contact $ 1.74 $ 1.71 

Number of new 

volunteer trained 240 250 

Number of 

volunteer hours 160,000 180,000 

Value of volunteer 

services delivered $2,750,000 $3,100,000 

Expenditures: 


2005 

2006 

2007 


Actual 

Actual 



Salaries $84,588 $103,344 $84,478 $78,831 

Benefits 28,088 38,208 38,651 38,142 

Supplies 12,368 9,875 6,678 6,279 





TOTAL $264,711 $295,771 $324,698 $286,297 

133




2005 2006 2007 2008 

Funded 2.88 2.88 2.0 2.0 



Chairman Agent 

Marine Water 

Quality 

Specialist 

Horticulture 

Coordinator 


Secretary Clerk 

III 


II 

4-H Program 

Coordinator 

Community 

Development 

Natural 

Resource Agent 

Family Living 

Program 

Coordinator 

Clothing & 

Textile Program 

Coordinator 

Water Quality 

Assistant 

Master 

Gardener 

Volunteers 


I 

4-H Volunteers 

Extension 

Aides (2) 

Extra Help & 

Office 

Volunteers 

Food Advisor 

Food Safety 

Advisor 

Volunteers 

134


Health and Human Services Program 

$25,000,000 

General 


7.7% 

Community 

Scvs. 

12.5% 

Public Works 

35.2% 

$20,000,000 

Health & 

Human Scvs 

16.8% 

$15,000,000 

Law & Justice 

27.8% 

$10,000,000 

$5,000,000 

$- 

Mental Area Agency Develop. Workforce Recovery Substance 

Health on Aging Disability Inversment Center GA&O Abuse Others Total 

Salaries $ 599,686 $ 1,552,690 $ 189,146 $ 282,830 $ 1,357,700 $ 134,436 $ 283,323 $ 42,478 $ 4,442,289 

Benefits 207,781 528,435 59,876 90,998 514,856 41,392 100,184 12,788 1,556,310 

Supplies 4,500 51,896 5,000 15,500 141,000 16,167 14,000 6,500 254,563 

Services 23,903,284 1,785,676 3,379,450 1,807,865 411,679 212,263 896,797 1,458,234 33,855,248 

Intergovernmental - - - 500,000 - 1,496,417 153,000 - 2,149,417 

Capital Outlay - - - - 30,000 - - - 30,000 

Interfund Payments 42,249 213,903 16,528 123,807 124,765 9,297 32,696 - 563,245 

Program Total $ 24,757,500 $ 4,132,600 $ 3,650,000 $ 2,821,000 $ 2,580,000 $ 1,909,972 $ 1,480,000 $ 1,520,000 $ 42,851,072 

Other Uses $ 43,164 $ 1,175,384 

$ 1,218,548 


135


Health & Human Services 

Purpose: 

The Personnel and Human Services Department performs two distinct functions for the County. First, it 

provides personnel, labor relations, and benefits services for 21 County offices and departments 

employing over 1250 employees. Secondly, it plans and develops human services programs, secures 

funding, and either provides direct services or contracts with local agencies t provide essential services 

which directly impact the lives of over 20,000 residents each year. Following are the main human 

services provided: 

• Staff over 12 Executive Boards, Advisory Boards, Commissions and related committees made up 

of community volunteers, business representatives and elected officials. 

• Operations of Kitsap Recovery Center, a 43-bed inpatient and outpatient substance abuse 

treatment facility serving over 1,800 clients each year. 

• Administration of Area Agency on Aging which provides a comprehensive system of services to 

enable our aging citizens and adults needing long term care to live as independently and with as 

much dignity as possible. Over 5,100 clients are served directly by department employees or 

through contracts with local agencies. 

• Regional planning, contracting and administration to deliver a comprehensive system of 

community mental health services in Clallam, Jefferson and Kitsap Counties, serving over 8,000 

children, adults and elderly persons with chronic and serious mental illness. 

• Regional planning, program development, contracting, and administration of programs funded 

under the federal Workforce Investment Act and the state Community Jobs in Kitsap, Clallam and 

Jefferson Counties. Over 25,000 visits were recorded by job seekers accessing job search 

services of the One-Stop Centers and affiliates. Over 950 low income youth and adults received 

intensive and training services. 

• Program planning, development, contracting, and administration of developmental disabilities 

programs providing a mix of essential services to infants, adults and family members seeking 

information, education and training. Over 500 infants and adults with developmental disabilities 

receive services through contracts with local agencies. 

• Program and resource development, community education and advocacy involving special 

citizens’ councils, commissions and boards (Council for Human Rights, Commission on Children 

and Youth, Substance Abuse Prevention), appointed by the Board of County Commissioners to 

address specific community needs. 

• Substance abuse prevention, intervention, and outpatient treatment services to over 2,800 clients 

and family members through contracts with local agencies. 

• Program and resource development, technical and professional support for 11 independent 

citizen commissions, boards, and councils, including the Council for Human Rights, Commission 

on Children and Youth and Substance Abuse Prevention, that have been established by the 

Kitsap County Board of Commissioners or are required by state or federal law. In turn, these 

groups provide thousands of volunteer hours in services to county citizens. 


• Obtained over $44,135,208 by securing over 70 State and Federal grants and amendments to 

provide essential human services to over 20,000 persons in Kitsap, Clallam and Jefferson 

Counties. These grants provided funding for over 1,000 jobs resulting in a significant impact to 

our local economy. 

• Funded over 50 community based organizations, 13 local governments and schools and 6 tribal 

authorities through over 200 contracts for the planning and delivery of a multitude of human 

service programs. 

• Completed and successfully submitted the six year (2007 through 2013) strategic plan for 

substance abuse prevention, intervention, treatment and aftercare services with input from over 

550 agency partners and community members. 

• Increased the number of family members from 17 in 2006 to 87 in 2007 participating in the 

Strengthening Families Program, an evidence-based substance abuse prevention program for 

families with children ages 10-14. 

136


• Expanded three County wide Youth Action Councils from three to six involving over 75 teens in 

local planning, leadership training and service learning opportunities. 

• Developed the Kitsap Cares About Kids campaign and leveraged $29,000 in private investment 

funds which increased the number of youth served in out of school programs by 1,000. 

• Acquired a new competitive drug court special innovation chemical dependency treatment grant 

from the State Division of Alcohol and Substance Abuse. This grant will provide $62,331 for four 

years starting July 1, 2007 through June 30, 2011. 

• Implemented a urinalysis testing program at the Kitsap Recovery Center to help contain costs for 

the drug court treatment program. 

• Implemented the new mental health Program for Assertive Community Treatment, which is 

designed to serve high-need mental health clients who would otherwise be served in the state 

hospital. 

• Implemented a Dropout Prevention and Intervention program through Workforce Investment Act 

resources that helped to increase the on-time high school graduation rate in Bremerton School 

District. 

• Implemented a new training program at Kitsap WorkSource for military spouses called Heroes at 

Home. This new program is through Department of Defense and Department of Labor resources 

and pays for up to $3,000 in training of military spouses at accredited schools so the spouses can 

gain marketable skills with degrees or credentials. 

• Increased community job opportunities to individuals with developmental disabilities. Expanded 

collaborative employment project, Work Independence Network (WIN) with Harrison Medical 

Center resulting in jobs for adults with developmental disabilities. 

• Provided training and information to over 400 parents, advocates and service providers on a wide 

range of topics including safety awareness, available services and supports, focusing on 

enhancing the quality of life for persons with developmental disabilities. 

• Expanded and enhanced access to comprehensive program services for indigent veterans. 

• Co-sponsored a county-wide Stand Down event for homeless veterans that provided access to 

numerous program services and personal needs including clothing, veterans programs, meals, 

showers, haircuts, health screening and vaccinations. 

• Produced the 17 th annual Kitsap County Human Rights Conference focusing on youth issues and 

was attended by over 200 professionals, educators and community members. 

• Co-sponsored with the Central Kitsap School District and Suquamish Tribe the 14 th annual Kitsap 

County Youth Rally for Human Rights and was attended by 250 students from 6 school districts. 

• Continued a Senior Farmers’ Market Program that issued over 7,970 vouchers to bring fresh, 

locally grown produce to over 450 low income seniors, and provided an economic stimulus of 

$19,414 to 28 growers in five farmers markets and one roadside stand. The program also 

included Saturday deliveries by volunteers to homebound recipients, as well as weekly dietary 

and cooking tips. 

• Developed and completed an educational DVD featuring the “A Doctor and A Pharmacist” 

presentation for use at trainings and distribution to community partners and targeted individuals 

and groups. Approximately 75 copies were distributed at the November 2007 Caregiver 

Conference. 

• Completed the four year (2008-2011) Area Agency on Aging Area Plan required under the Older 

Americans Act. The Area Plan is the strategic overview of the direction and activities which was 

approved by the Advisory Council, the Board of County Commissioners and the Department of 

Social and Health Services, Aging and Disability Services Administration. 


We will contribute to Safe and Healthy Communities through: 

• Successful development of a community-based, substance abuse prevention coalition to 

enhance collaboration among organizations and community members focused on the 

reduction of youth substance abuse. 

• Development and submittal of a federal grant application to support the work of a communitybased, 

substance abuse prevention coalition aimed at the reduction of youth substance 

abuse through more effective collaboration among organizations and community members 

focused on the reduction of substance abuse. 

• Development of a Youth Council composed of 10-15 youth (Grades 8-12) aimed at engaging 

youth in leadership activities devoted to the reduction of substance abuse among their peers. 

137


• Expansion of the current workforce development Drop Out Prevention Program from 35 youth 

per year to 100 per year by securing the Office of Superintendent of Public Instruction 

Building Bridges Grant. 

• Providing follow-up services to 75% of the individuals hospitalized for psychiatric care within 

7 days of their discharge from inpatient care. 

• Reducing the number of individuals on chemical dependency treatment wait lists by securing 

additional state treatment resources. 

• Veterans Advisory Board co-sponsoring two indigent veterans Stand Down events. 

• Continuing to improve local veterans’ services by identifying and implementing best practices 

experienced by state and other county programs. 

• Providing Human Rights educational information and awareness through community 

involvement including the annual Human Rights Conference and Youth Rally. 

• Partnering with service providers to develop depression screening for Kitsap seniors to assist 

in the recognition and treatment of depression in seniors. 

• Improving access to long-term care through expanded information services and program 

visibility which will increase opportunities and options for Kitsap seniors and the disabled to 

remain at home with supportive services. 

We will contribute to a Thriving Local Economy by: 

• Implementing the Employment Readiness Scale test for job seekers at our WorkSource 

offices. This test of job readiness is the result of planning by our business members of the 

Olympic Workforce Development Council and will contribute to a strong workforce to retain 

and attract businesses. 

• Training incumbent workers from employers in the local marine industry and healthcare 

industry which will help these workers advance in their careers and retain local businesses. 

• Development of the high school transition component of project Work Independence Network 

(WIN) at Harrison Medical Center by utilizing two grants that were awarded through the 

Division of Developmental Disabilities and Division of Vocational Rehabilitation. 


Number of pregnant and/or parenting, 

chemically dependent clients in grant 

funded treatment programs 

Quicker access to Mental Health 

Services for youth, reducing 

hospitalization. 

(Average hospitalization = 13 days @ 

$603 per day) 

Increase the number of family 

members age 10 – 14 participating in 

Strengthening Families Program 

Increase to 80% the number of adults 

gaining employment after completing a 

Workforce Investment Act funded 

service 

Assist seniors and other disabled 

adults to remain within their own home 

Measure 

Number of pregnant and/or 

parenting clients with children 

Reduction in the number of 

youth hospitalized 

Number of family members 

age 10 – 14 years old 

Percent of adults gaining 

employment 

Percentage remaining in own 

home for the year 

2006 

Actual 

2007 

Actual 


Forecast 

396 380 400 

12.25 17.5 16.0 

n/a 87 100 

83% 83% 85% 

94% 94% 94% 

Number of individuals receiving training 

on quality of life issues specific to 

developmental disabilities 


receiving training 

400 415 450 

138


Number of individuals receiving education 

and training at the Fourteenth Annual 

Human Rights Conference 

Increase the amount of private funds 

leveraged for positive youth development 

programs in Kitsap County 


receiving training 

Dollar amount of private 

funds leveraged 

348 200 200 

$39,700 $29,000 $25,000 


Area Agency Advisory Council 

Commission on Children and Youth 

Council for Human Rights 


Personnel & Human Services Department 

Organizational Chart 

Developmental Disabilities Advisory Board 

Personnel & Human Services Director 

Long-Term Care Ombuds Advisory Council 

Olympic Consortium Board 

Olympic Workforce Development Council 




Executive Board 

Executive Boards & 

Advisory Groups 

Staffed by the Department 

Labor Relations Manager 

Sheriff's Civil Service Commission 

Substance Abuse Advisory Board 

Veterans Advisory Board 

Operational 

Divisions 

Human Services 

Administrator 

Aging & Long Term Care 


Kitsap Recovery Center 


Personnel 

Senior Program Manager 

FEB 2008 

139

Revenues: 

2005 

Actual 



Mental Health Fund 

2006 

Actual 

2007 





Taxes $241,947 $390,004 240,000 150,000 



Miscellaneous 100,000 156,700 100,000 0 

Other Sources 7,500 7,500 7,500 7,500 

TOTAL $20,466,648 $21,958,985 $28,085,000 $26,162,977 

Expenditures: 

2005 

2006 

2007 


Actual 

Actual 



Salaries $249,100 $281,664 $514,631 $599,686 

Benefits 71,190 83,568 174,216 207,781 

Supplies 7,551 5,344 4,500 4,500 





Program Total $20,549,987 $21,009,305 $26,479,523 $24,757,500 

Other Uses 200,000 200,000 200,000 0 




+ Ending Fund Balance 



$20,749,987 $21,209,305 $28,085,000 $26,162,977 

2005 2006 2007 2008 

Funded 5.15 5.15 8.65 7.8 


140


Area Agency on Aging Fund 

Revenues: 

2005 

Actual 


2006 

Actual 

2007 





Taxes $0 0 0 0 




Other Sources 17,100 17,100 26,100 17,100 

TOTAL $3,146,697 $3,271,518 $4,175,100 $4,274,204 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $1,220,895 $1,353,386 $1,465,319 $1,552,690 

Benefits 345,385 412,630 495,353 528,435 

Supplies 48,808 23,675 51,896 51,896 





ProgramTotal $3,067,609 $3,244,561 $3,983,996 $4,132,600 






$3,067,609 $3,244,561 $4,175,100 $4,274,204 



2005 2006 2007 2008 

Funded 30.0 30.0 29.4 31.2 


141

Revenues: 


Developmental Disabilities Fund 

2005 

Actual 


2006 

Actual 

2007 





Taxes $241,947 $190,004 240,000 260,000 





TOTAL $3,281,176 $3,067,163 $4,495,000 $4,451,672 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $189,843 $190,407 $194,626 $189,146 

Benefits 48,306 42,920 59,257 59,876 

Supplies 2,095 1,820 5,000 5,000 


Intergovernmental 4,000 0 0 0 



Program Total $3,127,574 $3,040,481 $3,693,328 $3,650,000 








2005 2006 2007 2008 

Funded 3.55 3.55 3.45 3.30 


142


JTPA/Workforce Investment Act Fund 

Revenues: 

2005 

Actual 


2006 

Actual 

2007 





Taxes $0 $0 0 0 



Miscellaneous 208,409 122,926 150,000 0 


TOTAL $4,476,831 $3,604,365 $4,351,790 $2,920,436 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $337,457 $286,676 $272,913 $282,830 

Benefits 82,860 77,086 84,302 90,998 

Supplies 6,661 51,289 15,500 15,500 





Program Total $4,430,548 $3,710,183 $4,251,354 $2,821,000 








2005 2006 2007 2008 

Funded 6.4 6.4 6.2 6.2 


143

Revenues: 


Substance Abuse Treatment Fund 

2005 

Actual 


2006 

Actual 

2007 





Taxes $0 $0 0 0 



Miscellaneous 25 8,070 2,000 2,000 

Other Sources 18,564 18,564 18,564 18,564 

TOTAL $2,440,447 $2,531,558 $2,900,000 $2,791,440 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $248,451 $220,188 $235,970 $283,323 

Benefits 76,399 71,147 85,713 100,184 

Supplies 14,766 8,294 14,000 14,000 





Program Total $1,584,235 $1,521,220 $1684,468 $1,480,000 

Other Uses 916,716 821,270 1,086,346 1,175,384 







2005 2006 2007 2008 

Funded 4.2 4.2 4.6 5.05 


144


Recovery Center Fund 

Revenues: 

2005 

Actual 


2006 

Actual 

2007 





Taxes $0 $0 0 100,000 

Intergovernmental 897,622 1,217,118 1,325,000 1,335,000 



Other Sources 1,045,072 959,492 1,105,390 915,400 

TOTAL $2,180,965 $2,387,733 $3,385,557 $3,425,664 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $1,089,831 $1,045,521 $1,401,578 $1,257,700 

Benefits 319,996 369,364 527,796 514,856 

Supplies 171,265 109,277 141,000 141,000 



Capital Outlay 0 0 30,000 30,000 


Program Total $1,919,200 $1,913,978 $2,610,293 $2,580,000 








2005 2006 2007 2008 

Funded 32.45 32.45 32.65 32.35 


145


General Fund 

The following table shows the amounts budgeted from the General Administration & Operations to the 

Kitsap Health District for public health services; operating transfers from General Administration & 

Operations Fund to Health & Human Services funds; and General Fund (Personnel Department) support 

of three Human Services Funds. 

2005 

Actual 

2006 

Actual 

2007 




General Admin & Operations Fund 

Kitsap Health District $1,324,239 $1,387,738 $1,454,412 $1,496,417 

Peninsula Regional Mental Health 7,500 7,500 7,500 7,500 

Substance Abuse Fund 18,564 18,564 18,564 18,564 

Aging Direct Service 17,100 17,100 26,100 17,100 

General Fund 

Human Services 268,682 283,372 284,245 171,776 

Youth Commission 237,049 187,655 251,637 193,842 

Human Rights 40,047 56,698 53,434 47,937 

Total $1,913,181 $1,958,627 $2,095,892 $1,953,136 

146

Health & Human Services – Other Funds 

Veteran’s Relief Fund 

Revenues: 

2005 

Actual 


2006 

Actual 

2007 





Taxes $218,521 $233,223 223,500 230,000 

Intergovernmental 1,298 901 300 0 




TOTAL $219,819 $234,124 $1,011,971 $1,018,231 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $0 $0 $24,619 $29,456 

Benefits 0 0 5,708 8,288 

Supplies 0 321 6,500 6,500 

Services & Charges 131,201 64.215 186,913 185,756 




Program Total $131,201 $64,536 $223,740 $230,000 


Total Expenditures $131,201 $64,536 $223,740 $230,000 



+ Ending Fund Balance $131,201 $64,536 $1,011,971 $1,018,231 



2005 2006 2007 2008 

Funded 0 0 0.4 0.6 


147

Health & Human Services – Other Funds 

Employment & Training Fund (Non-WIA) 

Revenues: 

2005 

Actual 


2006 

Actual 

2007 





Taxes $0 $0 0 0 

Intergovernmental 0 120,739 1,200,000 1,090,000 


Miscellaneous 0 55,001 200,000 200,000 


TOTAL $0 $175,740 $1,400,000 $1,290,000 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $0 $1,462 $0 $13,022 

Benefits 0 471 0 4,500 


Services & Charges 0 132,118 1,400,000 1,272,478 




Program Total $0 $134,051 $1,400,000 $1,290,000 


Total Expenditures $0 $134,051 $1,400,000 $1,290,000 






$0 $134,051 $1,400,000 $1,290,000 

2005 2006 2007 2008 

Funded 0 0 0 0.2 


148


Public Works Program 

$25,000,000 

Public Works 

35.2% 

Law & Justice 

27.8% 

$20,000,000 

Health & 

Human Scvs 

16.8% 

$15,000,000 

Community 

Scvs. 

12.5% 

General 


7.7% 

$10,000,000 

$5,000,000 

$- 

Solid Road Wastewater Wastewater Surface Stormwater 

Roads Waste Construction Construction Utility Stormwater Capital Others Total 

Salaries $ 7,162,367 $ 1,443,974 $ 1,781,000 $ 83,307 $ 3,647,652 $ 1,754,004 $ - $ - $ 15,872,304 

Benefits 3,255,684 508,913 - 23,868 1,358,501 675,849 - - 5,822,815 

Supplies 311,100 369,600 - - 1,051,396 180,582 - - 1,912,678 

Services 3,103,104 14,328,250 457,000 4,056,800 1,880,950 805,216 506,000 1,016,000 26,153,320 

Intergovernmental - 488,000 - - 300,000 970,761 354,534 20,000 2,133,295 

Capital Outlay 277,000 735,000 11,798,000 8,801,000 16,000 23,250 893,199 475,000 23,018,449 

Debt Service 84,954 - - 772,061 1,500 - - 100,000 958,515 

Interfund Payments 10,050,843 387,329 693,000 6,151 1,346,298 1,143,947 - 130,000 13,757,568 

Program Total $ 24,245,052 $ 18,261,066 $ 14,729,000 $ 13,743,187 $ 9,602,297 $ 5,553,609 $ 1,753,733 $ 1,741,000 $ 89,628,944 

Other Uses $ 597,930 $ 457,900 

$ 3,599,463 $ 235,453 

$ 11,673,457 $ 16,564,203 


149


Public Works 

Roads 

Purpose: 

The Public Works Road Division is responsible for building, operating and maintaining Kitsap County’s 

transportation infrastructure. The following are the main services provided: 

• Road Construction 

o Engineering and surveying 

o Right of way acquisition 

o Construction management 

• Road Maintenance 

o Pavement overlays and chip seals 

o Ditching and drainage control 

o Vegetation and overhead tree management 

o Snow and ice control 

o Storm and emergency response 

• Traffic Operations 

o Traffic signal operation and maintenance 

o Sign and striping maintenance 

o Road use investigations 

o Traffic safety management program 

• Transportation Planning 

o Traffic modeling 

o GMA planning 

o PSRC representation 


• Public Works Road Division has been administering a federal grant for repair and replacement of 

guardrail. This work will be completed in 2008. Also during 2007, the Department purchased a 

guardrail machine allowing in-house forces to efficiently repair and maintain guardrails. This 

program illustrates the County’s commitment to traffic safety. 

• The Road Division hired a full time employee to insure that road maintenance activities are 

performed in compliance with ESA requirements consistent with the Regional Road Maintenance 

Program. This program assures that the County’s road maintenance activities protect County’s 

natural resources and watersheds. 

• Public Works completed construction of the Glud’s Pond Fish Enhancement project. This project 

was identified by the Washington State Department of Fish and Wildlife as the County’s highest 

priority fish passage barrier. The project was partially funded by a Salmon Recovery Funding 

Board grant. Completion of this project highlights the County’s commitment to protecting natural 

resources. 

• Road improvement projects were completed on Miller Bay and Bucklin Hill Roads. These 

projects provide safety and capacity improvements and promote community vitality. 


• The Road Division will promote Safe and Healthy Communities by maintaining the County’s 

transportation system and providing critical safety and capacity improvements. In 2008 the Road 

Division will be implementing a chemical de-icing program. The use of salt brines will improve 

traffic safety and improve mobility during snow and ice events. 

• The Public Works Road Division will continue its commitment to Protect Natural Resources and 

Systems by performing road maintenance practices conforming to state and federal ESA 

requirements. The Division will also be continuing efforts to address the County’s highest priority 

fisheries enhancement projects. 

• The Road Division will contribute to a Thriving Local Economy by developing projects that 

promote community vitality and maintaining the County’s transportation infrastructure in a safe 

and efficient manner. Major projects scheduled for construction in 2008 include the Waaga Way 

Extension, Hansville Road Improvements. The Division is also committed to a number of smaller 

projects that preserve the County’s transportation infrastructure. 

150

Roads 

• We will promote Inclusive Government by continued participation in community planning efforts 

and programs to increase citizen understanding of the services provided and the challenges that 

we face. In 2008, staff will be working with the Transportation Planning Advisory Committee. 

The committee was established to educate the public on the Department’s planning activities and 

provide an avenue for the public to provide valuable feedback. 


Pavement Overlay Program 

2006 

Actual 

2007 

Actual 


Input Indicator 

Total investment in road preservation work 

(CAPP report) $ 2,635,872 $ 2,644,871 $ 2,750,000 

Output Indicator (workload) Total number of miles in county road system 933.56 938.58 936 

Efficiency Indicator (costeffectiveness) 

Average Investment per mile $ 2,823 $ 2,818 2,938 

Effectiveness Indicator 

(outcome/quality) 

Average system pavement condition rating 

(benchmark = > 80) 79.5 79.5 80 

Public Information Program 

2006 

Actual 

2007 

Actual 


Input Indicator 

Total cost of providing customer service phone 

assistance $ 47,557 $ 66,416 $73,000 

Output Indicator (workload) Total customer calls received 26,620 48,876 45,000 


Average cost per call $ 1.78 $ 1.36 $ 

Calls requiring RFA 82 26 12 

Effectiveness Indicator 

(outcome/quality) 

Percentage of calls requiring RFA 

(benchmark - < 20%) 0.1% % % 

Road Maintenance 

2006 

Actual 

2007 

Actual 


Input Indicator Total cost of road maintenance $ 6,678,226 $ 7,987,718 $ 8,137,102 

Output Indicator (workload) Total miles of roads maintained 933.56 938.58 936 


Average Cost per mile to maintain $ 7,153 $ 8,510 $ 8,693 

151

Revenues: 

County Roads Budget 

2005 

Actual 

2006 

Actual 

2007 


Roads 




Taxes $19,776,928 $20,416,511 21,460,547 21,918,555 

Licenses & Permits 107,756 120,547 100,000 100,000 



Fines & Forfeits 12,920 23,516 0 0 


Other Sources 0 135,100 0 0 

TOTAL $21,078,646 $21,900,989 $32,244,103 $31,287,990 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $6,225,643 $6,481,509 $6,921,055 $7,162,367 

Benefits 2,051,415 2,241,917 2,946,944 3,255,684 

Supplies 228,408 148,664 302,889 311,100 




Debt Service 97,905 96,737 85,823 84,954 


Program Total $18,396,798 $19,512,443 $22,999,741 $24,245,052 

Other Uses 4,193,626 3,980,214 1,606,159 597,930 





$22,590,424 $23,492,657 $32,244,103 $31,287,990 

152

Roads 


Roads Division By 

Cost Center 

Administration Engineering Maintenance Traffic Planning Total 

Salaries $990,893 $1,468,293 $3,197,468 $1,505,713 $7,162,367 

Benefits 359,246 852,082 1,486,651 557,705 3,255,684 

Supplies 61,500 78,350 29,750 141,500 311,100 

Services & Charges 2,090,544 205,110 473,375 334,075 3,103,104 

Capital Outlay 0 11,000 118,000 148,000 277,000 

Debt Service 84,954 0 0 0 84,954 

Interfund Services 2,187,226 298,532 6,289,226 1,275,859 10,050,843 

Program Total $5,774,363 $2,913,367 $11,594,470 $3,962,852 $24,245,052 

Other Uses 597,930 0 0 0 597,930 

Ending Fund 

Balance 6,445,008 0 0 0 6,445,008 


+ Ending Fund 

Balance $12,817,301 $2,913,367 $11,594,470 $3,962,852 $31,287,990 



2005 2006 2007 2008 

Funded 138.75 138.75 140.75 139.75 



153

154 

Roads

Public Works 

Solid Waste 

Purpose: 

The Solid Waste Division of Public Works is responsible for developing and implementing the County’s 

Comprehensive Solid Waste Management Plan in compliance with RCW Chapter 70.95.020 and Chapter 

70.015.007.The following are the main services provided: 

• Oversee and administer the solid waste disposal system including the operation of the Olympic 

View Transfer Station (OVTS) 

• Provide rural solid waste and recycling services at the recycling and garbage facilities located 

throughout Kitsap County 

• Establish and monitor the service level for curbside recycling programs in unincorporated Kitsap 


• Provide household hazardous waste collection and the Small Quantity Generator (SQG) 

Collection Program at the Household Hazardous Waste (HHW) Collection Facility 

• Monitor County-owned closed landfills 

• Provide programs about waste reduction, recycling, composting, litter, and pollution prevention to 

public and private school students and Kitsap County businesses and residents through 

school/adult/community education programs 

• Coordinate litter and illegal dumping cleanup and prevention efforts through the Clean Kitsap 

Program 


• Significant improvement in the Clean Kitsap Program’s litter and illegal dumping response 

• Reached an important agreement with the Port Gamble S’Klallam Tribe regarding the Hansville 

Landfill 

• Converted the curbside recycling program from 3-bin to all-in-one system in the county and 2 

cities 

• Received the EPA Waste Wise Award for the 7 th year. The work is based on the County’s Waste 

Reduction ordinance 

• Reached 2884 students with our school assembly – The Magic of Recycling compared to 1431 

students reached in 2006 



• Promoting compliance with the Waste Prevention ordinance, the cornerstone of many increased 

efficiencies throughout County departments. 

• Reviewing the rates set at OVTS to ensure revenues are adequate to cover basic service and 

compare competitively with disposal rates of neighboring jurisdictions. 

• Overseeing and adjusting the recycling program service levels to maximize the amount of 

material collected and ensure a reasonable cost to the ratepayer. 

• Coordinating enhanced litter prevention and illegal dumping cleanup efforts through the Clean 

Kitsap Program. This extensive program brings citizens and various agencies together to actively 

promote improving our quality of life in Kitsap County. We work to keep roadways clean, to keep 

illegal dumping areas cleaned, and provide venues for citizens to manage their solid and 

hazardous waste. 

• Revise the Comprehensive Solid Waste Management Plan 

• Evaluate the feasibility of a North End Household Hazardous Waste Facility 

• Hire a crew supervisor at the HHW facility (75% grant funded) 

• Develop a public – private partnership to support the Organics processing industry 

• Finish the Feasibility Study on the Hansville Landfill 

• Conduct a sustainability workshop in partnership with Pierce County, the Clean Air Agency, and 

WSU 

• Improve commercial and multi-family recycling service options 

155

Solid Waste 

We will contribute to Inclusive Government by working with our Solid Waste Advisory Committee to 

identify projects of community interest in the environmental protection arena. 


Review the rates at OVTS to ensure adequate 

revenue to cover basic service and compare 

competitively with tipping rates of other 

jurisdictions west of Cascade. Strive to 

maintain the lowest disposal rate in the region. 

Maintain MRW customer service parity across 

the county. Compare regional population 

distribution to customer usage of facility with a 

goal of having the percentage of customer 

usage by region equal to the percentage of 

population distribution by region. 

Measure 

=Rank 

(Kitsap Rate, 

Rates West of 

Cascades) 

% of 

Customer 

Usage by 

Region 

Compared to 

% 

of Population 

by Region 

Pop Dist 

%* 

Bainbridge 

9% 

Bremerton 

32% 

Pt Orchard 

25% 

Poulsbo 

13% 

Silverdale 

9% 

Other 

13% 

2007 

Actual 

Lowest 

% of 

Customers 

Bainbridge 

8% 

Bremerton 

34% 

Pt Orchard 

30% 

Poulsbo 

9% 

Silverdale 

7% 

Other 

12% 


Forecast 

Lowest 

% of 

Customers 

Bainbridge 

8% 

Bremerton 

32% 

Pt Orchard 

27% 

Poulsbo 

12% 

Silverdale 

9% 

Other 

12% 

Continue to increase the tons of recyclables 

collected and/or diverted from the waste 

stream Tons of Recyclables ** 165,534 / yr 174,743 / yr 

*Percentage based on 2000 census information. 

**Data from WA Department of Ecology 

Revenues: 

2005 

Actual 


2006 

Actual 

2007 





Taxes $0 $0 0 0 

Licenses & Permits 0 0 0 0 



Fines & Forfeits 0 0 0 0 



TOTAL $4,347,914 $4,737,982 $8,870,429 $8,929,514 

156

Solid Waste 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $903,746 $1,036,387 $1,166,876 $1,335,784 

Benefits 247,674 314,872 389,517 468,394 

Supplies 127,919 117,836 263,050 331,600 

Services & Charges 1,077,413 910,478 2,000,493 2,433,383 


Capital Outlay 9,680 0 20,000 10,000 



Program Total $2,679,100 $2,789,953 $4,179,522 $5,010,224 

Other Uses 470,880 470,880 306,000 457,900 







Drop 

Boxes 

Recycling 

Moderate 

Risk Waste 

Landfills 

Total 

Salaries $430,802 $174,928 $252,052 $415,216 $62,786 $1,335,784 

Benefits 142,839 69,154 76,673 159,273 20,455 468,394 

Supplies 26,750 10,650 93,900 190,350 9,950 331,600 

Services & Charges 375,126 551,800 765,434 723,703 17,320 2,433,383 

Intergovernmental 0 38,000 0 42,000 0 80,000 

Capital Outlay 0 0 10,000 0 0 10,000 

Debt Service 0 0 0 0 0 0 

Interfund Services 202,651 19,874 100,754 16,203 11,581 351,063 

Other Uses 457,900 0 0 0 0 457,900 

Ending Fund Balance 3,461,390 0 0 0 0 3,461,390 

Total $5,097,458 $864,406 $1,298,813 $1,546,745 $122,092 $8,929,514 

157

Solid Waste 



2005 2006 2007 2008 

Funded 20.29 20.89 20.29 21.29 



158

Solid Waste 

Transfer Station Operations 

Revenues: 

2005 

Actual 


2006 

Actual 

2007 





Intergovernmental $0 $0 0 0 





TOTAL $10,077,372 $10,625,714 $14,982,070 $15,002,826 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $60,743 $64,438 $106,624 $108,190 

Benefits 14,151 16,237 38,936 40,519 

Supplies 10,034 8,353 34,000 38,000 



Capital Outlay 0 0 650,000 725,000 


Program Total $9,655,955 $10,800,337 $12,515,741 $13,250,842 








2005 2006 2007 2008 

Funded 1.0 1.0 2.0 1.0 


159

Revenues: 

2005 

Actual 


Public Works 

Road Construction 

2006 

Actual 

2007 





Intergovernmental $8,648,470 $9,502,618 12,287,054 9,319,150 

Charges for Services 0 1,500 0 380,000 



Other Sources 4,763,000 5,086,000 11,909,000 2,298,000 

TOTAL $13,615,816 $15,020,003 $32,996,023 $21,547,173 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $1,085,857 $1,344,502 $1,548,000 $1,781,000 



Services & Charges 931,986 2,553,035 1,545,000 457,000 




Program Total $7,378,114 $16,880,747 $23,334,000 $14,729,000 

Other Uses 0 0 1,500,000 0 





160

Public Works 

Wastewater Construction 

Revenues: 

2005 

Actual 


2006 

Actual 

2007 





Intergovernmental $3,892,651 $0 0 0 

Charges for Services 3,659,275 2,564,729 754,905 1,007,820 



Other Sources 1,199,271 0 2,909,358 10,047,518 

TOTAL $8,958,936 3,069,367 14,260,263 $15,299,722 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $75,116 $78,480 $80,194 $83,307 

Benefits 17,090 19,393 22,228 23,868 






Program Total $3,267,757 $1,820,987 $7,609,879 $13,743,187 






161

Public Works 

Wastewater 

Purpose: 

The Wastewater Division of the Public Works Department provides sanitary sewer service for various 

unincorporated areas of Kitsap County. Our employees operate and maintain four wastewater treatment 

plants, 65 pump stations, approximately 164 miles of sewer lines, approximately 34 miles of force mains, 

approximately 3800 manholes, and one community drain field system. The following are the main 

services provided: 

• Secondary treatment of domestic and commercial sewage to insure that the resulting discharge 

into Puget Sound meets all current State and Federal water quality requirements. 

• Operation, maintenance, and inspection of wastewater collection and transmission facilities. 

• Design review and inspection of developer financed sanitary sewer extensions. 

• Manage a capital facilities program to provide necessary repair, replacement and upgrades to the 

County’s sewer infrastructure. 


• Treated 1,529,806,250 gallons of sewage, meeting 100% of NPDES Permit requirements. 

• Cleaned 2934 sections of gravity sewer lines and 93 wet wells, pigged 84 sections of force mains, 

and raised, modified, or repaired 175 manholes. 

• Inspected 535 sections of gravity sewers with television equipment. 

• Maintained the mechanical and electrical equipment at four treatment plants as well as 65 pump 

stations, 3 air stations, 1 chlorine station and 2 metering stations. 

• Completed construction contract to Modify Pump Station #7 by Stan Palmer Construction. 

• Completed construction of LID #8 Ph I Improvements in Manchester. 

• Constructed 2300 foot sewer line extension under the SR3/303 as part of the Department of 

Transportation project to modify this interchange. 

• Designed sewer extension as part of proposed Waaga Way road extension project. 

• Completed Kingston Wastewater Facilities Plan Update 


• We will contribute to achieving and sustaining Safe and Healthy Communities by protecting 

public health from waterborne diseases by continued effective treatment of wastewater. We will 

also attempt to prevent wastewater spills through an effective pro-active management, capacity, 

operations and maintenance program. 

• We will Protect Natural Resources and Systems by minimizing the effects of human activities 

on the waters of Puget Sound by treatment of wastewater that meets or exceeds State and 

Federal Clean Water Standards and by exploring opportunities for potential reuse of treated 

wastewater. 

• We will contribute to maintaining a Thriving Local Economy by investing financial resources and 

manpower in an adequately sized and well-maintained sewer system that helps promote 

business development and enhances economic opportunities in the County. 

Existing Core Programs: 

• Maintain all existing core Sewer Utility Division programs and levels of service. 

• Meet 100% of all NPDES Permit requirements for the Central Kitsap, Kingston, Suquamish and 

Manchester wastewater treatment plants from January 1, 2007 through December 31, 2007. 

• Continue to implement the Sewer Utility Division CIP. 

162

Wastewater 


2007 2008 

Measure 


Meet NPDES Permit Requirements % of Requirements Met 100% 100% 

Reduce Sanitary Sewer Overflows Gallons Spilled per Year 117,070 < 15,000 

Revenues: 

2005 

Actual 


2006 

Actual 

2007 





Licenses & Permits $4,725 $4,600 5,000 5,500 




TOTAL $7,672,384 $9,483,583 $15,687,084 $16,038,858 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $3,183,718 $3,391,946 $3,498,825 $3,647,652 

Benefits 958,701 1,065,302 1,255,350 1,358,501 

Supplies 846,716 845,774 1,007,547 1,051,396 




Debt Service 1,211 17,377 1,500 1,500 


Program Total $8,007,479 $8,516,595 $9,118,588 $9,602,297 

Other Uses 4,150,469 2,868,115 3,598,496 3,599,463 





163

Wastewater 


Operations 

Maintenance 

Collections Engineering 


Total 

Salaries $1,473,022 $732,210 $743,533 $388,599 $310,288 $3,647,652 

Benefits 536,436 265,672 314,875 123,335 118,183 1,358,501 

Supplies 665,624 201,157 131,400 10,300 42,915 1,051,396 

Services & Charges 1,460,720 73,270 59,100 78,160 209,700 1,880,950 

Intergovernmental 0 0 0 0 300,000 300,000 

Capital Outlay 0 0 16,000 0 0 16,000 

Debt Service 0 0 0 0 1,500 1,500 

Interfund Services 253,163 121,983 370,622 74,190 526,340 1,346,298 

Operating Transfers 0 0 0 0 3,599,463 3,599,463 

Total $4,388,965 $1,394,292 $1,635,530 $674,584 $5,108,389 $13,201,760 



2005 2006 2007 2008 

Funded 58.06 58.06 63.06 63.06 


164

Wastewater 


165

Public Works 

Surface & Stormwater Management 

Purpose: 

The Surface and Stormwater Management Program is responsible for implementing the County’s flood 

reduction and non-point pollution control programs. The following are the main services provided: 

• Inspection, operation, maintenance of stormwater control facilities 

• Planning, design, and construction of projects that: 

o Reduce flooding 

o Reduce non-point pollution 

o Improve fish passage 

• Pollutant source identification and control 

• Surface Water resource related public outreach, involvement, and education 


• Inspected, operated and maintained 550 retention/detention facilities 

• Performed maintenance on 7,500 stormwater catch basins 

• Completed initial outfall pollutant screening of 254 stormwater outfalls that discharge into fresh 

water located within the Blackjack, Burley, Gorst, Hood Canal, and Liberty Bay watersheds. 

• Continued pollution identification and control projects in Clear Creek, Phinney Creek, Ostrich Bay 

and Chico Creek drainage basins. 

• Partnered with the City of Bremerton in the design and construction of one regional stormwater 

conveyance line to serve Navy Yard City. 

• Modified 4 neighborhood stormwater ponds to enhance their function. 

• Constructed drainage conveyance improvements in Manchester, Keyport, Silverdale, Kingston, 

and East Bremerton. 

• Rebuilt 7 biofiltration swales to improve their water quality function. 

• Assisted Port of Illahee to initiate a regional drainage plan. 


• We will contribute to Effective and Efficient County Services by continuing to implement a 

preventive maintenance program for stormwater infrastructure. 

• We will contribute to achieving and sustaining Safe and Healthy Communities by determining 

and documenting the receiving water quality and making this information available to the public. 

• We will contribute to maintaining a Thriving Local Economy by continuing to design and 

construct needed flood reduction and water quality enhancement stormwater infrastructure. 


Catch Basin Maintenance 2004 2005 2006 2007 

Input Indicator Total Cost $273,969 $372,680 $300,461 $277,516 

Output Indicator 

10,480 9,900 10.080 7,560 

(workload) 

105% 100% 100% 68% 

Efficiency Indicator 

Effectiveness 

Indicator 

(outcomes/quality) 

Number of Catch 

Basins Cleaned 

Percentage of Total 

Inventory 

Cost per Basin 

Number of Clogged 

Catch Basin After- 

Hours Emergency 

Callouts (Goal


Water Quality Trend Monitoring 2004 2005 2006 2007 

Input Indicator Total Cost $272,163 $228,254 $205,058 $242,732 

Output Indicator 

(workload) 

Number of 

Samples 

Taken 

Fresh 2624 

Marine 340 

Shellfish 280 

Fresh 2987 

Marine 409 

Shellfish 277 

Fresh 2829 

Marine 300 

Shellfish 

267 

Fresh 2833 

Marine 432 

Shellfish 300 

Efficiency Indicator 

Effectiveness 

Indicator 

(outcomes/quality) 

Cost per 

Sample 

% of 

planned 

monitoring 

events 

completed 

$84 $62 $60 $68 

97% 100% 100% 100% 

Revenues: 

2005 

Actual 


2006 

Actual 

2007 





Taxes $0 $0 0 0 

Licenses & Permits 0 0 0 0 

Intergovernmental 250 150,000 0 0 


Fines & Forfeits 6,080 0 0 0 



TOTAL $4,877,307 $5,780,514 $9,229,452 $9,201,302 

167

Expenditures: 

2005 

Actual 

2006 

Actual 


2007 




Salaries $1,281,710 $1,326,056 $1,687,649 $1,754,004 

Benefits 386,563 418,446 614,830 675,849 

Supplies 162,294 138,092 178,246 180,582 



Capital Outlay 0 12,482 4,250 23,250 


Interfund Services 956,433 1,022,749 1,127,332 1,143,947 

Program Total $4,277,740 $4,297,039 $5,302,587 $5,553,609 

Other Uses 883,365 770,216 234,022 235,453 







Health 

District 

Agricultural 

Program 

DCD 

Programs 

Total 

Salaries $1,754,004 $0 $0 $0 $1,754,004 

Benefits 675,849 0 0 0 675,849 

Supplies 180,582 0 0 0 180,582 

Services & Charges 471,192 0 334,024 0 805,216 

Intergovernmental 70,000 900,761 0 0 970,761 

Capital Outlay 23,250 0 0 0 23,250 

Debt Service 0 0 0 0 0 

Interfund Services 854,260 0 0 289,687 1,143,947 

Other Uses 235,453 0 0 0 235,453 

Ending Fund Balance 3,412,240 0 0 0 3,412,240 

Total $7,676,830 $900,761 $334,024 $289,687 $9,201,302 

168




2005 2006 2007 2008 

Funded 28.15 28.15 29.65 29.15 



169

Public Works 

Surface & Stormwater Capital Improvement 

Revenues: 

2005 

Actual 


2006 

Actual 

2007 






Charges for Services 0 0 850,000 850,000 



Other Sources 591,830 591,830 0 0 

TOTAL $652,564 $678,989 $3,004,504 $3,393,674 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $31,993 $0 $0 $0 


Supplies 0 1,199 0 0 




Interfund Services 3,169 61,034 0 0 

Program Total $622,714 $1,053,672 $1,222,971 $1,753,733 


Total Expenditures $622,714 $1,053,672 $1,222,971 $1,753,733 




$622,714 $1,053,672 $3,004,504 $3,393,674 

170

Public Works – Other Funds 

Additional appropriations for the Public Works Program are included in the 2008 budget under the 


2005 

Actual 

2006 

Actual 

2007 




Other Wastewater Funds 

Wastewater Improvement $10,507 $4,585 $957,000 $3,604,600 

Wastewater Repair & Replacement 0 0 1,229,543 5,690,857 

ULID #8 Manchester 0 461,667 350,000 100,000 

Other Surface & Stormwater Funds 

Surface & Stormwater Asset Replacement 0 0 0 0 

Other Solid Waste Funds 

Solid Waste Planning Reserve 0 0 1,100,000 150,000 

Solid Waste Capital Imp 15,526 0 1,000,000 625,000 

Landfill Post Closure Reserve 108,305 69,839 188,000 341,000 

Bainbridge Island Landfill Capital 0 0 1,000,000 1,000,000 

Bainbridge Island Landfill O & M 1,425 1,159 80,000 80,000 

Hansville Landfill Capital 0 0 535,000 0 

Hansville Landfill O & M 168,777 238,825 1,315,000 270,000 

Norseland Landfill Capital 0 0 200,000 200,000 

Norseland Landfill O & M 12,028 17,402 155,000 155,000 

Other Public Works Funds 

Service Area 1 Road Impact Fee 29,000 0 690,000 0 

Service Area 2 Road Impact Fee 141,000 0 2,489,000 1,118,000 

Service Area 3 Road Impact Fee 0 0 70,000 80,000 

Service Area 4 Road Impact Fee 95,000 0 105,000 0 

Regional Service Area Roads 30,000 0 365,000 0 

Total $5,611,568 $793,477 $11,828,543 $13,414,457 

171

Other Funds 

$48,184,125 

Internal Service Funds 

$20,354,529 

42.2% 

Real Estate Excise Tax 

$7,963,058 

16.5% 

Debt Service 

$11,183,329 

23.2% 

Capital Project Funds 

$6,007,665 

12.5% 

Public Works Debt Service 

$2,675,544 

5.6% 

The funds categorized above as Other Funds do not specifically fit into any 

of the preceding five programs. Some of these budgets intermingle. For 

instance, $1,000,000 of the Real Estate Excise Tax Fund is transferred to 

the Road Construction Fund and we account for this expenditure in the 

Public Works program. Also, a transfer is made from the Real Estate 

Excise Tax Fund to various debt service funds. 

172


Other Funds 

Real Estate Excise Tax Fund 

Within Washington State, transfers of real property are subject to state and local real estate excise taxes 

(REET). The total rate in Kitsap County is 1.78% of the value of the transfer. Of this, 1.28% goes to the 

State and 0.50% goes to the County. 

For example: If a home sold for $100,000, then the total real estate excise tax on this transfer would be 

$1,780, the State’s portion would be $1,280, and the County’s portion would be $500. 

REET is generally paid by the seller and is a highly volatile revenue source which reacts strongly to 

fluctuations in the economy and real estate market. 

Real estate excise taxes can only be used to pay for public works projects and for planning, acquistion, 

construction, reconstruction, repair, replacement, rehabilitation or improvement of: 

• Streets 

• Roads 

• Highways 

• Sidewalks 

• Street and road lighting systems 

• Traffic signals 

• Bridges 

• Domestic water systems 

• Storm and sanitary sewer systems 

• Parks 

• Recreational facilities 

• Law enforcement facilities 

• Trails 

• Libraries 

• Administrative or judicial facilities 

• River and/or waterway flood control projects 

We use REET primarily to pay debt service on large capital projects like upgrades to our current 

courthouse. Expenses in the Real Estate Excise Tax Fund for 2008 are listed below: 

Payment For Amount Purpose 

Professional Services $ 10,000 Design & Engineering 

Capital Outlay 1,942,573 Improvement & Land Purchases 

1996 Refunding Bonds 860,086 Debt Service 

1999B Refunding Bonds 153,684 Debt Service 

2001 Refunding Bonds 284,240 Debt Service 

2003B LTGO Bonds 907,154 Debt Service 

2004 LTGO Bonds 1,219,076 Debt Service 

Marine Science Ctr Debt Service 23,265 Agreement with Poulsbo 

Government Center Bonds 353,944 Agreement with Bremerton 

2006 LTGO Bonds 1,209,036 Debt Service 

Road Projects 1,000,000 Road Construction 

Total REET Budget $ 7,963,058 

173

Other Funds 

Real Estate Excise Tax Fund 

Revenues: 

2005 

Actual 


2006 

Actual 

2007 





Taxes $7,217,273 $7,001,149 6,000,000 5,600,000 




Other Sources 100,000 1,754,831 0 0 

TOTAL $7,873,703 $9,417,351 $14,778,438 $13,757,943 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $0 $0 $0 $0 





Capital Outlay 476,465 1,754,830 897,400 1,942,573 


$918,564 $2,138,859 $1,285,598 $2,329,782 

Other Uses 5,995,852 7,069,943 5,964,376 5,633,376 





174


$20,354,529 

$12,000,000 

$10,000,000 

Self 

Insurance 

$2,387,712 

11.7% 

Workers' 

Comp. 

$1,616,325 

7.9% 

$8,000,000 

$6,000,000 

$4,000,000 

Information 

Services 

$5,028,235 

24.7% ER&R 

$11,322,257 

55.6% 

$2,000,000 

$0 

1 2 3 4 

Information Self Workers' 

ER&R Services Insurance Compensation Total 

Salaries $ 935,981 $ 2,070,312 $ 168,958 $ 137,334 $ 3,312,585 

Benefits 415,355 652,042 54,746 398,557 1,520,700 

Supplies 7,153,925 249,135 10,000 6,500 7,419,560 

Services 296,590 1,766,662 2,123,130 1,057,905 5,244,287 

Intergovernmental - - - - - 

Capital Outlay 1,845,000 179,900 - - 2,024,900 

Debt Service - - - - - 

Interfund Services 501,794 110,184 30,878 16,029 658,885 

Sub Total $ 11,148,645 $ 5,028,235 $ 2,387,712 $ 1,616,325 $ 20,180,917 

Operating Transfers 173,612 - - - 173,612 

Total $11,322,257 $5,028,235 $2,387,712 $1,616,325 $20,354,529 

175



Equipment Rental & Revolving 

Purpose: 

The Equipment Services Division of Public Works is responsible for the maintenance of all County 

vehicles and heavy equipment. Following are the main services provided: 

• Vehicle and heavy equipment acquisition and replacement for all County Departments. 

• Vehicle and heavy equipment maintenance and repair for all County Departments. 

• Maintenance of County fueling stations. 

• Manage the acquisition and inventory of all road materials, automotive parts, tires, fuel 

and sign supplies. 

• Manage recalls & warranty on all County owned equipment and vehicles 


• All replacement vehicles and heavy equipment acquisitions completed on time and within 

budget. 

• Routine maintenance and repair of county equipment performed on schedule, and with 

customers needs as a priority. 

• Successful completion of fueling system upgrades, including card readers and new 

dispensing systems. 

• Played an active and supporting role in the purchase of the new rock quarry shaker; 

guard rail machine; and paint striper. 

• Facilitated the installation of particulate traps on selected diesel powered trucks for the 

purpose of reducing exhaust emissions. 


• We will contribute to Effective and Efficient County Services by evaluating 

vehicle/equipment life cycle in an effort to reduce annual costs while maintaining the 

present level of service. 

• We will contribute to Effective and Efficient County Services by evaluating and 

identifying areas in the fleet where a conversion to more fuel-efficient and multi-use 

vehicles/equipment can be accomplished and implemented. 

• We will contribute to Protection of Natural Resources and Systems by evaluating the 

compatibility of and cost effectiveness of implementing the use of bio-diesel fuel in the 

present fleet, use the low sulfur fuels, and purchase to the extent possible only Ultra Low 

Emission Vehicles (ULEV). 

• Effectively use and manage fleet maintenance and purchasing with the assistance of an 

efficient Maintenance Management and Inventory Control program (Cart graph). 

• Continue to strive for efficiencies and methods which allow for greater productivity and 

cost controls. 

• Upgrade countywide fuel dispensing system to improve reliability and accountability. 

176



Preventative Maintenance to be completed within 

30 days of regularly scheduled date/mileage. 

Customer satisfaction of quality & timeliness of 

service. 

Measure 

PM’s completed on 

time/ total PM’s 

Customer satisfaction 

scale of 1 to 5 

(poor to excellent) 

Rating of ≥ 4 

2007 

Actual 

93% of 

Total 

August 

4.3 


Forecast 

95% of 

Total 

August 

4.5 

Revenues: 


2005 

Actual 

2006 

Actual 

2007 




Beginning Fund Balance $11,881,819 $10,991.776 

Charges for Services $3,028,785 $3,391,735 4,042,000 4,780,000 

Miscellaneous 5,874,399 6,433,655 7,235,280 7,277,280 

Other Sources (140) 126,983 117,000 117,000 

TOTAL $8,903,044 $9,952,373 $23,276,099 $23,166,056 

Expenditures: 

2005 

2006 

2007 


Actual 

Actual 



Salaries $794,288 $842,509 $1,031,930 $935,981 

Benefits 254,055 286,718 415,400 415,355 

Supplies 4,130,300 4,938,946 6,889,950 7,153,925 



Capital Outlay 858,849 1,096,139 3,770,000 1,845,000 


Program Total $6,502,734 $7,698,740 $12,898,319 $11,148,645 

Other Uses 28,499 18,948 23,706 173,612 





177




2005 2006 2007 2008 

Funded 16.0 16.0 15.0 16.0 



178


Information Services 

Purpose: 

Information Services applies technology resources to meet the County’s business needs. We use our 

experience, knowledge, and innovative solutions to make the County a leader in practical, cost-effective, 

automated systems. 

• Design, implement and maintain commercially acquired applications. 

• Design, implement, and support locally written scripts that pass data from one vendor application to 

another and that provide customized processing from our commercial applications. 

• Provide centralized Geographic Information Systems (GIS) support to all County departments and 

other municipalities and public service agencies as well as assist them in developing new GIS uses. 

• Manage the data structure for all applications. Protect the content and availability of County data. 

• Acquire, configure, install, maintain, and support central/host server platforms and data 

communication networks for County as well as other municipalities and public service agencies. 

• Design, implement, maintain, and support Voice/Voice Mail and video communications systems for 

County Departments as well as other municipalities and public service agencies. 

• Provide user administration and support of microcomputer desktops, laptops, printer, and other 

electronic/mobile computing devices. 

• Secure County computers and communication networks from overt or accidental breaches. 

• Provide and support an up-to-date computer-training lab for all county groups. 


• Disaster Recovery/Business Resumption Assessment and Planning Document completed. This 

effort included a full review of all County services supported by technology and created road-map 

of priorities and approach. 

• Geographical Information Services (GIS) Architecture Assessment completed. County 

Departments and Regional Public Service Agencies continue to increase their need and us of 

GIS capabilities. This effort helped to ensure the County is using a package of systems and 

utilities that is cost effectively meeting the needs today and into the future. 

• GIS Imagery Acquisition complete: The County GIS lead an eleven agency effort to acquire the 

latest six and twelve inch Ortho-Photography images through WA-State Dept. of Transportation. 

The collaboration effort saved the participating agencies, and ultimately the taxpayers, several 

hundred thousand dollars. Half of the images were delivered in 2007, the other half are 

scheduled for delivery in the first-quarter of 2008. 

• Initiated the Virtual Server Project: This process allows consolidating multiple services onto one 

physical server, thus reducing many costs associated with Data Center Operation, to include 

electrical and cooling. Of the 115 Servers in operation, 20 have been “virtualized” to-date. 

• Initiated Regional Situs Addressing Project: Public Safety First Responders (Law Enforcement, 

Fire, and Emergency Medical Service) are dependent on accurate addresses. Each of the 

multiple local government agencies (cities, tribes, county) occasionally have varying methods of 

assigning or changing addresses. This effort requires both a collaborative work flow as well as a 

centralized data base architecture. 

• Local Update Census Addressing, 2010: This Federal mandate project has been started. A 

majority of the effort to complete this project is parallel to the Situs Addressing Project. For 

efficiency sake this project is moving forward in conjunction with Situs Addressing and in 

collaboration with the cities. 

• Community Oriented Policing (COPs) Grant: Supported the data gathering and application for 

the First Responder Grant that was based on collaboration with Law Enforcement and Fire across 

the entire county. The 3.6 Million Grant was awarded and initial planning is underway. Major 

elements of the grant project include purchase of Mobile Data Terminals (Tablet PC’s), multifaceted 

network connectivity (3G-Cell/EVDO, Wi-Fi, and Fiber Broadband), Electronic Ticketing 

(eliminate manual ticket processing from the officer, through the courts, to the state), and a 

Law/Fire collaborative GIS data base. 

179


• Server Room Re-Configure 80% complete: The central computer facility was out of space, 

electrical supply, and Air Conditioning. A multi-faceted approach of installing new Blade Server 

technology, implementing Virtual Server, and a new Power Distribution System saved the County 

several hundred thousand in remodeling and expansion costs. 

• Enterprise Imaging: Continued the multi-year effort to capture government documents into 

electronic records for greater efficiency of access and use. Departments included District Court, 

Commissioners, and Public Works. 

• Maintain Secure Operations of County Voice, Video, Data Communications, and 

Computer/Technology Systems: Throughout the year accomplished patches, updates, 

replacements, and repairs to 1,200 PC’s, 2,000 telephones, 300 Network Switches/Routers, 100 

data bases, 60 Enterprise and Departmental Software Applications, and 115 Computer Servers. 


• We will contribute to Effective and Efficient County Services by implementing an Information 

Services Steering Committee with representation from all Elected and Appointed Departments. 

• We will contribute to Effective and Efficient County Services by collaborating with other county 

agencies such as the cities and Kitsap Regional Coordination Council regarding shared use of 

broadband network communications. This will allow opportunities for activities such as; shared 

First Responder and Public Safety networks to co-exist on the same infra-structure as the Inter- 

Governmental, COPs, Kit-Net, and CARE-Net backbone. 

• We will contribute to Effective and Efficient County Services by collaborating with other county 

agencies such as the cities, tribes, fire districts, as well as transit and utilities regarding shared 

use Geographical Information Services (GIS). Sharing both data and staff resources of this 

highly complex system reduce the cost of overall service and support for the taxpayers. 

• We will contribute to Inclusive Government by expanding the services available to the citizens 

of Kitsap County through the Web-site, such as link-access to Public Meeting documents and 

Property Tax Distribution, showing the various categories of taxes and where they go. 

• We will contribute to Effective and Efficient County Services by seeking and evaluating 

technology solutions that will reduce the amount of staff time and effort to provide services, such 

as Enterprise Imaging and User Productivity systems. 


PROJECT WORKLOAD 

2006 

2007 


Actual 


Financial Management System CUM 16 Started spring 06 Complete Jan 07 

Upgrade 

Enterprise Imaging System Started fall 04 Continues Continues 

through 09 

Network-Wireless Strategic Assessment Complete summer 

06 

Disaster Recovery Assessment Deferred to 07 Complete 

Annual Land Information System 

Complete Complete Scheduled 

application/version upgrades 

Host/Server upgrades, replacements, and 

software patches 

On-going each 

year 

On-going each 

year 

On-going each 

year 

Desktop and Misc. electronic device 

security updates 

On-going each 

year 

On-going each 

year 

On-going each 

year 

Upgrade 911 Database 

Complete summer 

06 

Cable Franchise Renewal process 

Comcast 

Complete 

Wave 

Scheduled 

Upgrade Computer Room Electrical and 

Started fall 07 Continues 

HVAC 

Assessment of GIS Infra-structure 

Complete 

CRM – Open-Line and Citizen Contact 

Scheduled spring Continues 

database 

through end 07 

Upgrade GIS ArcSDE to Ver. 9.2 

Complete 

180


Auditor Recording System replacement; Complete fall 06 

Server, PC’s, and Oracle to SQL 

Administration Building preparation and Started 2005 Complete 

move-in 

Upgrade Intergraph CAD & I/Leads in 

Complete 

conjunction with CenCom 

COPS-Fire Grant (three-plus year project) 

Started Fall 07 Continues 

MCT’s, Wireless Network, E-Ticket, GIS 

Local Update Census Addressing – LUCA Started Fall 07 Continues 

Regional Situs Addressing (CenCom) 

Started Summer Continues 

07 

Replace GroupWise eMail 

Scheduled 

Virtual Server (reduce server fleet) Started Fall 07 Continues 

Revenues: 

2005 

Actual 


2006 

Actual 

2007 





Intergovernmental $0 $16,068 $338,767 42,866 



Other Sources 87,460 69,329 0 0 

TOTAL $4,398,212 $4,375,456 $6,856,465 $6,388,855 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $1,693,463 $1,875,962 $1,973,187 $2,070,312 

Benefits 418,843 499,699 619,939 652,042 

Supplies 268,558 251,139 202,240 249,135 





Program Total $4,048,043 $4,415,584 $5,569,370 $5,028,235 






181



Technical 

Services 

Application 

Services 

GIS Other* Totals 

Salaries $982,077 $674,702 $413,533 $0 $2,070,312 

Benefits 299,031 213,776 139,235 0 652,042 

Supplies 154,116 23,997 60,334 10,688 249,135 

Services & Charges 1,514,563 63,331 140,754 48,014 1,766,900 

Capital Outlay 179,900 0 0 0 179,900 

Debt Service 0 0 0 0 0 

Interfund Services 110,184 0 0 0 110,184 

TOTAL $3,239,871 $975,806 $753,856 $58,702 $5,028,235 

* IS Contract Support and IS Training Management 



2005 2006 2007 2008 

Funded 28.0 28.0 30.0 29.0 



Director 

GIS 

Manager 

Application 


Database 

Administrator 

Computer & 

Network Services 

Manager 

Programmer 

Analyst 

Systems 

Analyst 

Systems 

Engineer (4) 

Network 

Administrator 

GIS Analyst 3 

(3) 

Programmer 

Analyst (7) 

Customer 

Service Supervisor 


Specialist 

Customer Service 

Technician Senior 

Customer Service 


182


Risk Management 

Purpose: 

The Risk Management Division’s mission is to protect the County against the financial consequences of 

accidental losses which are catastrophic in nature, and to preserve County assets and public service 

capabilities from destruction or depletion; to minimize the total long term cost to the County of all activities 

related to the identification, prevention and control of accidental losses and the consequences, and to 

assist departments in the establishment of a safe work environment in which employees, as well as 

members of the general public, can enjoy safety and security in the course of their daily activities. 

The Risk Management Division, under the direction and jurisdiction of the Department of Administrative 

Services, is responsible for administering the County’s self-insured workers compensation program, 

participation in the Washington Counties Risk Pool (WCRP), safety and health programs, insurance 

procurement, loss control, claims handling, accident investigations, adjusting services, contract review, 

and special projects as assigned. The division is funded through the Workers Compensation and Self- 

Insurance Funds. 


• Increased internal departmental training capability by implementing a train the trainer program. 

• Implemented a liability claims database. 

• Developed a database listing County properties. 

• Completed the transition to self-administering workers’ compensation. 


We will promote Effective and Efficient County Services by: 

• Identifying, classifying, and valuing real property on the County property database. 

• Updating historical data in the liability claims database. 

• Benchmarking claims performance against other similar entities. 

We will promote Inclusive County Government by developing an annual report for self-insurance and 

workers’ compensation 


WORK LOAD 

2006 

Actual 

2007 

Actual 


Forecast 

Property/Casualty Claims 73 

Workers’ Comp. Claims 97 110 110 

Contracts Reviewed 792 846 850 

Safety/Environmental Inspections 5 6 10 

Employees Receiving Safety Training 974 850 850 

Insurance Premiums $499,776 $586,480 $1,345,976 * 

Liability Insurance Limits $20,000,000 $20,000,000 $20,000,000 

Property Insurance Limits $100,000,000 $100,000,000 $100,000,000 

Liability Insurance Deductible $500,000 $500,000 $500,000 

Property Insurance Deductible $50,000 $50,000 $50,000 

183


EFFICIENCY 

2006 

Actual 

2007 

Actual 


Forecast 

Workers Comp Program Costs $1,950,025 $1,952,131 $1,616,325 

Workers Comp cost per FTE $1,550 $1,465 $1,222 

Self-insurance program costs $1,474,361 $1,317,300 $2,764,025 * 

EFFECTIVENESS 

Lost time workers comp cases 32 33 32 

Medical only workers comp cases 65 71 65 

Denied workers comp cases 5 6 6 

Days lost to injury 761 1,367 1,000 

% of liability claims & lawsuits closed w/o payments 45% 37% 40% 

* Forecast number includes reserve adjustment (not included in actuals). 

Revenues: 

Division Budget: Self Insurance 

2005 

Actual 

2006 

Actual 

2007 






Miscellaneous 2,033,247 2,163,316 2,273,205 2,367,268 

Other Sources (6) 0 0 0 

TOTAL $2,033,241 $2,163,316 $2,702,664 $2,760,623 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $126,370 $141,119 $160,616 $168,958 

Benefits 34,221 39,974 47,042 54,746 

Supplies 7,202 5,628 10,000 10,000 




Program Total $1,790,595 $1,474,361 $2,290,974 $2,387,712 







Full Time Equivalents 2005 2006 2007 2008 

Self Insurance 2.75 2.75 2.75 2.75 

184


Revenues: 

Beginning Fund Balance 

Division Budget: Workers’ Compensation 

2005 

Actual 

2006 

Actual 

2007 




$0 $0 

Miscellaneous $1,657,779 $1,634,593 1,555,037 1,619,727 

TOTAL $1,657,779 $1,634,593 $1,555,037 $1,619,727 

Expenditures: 

2005 

Actual 

2006 

Actual 

2007 




Salaries $115,879 $125,523 $131,535 $137,334 

Benefits 710,064 1,210,645 394,971 398,557 

Supplies 284 0 6,500 6,500 




Program Total $1,275,972 $1,950,024 $1,573,372 $1,616,325 







Full Time Equivalents 2005 2006 2007 2008 

Workers’ Compensation 2.5 2.5 2.5 2.5 


Risk 

Manager 

Office 

Assistant 2 


Analyst - Workers’ 

Compensation 


Analyst – Self- 

Insurance/Liability 


Analyst - Safety/Loss 

Control 

185


$6,007,665 

2006 LTGO Bond Projects 

$2,500,000 

41.6% 

KC Capital Project 2001 

Fund 

$800,000 

13.3% 

KC Admin Bldg Project 

$1,857,665 

30.9% 

CenCom Facility Project 

Fund 

$550,000 

9.2% 

PFD 2002A Facility Project 

$300,000 

5.0% 

186



Capital Program 

Major Projects 

Public Works Weatherization Project: 

This repair and renovation project was completed in February 2008 and the building was 

reoccupied on March 1 st . Numerous original structural and construction deficiencies were 

discovered and corrected under contract amendment during this project and the building is now 

ready to serve the county for the long term. The project was completed within the budget and 

on time by the local Kitsap County firms of Fischer General Contracting, Inc. and Rice Fergus 

Miller Architecture and Planning. 

The contract award amount for Fischer General Contracting was $2,554,250 and amended to a 

final construction cost of $2,725,656. 

Coroner Facility: 

The Coroner’s current facility is divided with the morgue located in the basement of an old 

house and the administrative offices located in a county-owned building south of the current 

Port Orchard campus. The current morgue is clearly substandard and poorly equipped to handle 

any event of significant proportions. In order to serve the needs of the County now and into the 

future, the County will construct a modern facility located on the Readiness Center campus in 

Bremerton. This will locate the facility next to the new Central Communications building which is 

centrally located within the County. The building is designed by Rice Fergus Miller Architects in 

Bremerton. The project is to be accomplished under a tight budget and has been valueengineered 

to appropriate minimum levels. The design was complete in spring of 2007 and 

construction should be underway in early 2008. The current budget for this project is $3.8 

million. 

Courthouse Renovation: 

The current scope of work for the existing Courthouse is to renovate the interior of the building 

in order to render it functional for the short term, while the County developments a long term 

plan for a permanent Law and Justice facility. 

Other Capital Projects: 

• Model Toxic Control Act Fund established to account for financing for landfill closures 

on Bainbridge Island, the Norseland mobile home park and Hansville as required by the 

State of Washington Model Toxic Control Act. 

• Juvenile Services Facility Fund established to account for the construction of a new and 

expanded Juvenile Services Facility. 

• 1998 LTGO Bond Project Fund established to account for technology projects. 

• 1999 LTGO Bond Project Fund established to account for acquisition of open space 

land. 

187


• 1999B LTGO Bond Project Fund established to account for financing an energy saving 

project, Sheriff’s records system, case management and imaging systems, mugshot & 

fingerprinting system, refund Housing Authority bonds, and a Courthouse wiring project. 

• 2006 LTGO Bond Project Fund established to account for funding parks projects and 

public facilities district projects in addition to the Public Works Building repairs, Courthouse 

renovation and the Coroner facility project. 

Capital Project Expenditure Budgets: 

Title 

2005 

Actual 

2006 

Actual 

2007 




Juvenile Services Facility Fund $0 $4,303 $0 $0 

1998 LTGO Bond Project Fund 0 11,362 0 0 

1999B LTGO Bond Project Fund 1,235,857 1,080,220 0 0 

Jail Construction Fund 15,135 29,492 0 0 

Public Works Annex Capital Project 110,177 193,188 2,400,000 800,000 

CenCom Facility Project 1,154,080 515,732 450,000 550,000 

2002A Public Facilities Project 1,756,214 1,048,878 500,000 300,000 

2002 Admin Building Project 13,163,087 3,584,113 2,250,000 1,857,665 

2003B Parks Acquisition Project 28,074 0 0 0 

2003 Government Center Project 703,282 0 0 0 

2006 LTGO Bond Project Fund 0 15,365,098 2,750,000 2,500,000 

TOTAL $18,165,906 $21,832,386 $8,350,000 $6,007,665 

188


$13,858,873 

Revenue Bonds 

$2,675,544 

19.3% 

Special Assessment 

Bonds 

$28,300 

0.2% 

LTGO Bond Funds 

$11,155,029 

80.5% 

189



The County uses both short and long-term debt to leverage its assets. At the beginning of 2008 the 

County had outstanding debt compared to 2007 as follows: 

January 1, 2007 January 1, 2008 

Limited Tax General Obligation Bonds $175,482,978 $164,468,536 

Revenue Bonds 27,302,948 24,992,407 

Special Assessment Bonds 38,478 28,300 

Current Limited Tax General Obligation (LTGO) Bonds are shown in the table below. 

Date 

Issued 

Maturity 

Date 

Amount 

Issued 

Principal 

Amount 

Outstanding 

Refunding, 1996 04/01/96 11/01/12 9,875,000 6,445,000 

Conservation Futures, 1999 02/15/99 12/01/18 5,100,000 3,305,000 

Various Projects 1999B 07/15/99 07/01/19 10,680,000 1,920,000 

Jail Construction Project 2000 08/15/00 07/01/25 20,000,000 1,800,000 

Open Space, Stormwater Mgmt Projects, 

Refunding 2001 06/15/01 11/01/20 11,215,000 5,180,000 

Public Facilities District Bonds 2002A 4/1/02 10/1/26 11,395,000 11,395,000 

Public Works Annex Project, Jail Expansion 2003A 2/1/03 12/1/27 10,250,000 8,795,000 

Administration Building Project, Open Space 2003B 12/15/03 12/1/28 17,805,000 16,355,000 

Administration Building, Conservation Futures, 

Refunding 2004 12/1/04 7/1/29 21,200,000 17,535,000 

Refunding, 2005 7/1/05 7/1/25 18,995,000 18,965,000 

Coroner Facility, Parks Acquisition, Courthouse 

Renovations, various projects 2006 

7/1/06 7/1/31 18,085,000 17,315,000 

Total General Obligation Bonds $109,010,000 

The County did not issue bonds during 2007. 

Details of Limited tax general obligation bonds issued prior to 2007 are shown on the following pages. 

190

Debt Service 

Year 

Purpose 

1996 Partial refunding of 1991 

and 1992 LTGO Bonds 

Principal 

Amount 

Outstanding 

Source of Funds for 

Payment of 

Principal and Interest 

$ 6,445,000 Real Estate Excise Tax 

Conservation Futures 

Property Tax Levy 

Lease payments from 

Kitsap Mental Health 



$860,084 

80,374 

81,801 

1999 Acquisition of open space 3,305,000 Conservation Futures 392,478 

1999B 

Refund Housing Authority 

Bonds, E911 Upgrade, 

Energy Saving Project, 

Mug shot & Fingerprinting 

Systems, Records System, 

Case Mgmt & Imaging 

Systems, wiring project 

1,920,000 Kitsap Cons. Housing 

Enhanced 911 Fund 


118,826 

313,088 

153,684 

2000 Jail Construction Project 1,800,000 Voted 0.1% Sales Tax 657,330 

2001 Open Space Acquisition, 

Surface/Storm water 

Management Utility 

Projects, 

Refund Callable 1992 

LTGO Bonds 

2002A 

Public Facilities District 

Projects 

5,180,000 Park Impact Fees 

Public Works Funds 


Lease payments from 

Kitsap Mental Health 



285,100 

383,281 

284,240 

275,880 

275,880 

11,395,000 State Sales Tax Diversion 957,389 

2003A 

Public Works Annex 

Project, Jail Expansion 

Project 

8,795,000 Public Works Funds 

Voted 0.1% Sales Tax 

194,410 

512,630 

2003B 

Administration Building 

Project, Open Space 

Acquisition 

16,355,000 Real Estate Excise Tax 



907,154 

179,528 

2004 Administration Building 

Project, Land Acquisition, 

Refund 1993 LTGO Bonds 

2005 Refunded LTGO 1999B 

and LTGO 2000 Bonds 

2006 Coroner Facility 

Construction, Public Works 

Building Repairs, Parks 

Projects, Public Facilities 

District Projects 

17,535,000 Real Estate Excise Tax 



Public Works Funds 

18,965,000 Enhanced 911 Fund 

Voted 0.1% Sales Tax 

17,315,000 Public Works Funds 


Lodging Tax Fund 

Park Impact Fees 

State Sales Tax Diversion 

1,219,076 

81,818 

342,346 

189,276 

782,588 

157,472 

1,209,030 

23,735 

212,545 

23,985 

TOTAL $11,155,029 

191

Debt Service 

The following chart shows Kitsap County’s limited tax general obligation (LTGO) bond debt service for 

each year that the County currently has debt. 

$12 

Kitsap County Debt Service 

Millions 

$10 

$8 

$6 

$4 

$2 

$0 

2007 


2009 

2010 

2011 

2012 

2013 

2014 

2015 

2016 

2017 

2018 

Principal 

2019 

2020 

2021 

2022 

Interest 

2023 

2024 

2025 

2026 

2027 

2028 

2029 

2030 

2031 

Under State law, the County may issue general obligation bonds for general County purposes in an 

amount not to exceed 2.5% of the assessed value of all taxable property within the County. Unlimited tax 

general obligation bonds require an approving vote of the people. Any election to validate general 

obligation bonds must have a voter turnout of at least 40% of those who voted in the last State general 

election. Of those voting, 60% must be in the affirmative. The Board may, by resolution, authorize the 

issuance of limited tax general obligation bonds in an amount up to 1.5% of the assessed valuation of all 

taxable property within the County without a vote of the people. No combination of limited or unlimited tax 

bonds may exceed 2.5% of the assessed valuation. The County has no unlimited tax general obligation 

bonds outstanding. 

On January 1, 2008 the County’s maximum debt capacity for limited tax general obligation debt (nonvoted) 

is $489,783,933. Subtracting the January 1, 2008 outstanding limited tax general obligation debt 

and financing leases and contracts of $181,980,637 leaves a capacity of $307,803,296. The total general 

obligation debt capacity, voted and non-voted, is $816,306,555. Subtracting the outstanding limited tax 

general obligation debt and financing leases and contracts of $181,980,637 leaves a remaining capacity 

for voted and non-voted bonds of $634,325,918. 

The table on the next two pages shows the County’s annual LTGO bond debt for current issues. 

192

DEBT SERVICE REQUIREMENTS FOR LTGO BONDS 

Issue Year 1996 1999 1999B 2000 2001 2002A 2003A 2003B 2004 2005 2006 Totals 

Original Amount of Bonds 

Issued $ 9,875,000 $ 5,100,000 $ 10,680,000 $ 20,000,000 $ 11,215,000 $ 11,395,000 $ 10,250,000 $ 17,805,000 $ 21,200,000 $ 18,995,000 $ 18,085,000 $ 154,600,000 

Annual Debt Service Requirements: 

2008 2008 

Principal 665,000 240,000 490,000 570,000 1,260,000 380,000 320,000 390,000 895,000 30,000 790,000 $ 6,030,000 Principal 

Interest 357,253 152,478 95,596 87,330 244,375 577,389 387,040 696,680 748,235 941,863 836,770 $ 5,125,009 Interest 

2009 2009 

Principal 1,575,000 250,000 515,000 600,000 475,000 395,000 335,000 400,000 850,000 35,000 815,000 $ 6,245,000 Principal 


2010 2010 

Principal 1,530,000 260,000 70,000 630,000 495,000 415,000 340,000 410,000 755,000 350,000 855,000 $ 6,110,000 Principal 


2011 2011 

Principal 1,615,000 270,000 75,000 - 235,000 430,000 355,000 425,000 465,000 1,020,000 895,000 $ 5,785,000 Principal 

Interest 152,475 120,713 43,913 - 144,025 524,589 353,815 660,450 665,098 927,500 729,820 $ 4,322,398 Interest 

2012 2012 

Principal 1,060,000 285,000 80,000 - 245,000 450,000 370,000 440,000 485,000 1,070,000 935,000 $ 5,420,000 Principal 

Interest 60,420 108,833 40,163 - 133,450 504,809 339,615 645,755 648,823 876,500 685,070 $ 4,043,438 Interest 

2013 2013 

Principal 295,000 85,000 260,000 475,000 385,000 585,000 540,000 1,120,000 985,000 $ 4,730,000 Principal 

Interest 96,008 36,123 122,180 483,659 324,815 629,255 630,635 823,000 638,320 $ 3,783,995 Interest 

2014 2014 



2015 2015 



2016 2016 



2017 2017 



2018 2018 



2019 2019 

Principal 115,000 345,000 635,000 495,000 1,140,000 820,000 1,500,000 630,000 $ 5,680,000 Principal 

Interest 6,095 35,500 323,170 216,320 471,867 466,510 441,250 456,600 $ 2,417,312 Interest 

2020 2020 

Principal 365,000 665,000 520,000 1,185,000 880,000 1,075,000 650,000 $ 5,340,000 Principal 

Interest 18,250 289,833 193,550 423,417 432,890 366,250 428,250 $ 2,152,440 Interest 

193

DEBT SERVICE REQUIREMENTS FOR LTGO BONDS 

Issue Year 1996 1999 1999B 2000 2001 2002A 2003A 2003B 2004 2005 2006 Totals 


Issued $ 9,875,000 $ 5,100,000 $ 10,680,000 $ 20,000,000 $ 11,215,000 $ 11,395,000 $ 10,250,000 $ 17,805,000 $ 21,200,000 $ 18,995,000 $ 18,085,000 $ 154,600,000 


2021 2021 

Principal 700,000 540,000 1,240,000 1,040,000 1,130,000 695,000 $ 5,345,000 Principal 

Interest 254,588 169,500 371,573 396,590 312,500 399,000 $ 1,903,751 Interest 

2022 2022 



2023 2023 



2024 2024 

Principal 820,000 470,000 720,000 795,000 1,310,000 795,000 $ 4,910,000 Principal 


2025 2025 

Principal 865,000 490,000 755,000 830,000 1,375,000 835,000 $ 5,150,000 Principal 

Interest 93,188 74,588 153,663 220,640 68,750 250,000 $ 860,829 Interest 

2026 2026 

Principal 910,000 510,000 790,000 870,000 880,000 $ 3,960,000 Principal 

Interest 47,775 50,700 177,800 180,385 208,250 $ 664,910 Interest 

2027 2027 

Principal 530,000 825,000 910,000 595,000 $ 2,860,000 Principal 

Interest 25,838 80,275 138,190 164,250 $ 408,553 Interest 

2028 2028 

Principal 865,000 955,000 625,000 $ 2,445,000 Principal 

Interest 41,088 94,055 134,500 $ 269,643 Interest 

2029 2029 

Principal 1,005,000 655,000 $ 1,660,000 Principal 

Interest 47,738 103,250 $ 150,988 Interest 

2030 2030 

Principal 690,000 $ 690,000 Principal 

Interest 70,500 $ 70,500 Interest 

2031 2031 

Principal 720,000 $ 720,000 Principal 

Interest 36,000 $ 36,000 Interest 

Total Prin $ 6,445,000 $ 3,305,000 $ 1,920,000 $ 1,800,000 $ 5,180,000 $ 11,395,000 $ 8,795,000 $ 16,355,000 $ 17,535,000 $ 18,965,000 $ 17,315,000 $ 109,010,000 Total Prin 

Total Int $ 1,128,448 $ 1,009,320 $ 451,857 $ 178,170 $ 1,461,215 $ 6,781,392 $ 4,611,561 $ 9,248,042 $ 9,764,130 $ 10,440,501 $ 10,383,900 $ 55,458,536 Total Int 

Total P & I $ 7,573,448 $ 4,314,320 $ 2,371,857 $ 1,978,170 $ 6,641,215 $ 18,176,392 $ 12,290,023 $ 25,603,042 $ 27,299,130 $ 29,405,501 $ 27,698,900 $ 164,468,536 Total P & I 

194

Public Works Debt Service Funds for Revenue Bonds 

Issue Year 1993 Sewer Rev 1999 Sewer Rev 2001 Sewer Rev Total 


Issue $1,330,000 $ 11,010,000 $ 13,075,000 $ 25,415,000 



Principal 105,000 515,000 1,115,000 1,630,000 

Interest 8,606 337,080 594,856 931,936 

2009 

Principal 115,741 540,000 1,155,000 1,695,000 

Interest 15,289 315,193 554,438 869,630 

2010 

Principal 560,000 1,205,000 1,765,000 

Interest 291,973 505,350 797,323 

2011 

Principal 585,000 1,255,000 1,840,000 

Interest 267,333 454,138 721,470 

2012 

Principal 610,000 1,305,000 1,915,000 

Interest 241,008 400,800 641,808 

2013 

Principal 640,000 1,370,000 2,010,000 

Interest 212,948 332,288 545,235 

2014 

Principal 670,000 1,450,000 2,120,000 

Interest 182,868 256,938 439,805 

2015 

Principal 705,000 1,530,000 2,235,000 

Interest 151,043 177,188 328,230 

2016 

Principal 735,000 1,620,000 2,355,000 

Interest 116,850 91,125 207,975 

2017 

Principal 775,000 775,000 

Interest 73,050 73,050 

2018 

Principal 810,000 810,000 

Interest 41,310 41,310 

Total Principal 220,741 7,145,000 12,005,000 19,370,741 

Total Interest 23,895 2,230,653 3,367,119 5,621,666 

Total P & I $ 244,636 $ 9,375,653 $ 15,372,119 $ 24,992,407 

195

Appendices


Appendix A 

Policies 

Budget Policy 

The County’s budget policies, stated below, set forth the basic framework for the development and 

administration of the County’s budget. These policies are intended to clarify Board Policy for the elected 

officials, appointed department heads and the public. 

Budget Period – Annual 

The Revised Code of Washington 36.40.250 allows counties to establish an annual budget. The Budget for 

2008 is an annual appropriation. 

Budget Organization – Funds 

The County’s accounting and budgeting systems are organized and operated on a fund basis. Funds are 

accounting entities used to record revenues and expenditures. The budget of each fund is balanced meaning 

total revenues equal total expenditures. 

Budgeted funds are grouped into six categories: General, Special Revenue, Debt Service, Capital Projects, 

Enterprise, and Internal Service funds. The County will budget all funds in each of these categories. 

Budget Organization – Budget Basis 

The six fund categories are grouped into two fund types: Governmental Fund Type including general fund, 

special revenue, debt service and capital projects funds, and Proprietary Fund Type including enterprise and 

internal service funds. Budgets for governmental fund types are established on the modified accrual basis. 

Budgets for proprietary fund types are established to approximate sources and uses of funds. Each fund is 

balanced at the fund level. A balanced budget means that the beginning fund balance plus revenues equals 

expenditures plus ending fund balance. This sources and uses of funds basis differs from the full accrual basis 

used in proprietary fund accounting. Following are the major sources of this difference: 

1) No appropriation is made for depreciation, amortization and similar non-cash expenses. 

2) Proceeds of debt and asset sales are budgeted as sources of funds. 

3) Payments for acquisition of capital assets and debt principal payments are budgeted as expenditures. 

Budget Adoption – Fund / Department Level 

In order to facilitate an efficient budget administration, the County will legally adopt the budget at the 

department level within each fund. 

Budget Administration – Expenditure Categories 

For purposes of maintaining adequate internal control of expenditures, the budget will be administered at a 

greater level of detail than that at which it is legally adopted. Accordingly, appropriations will be controlled 

in each fund and department by grouping them into the following categories; however, there will be no 

transfer allowed from or to salaries and benefits without Board of Commissioner approval: 

1) Salaries & Benefits 

2) Supplies, Services & Taxes 

3) Capital 

4) Debt Service 

5) Transfers / Other 

Department heads shall be limited to expending the amount appropriated within the department for each 

of these expenditure categories. Appropriations may be further delineated into more specific line items at 

the discretion of the department. The County Auditor will enforce expenditure limitations at the category 

level. As long as expenditures do not exceed the appropriation in any category, departments may transfer 

appropriation authority within the line items of any category as necessary. 

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Appendix A 

Policies 

Budget Administration - Budget Amendments 

Budget adjustments are required when either (1) a department’s total expenditures within an expenditure 

category will exceed its appropriations, or (2) when a department intends to allocate money for an item, 

activity or position which was not included in the original budget. Budget Amendments are required when 

expenditures and or revenue are necessary and will exceed the Department’s total budget for each fund or 

when expenditures or revenue needs to be transferred between funds. 

The Department of Administrative Services processes all requests for budget amendments. Amendments 

will be done on a quarterly basis at the first Commission meeting in March, June, September and the last 

meeting in December. 

If the requested adjustment changes the authorized staffing or budget total for the department, the Department 

of Administrative Services verifies that sufficient resources are available in the department’s budget for the 

adjustment, and prepares a resolution for consideration by the Board of Commissioners to accomplish the 

change. 

The Budget Manager presents the resolution to the Board of Commissioners for approval or disapproval. 

Budget Administration –Appropriations Carry-Forward 

Generally, unspent appropriations in the expenditure categories of Salaries & Benefits, Debt Service, and 

Transfers / Other will not carry forward to the second year of the biennium while those in the categories of 

Supplies, Services & Taxes and Capital will carry forward. All Grants will carry-forward from year to year or 

until the expiration date of the grant. 

Budget Monitoring 

Each Elected Official and Department Head will be responsible for monitoring their department’s budget. 

The Director of Administrative Services will send out quarterly expenditure and revenue reports to each 

Department. 

The reports must be reviewed by the Elected Official or Department Head and return a signed sheet 

saying the report was reviewed. All major deviations must be explained in writing as to why a department 

is under or over in expenditures or revenue collections. This information will be used in the Director of 

Administrative Services’ quarterly budget update and report to the Board of Commissioners. 

A2

Appendix A 

Policies 

Investment Policy 

I. GENERAL 

The Kitsap County Investment Policy is to be taken in its entirety including attached addendum that may 

define, delineate, or clarify certain criteria contained within its subsections. All criteria for an individual 

investment must be adhered to even though applicable standards may be found in various sections of this 

Policy. 

II. SCOPE 

This Policy applies to all available cash assets of Kitsap County and funds under the management of the 

County Treasurer as primarily defined under RCW 36.29.020. The primary focus of this Policy is the 

Kitsap County Investment Pool established in 1987 as the most effective method for investment 

management of County Funds and its junior taxing districts. 

III. PRUDENCE 

Investments shall be made with judgment and care, under circumstances then prevailing, which persons 

of prudence, discretion and intelligence exercise in the management of their own affairs, not for 

speculation, but for investment, considering the probable safety of their capital as well as the probable 

income to be derived. 

Employees of the Treasurer's Office involved in the investment process and acting in accordance with this 

policy and exercising due diligence shall be relieved of personal responsibility for credit and market risks 

encountered in the performance of their investment duties. Due diligence requires timely reporting of 

material deviation from expectations and such other actions as may be possible in consideration of the 

particular circumstances and within the provisions of this policy. 

IV. DELEGATION OF AUTHORITY 

Authority granted to the County Treasurer to manage the investment portfolio is derived from state statute 

and further augmented by written agreement with those entities independent of the County for whom this 

office pools investments. 

Management of all investments is delegated to the Investment Officer by the Kitsap County Treasurer. 

Limited authority to initiate transactions with the State Local Government Investment Pool has been 

granted to specific officers and investment personnel. These authorized personnel are listed in Addendum 

One (1). No person may initiate investment transactions on behalf of this office except as provided herein, 

and with the express consent of the County Treasurer or the Investment Officer after consultation with the 

Treasurer. 

V. ETHICS AND CONFLICTS OF INTEREST 

Employees of the Investment office shall disclose to the County Treasurer any material financial interests in 

financial institutions that conduct business with the County, and they shall further disclose any personal 

investment positions that could be related to the performance of investments falling under the scope of this 

policy. All employees and officers of the Investment office shall subordinate their personal investment 

transactions to those of the investment portfolio. 

A3

Appendix A 

Policies 

VI. INVESTMENT OBJECTIVES 

The primary objective is the preservation of capital. This objective is measured in cash, as opposed to 

accounting terms where different, and in terms of the portfolio as a whole, as opposed to the terms of any 

individual transaction. 

The secondary objective is liquidity. The investment portfolio will remain sufficiently liquid to enable Kitsap 

County to meet all cash requirements which might be reasonably anticipated. 

The third objective is return. Kitsap County's investment portfolio shall be designed with the objective of 

attaining the maximum return consistent with the first two objectives. 

VII. INVESTMENT STRATEGY 

The investment portfolio will be professionally managed using active rather than passive management 

techniques. Through an active approach securities are bought and sold to obtain greater than market yield and 

credit risk protection than might have been obtained using a strict hold to maturity approach. With this 

approach it is recognized that losses on individual securities may be taken to improve the overall positioning of 

the portfolio in anticipation of, or in reaction to, overall changes in market prices, yield curve structure, credit 

quality, or extraordinary cash flow demands. 

VIII. AUTHORIZED INVESTMENTS 

The types of securities authorized for investment are limited by state statute, principally RCW 39.29.020. All 

securities authorized by statute will also be authorized for Kitsap County. 

Among the authorized investments are US Treasury and agency securities (i.e., obligations of any government 

sponsored corporation eligible for collateral purposes at the Federal Reserve), repurchase and reverse 

repurchase agreements for collateral otherwise authorized for investment, municipal bonds of this state or 

local bonds of this state with one of the three highest ratings of a national rating agency at the time of 

investment, certificates of deposit with qualified public depositories within statutory limits as promulgated by 

the Public Deposit Protection Commission at the time of investment, foreign and domestic bankers' 

acceptances, and the Washington State Local Government Investment Pool. 

The State of Washington Local Government Investment Pool is the only government sponsored pool or mutual 

fund approved for investment of Kitsap County funds. 

Although authorized for investment, Collateralized Mortgage Obligations and related mortgage backed 

products are restricted to those meeting the investment guidelines established by the Federal Financial 

Institutions Examination Council (FFIEC). The investment officer must have written approval of the County 

Treasurer before initiating a program of purchasing mortgage-backed or related securities. 

The current market prices and information available on the Investment Office market information system may 

be utilized in lieu of competitive bidding to insure fair and current prices on all investment transactions. 

IX. INVESTMENT POOLS 

Review of the Washington State Local Government Investment Pool (LGIP) will be made at least annually. 

The Investment Policy and Monthly and Annual Reports of the LGIP will be reviewed for appropriateness of 

security selection and maturity, financial integrity of the pool, safekeeping of the pool's assets, and procedures 

for the calculation and distribution of earnings. 

X. COLLATERALIZATION 

Collateralization at a minimum of 102% of market value of the underlying security plus any accrued interest is 

required on repurchase agreements. Collateral is limited to the types of securities authorized in Section VIII. 

A4

Appendix A 

Policies 

Collateral is to be held by an independent third party with whom the Investment Office has a current custodial 

agreement, and a safekeeping receipt for the collateral is to be provided to the office. 

A completed master Repurchase Agreement is required with the counterparty prior to execution of any 

repurchase or reverse repurchase transactions. The counterparty must be an authorized bank or brokerdealer. 

XI. SAFEKEEPING/CUSTODY AND DELIVERY 

Securities purchased by the office, as well as collateral for repurchase agreements, are to be held in a 

custodial account in the safekeeping or trust department of a bank acting as a third party custodian. All 

securities transactions processed by the custodian on behalf of the County are to be on a delivery-versuspayment 

(DVP) only basis. 

XII. DIVERSIFICATION 

With the exception of US Treasury and agency securities and the State Local Government Investment Pool, 

no more than 25% of the investments will be in a single security type or on deposit with a single financial 

institution. 

XIII. MATURITIES 

Maturities are to be selected consistent with the objectives as stated in Section IV of this policy. 

The Kitsap County Investment Pool will be restricted to a final maturity of not more than five years. The 

average duration or average weighted maturity of the Investment Pool will be managed to optimize return after 

the objectives of capital and liquidity are satisfied. 

Investments outside of the Kitsap County Investment Pool may have maturities consistent with specific cash 

flows and debt maturity requirements. 

XIV. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS 

The Investment Officer will maintain a list of authorized banks and broker-dealers, which will be limited to 

primary dealers or other dealers that qualify under SEC Rule 15C3-1, the Uniform Net Capital rule. 

No certificates of deposit will be made except in qualified public depositories as provided in RCW 39.58. 

The financial condition of authorized banks and broker-dealers will be reviewed at least annually. Current 

audited financial statements will be kept on file for each financial institution with whom the County invests. 

XV. INTERNAL CONTROLS 

The Kitsap County Treasurer’s Office, including the Kitsap County Investment Pool and all other funds under 

management by the Investment department, its written policies, procedures, and internal controls are subject 

to annual independent review by the office of the State Auditor. The office will make all attempts to conform to 

the recommendations, if any, of those reviews. 

XVI. PERFORMANCE STANDARDS 

Portfolio performance will be measured against the performance of the 6-month US Treasury bill and the State 

Local Government Investment Pool. Actual performance will take into account the slope and behavior of the 

yield curve during the period under review. It is recognized that strategies may be undertaken that might 

produce a decrease in the short term portfolio return in anticipation of increased returns on a longer term 

basis. 

A5

Appendix A 

Policies 

XVII. REPORTING 

The investment officer will prepare a monthly written report of investment activity to be distributed to the Kitsap 

County Finance Committee, a weekly written report to the Kitsap County Treasurer, and such other reports as 

may be required by the Treasurer or Finance Committee. 

XVIII. PROCEDURES MANUAL 

The investment officer will maintain written procedures manual. The manual will provide sufficient guidance 

and information to ensure the continuity of the Kitsap County Investment Pool and related banking 

relationships. A glossary of common treasury terminology will be included in the manual. 

XIV. INVESTMENT POLICY ADOPTION 

This investment policy shall be adopted by vote of the County Finance Committee, and any modifications to it, 

except the attached addendum which are under the approval of the County Treasurer, shall be similarly 

approved. 

Approved by the Kitsap County Finance Committee, May 20, 1999. 

s/Sharon Shrader, County Treasurer, Committee Chair 

s/Charlotte Garrido, County Commissioner, Committee Member 

s/Karen Flynn, County Auditor, Committee Secretary 

A6

Appendix A 

Policies 

Debt Policy 

Responsibilities 

The Board of County Commissioners may initiate all debt issuance upon request of elected officials or 

department heads or in accordance with the County’s Capital Facilities Plan (CFP). Any debt issued by the 

County shall be authorized through Resolution adopted by the Board of Commissioners. 

The County Administrator and/or Director of Administrative Services shall make recommendations to the 

Board of Commissioners on requests for action on financing. 

The County Administrator and/or Director of Administrative Services shall provide the activities and services 

required for the issuance of debt, in consultation with required professionals and other service providers. The 

County Administrator and/or Director of Administrative Services shall inform the County’s Finance Committee 

of all debt issuance plans and the status of financings in process. The County Administrator shall coordinate 

the updates of the CFP, as needed, and provide a copy to the Finance Committee any time it is changed. 

The County Treasurer will be notified at least 30 days in advance of authorization of the issuance of bonds or 

the incurrence of other certificates of indebtedness (Chapter 39.46.110 RCW). The County Treasurer will be 

provided with draft resolutions, official statements and similar bond issuance documents in sufficient time to 

review and provide comments prior to completion of final drafts. The County Treasurer shall receive any bond 

proceeds on behalf of the County, and provide a receipt thereof. The County Treasurer shall be responsible for 

the payment of the County’s debt service. 

Debt and Capital Planning 

The County shall develop a Capital Facilities Plan that lists the capital plans and needs of the County for a six 

year period (Chapter 36.70A.070 RCW). The plan shall include a description of each project or need identified, 

projected cost and timing of capital expenditures over a six year period, and sources of funds identified for the 

project and/or payment of debt issued for the project. The CFP shall be adopted by the Board of 

Commissioners and a copy shall be provided to the Finance Committee whenever it is amended or readopted. 

Based upon the projects and priorities listed in the CFP, the County Administrator and/or Director of 

Administrative Services will develop a plan for financing and calendar of debt issuance if anticipated to 

address the financing needs. A copy of this plan will be provided to the Finance Committee. 

Credit Objectives 

The County will seek to maintain the highest possible credit ratings for all categories of debt, without 

compromising delivery of basic County services and achievement of the County’s policy objectives. It is the 

County’s goal to maintain a long term bond rating in the “A” category. 

Policies intended to support the maintenance of the County’s current ratings are contained throughout this 

Debt Policy and include: 

1) Length of debt and payback goals; 

2) Purpose, type and use of debt; and 

3) Capital planning 

4) Available unreserved fund balances 

The County has established a methodology to determine a target fund balance for the current expense fund 

each year, based on an analysis of annual cash flow, revenue volatility and emergency disaster recovery. The 

target is between 5 and 7.5% of expected annual revenue. 

For all bond issues, the County will seek one or more commitments for municipal bond insurance which will 

indicate the insurer’s willingness to insure the timely payment of principal and interest, and the proposed cost 

A7

Appendix A 

Policies 

for such insurance. Bond insurance will normally be purchased when the projected present value benefit is 

greater than the cost of insurance. The projected present value benefit will be determined by comparing the 

expected interest cost for financing both with and without insurance, when discounted by the expected interest 

rate on the bonds. 

Purpose, Type and Use of Debt 

The issuance and management of debt, the County shall comply with the state constitution and with all other 

legal requirements imposed by federal, state and local rules and regulations, as applicable. 

General Obligation Debt is backed by the full faith and credit of the County and is secured by general fund 

revenues and taxes collected by the County. General Obligation Debt should not be used for projects in Urban 

Growth Areas of a city, unless agreements are entered into with the relevant city ensuring that taxes or other 

resources will be available to pay debt service in the event of annexation. In cases where such agreements 

are not entered into, the County will consider the use of assessment-backed debt if the project is determined 

to provide a special benefit to the property owners. 

Limited Tax General Obligation Debt (LTGO) is secured by regular tax levies and revenues, and includes all 

types of obligations whether lease-purchase, financing contracts, loans, bond or other payment obligations. 

Rental leases are not considered debt, but financing leases are. LTGO debt is subject to a statutory limitation 

of 1.5% of the County’s assessed value. 

Limited tax debt will be used for general county purposes, when a specified repayment source has been 

identified through new revenue sources, expenditure reductions or increased revenue base, or in the event of 

an emergency. The amount of limited tax debt outstanding will not exceed 50% of the statutory debt limitation, 

unless there is unanimous agreement of the Board of County Commissioners to exceed this amount. 

Unlimited Tax General Obligation Debt is payable from excess tax levies and is subject to voter approval. Any 

proposition for UTGO debt must be approved by 60% of the voters casing a vote and the total number of 

ballots cast must be at least equal to 40% of the total number of voters voting in the last general county or 

state election (Chapter 39.40 RCW). Total GO debt (including limited and unlimited tax) is subject to a 

statutory limitation of 2.5% of the County’s assessed value (Chapter 39.36.020 RCW). 

Unlimited Tax Debt will be used for capital purposes, when the project has broad support by the County’s 

residents, or the use of an excess tax levy is necessary for debt service payments. 

Revenue Obligations are used to finance construction or improvements to facilities of enterprise systems 

operated by the County, in accordance with a system and plan of improvements. The enterprise system must 

be an established system legally authorized for operation by the County. 

There are no legal limits to the amount of revenue bonds the County can issue, but the County will not incur 

Revenue obligations without first ensuring the ability of an enterprise system to consistently meet any pledges 

and covenants customarily required by investors in such obligations, during the term of the obligation. 

Revenue bonds are generally subject to certain tests and requirements, including (1) establishment and 

maintenance of a debt service reserve fund (generally equal to average annual debt service), (2) rates and 

charges must provide net revenue after payment of operating expenses equal to a multiple between 1.1 and 

1.5 times the debt service requirement, depending on the type and purpose of the enterprise and debt. 

Additional covenants and pledges must be made for the benefit of bondholders. 

Assessment-backed Obligations are used to finance projects that will provide special benefit to certain 

property owners. The benefiting property owners are charged an assessment, based upon a formula 

developed to fairly reflect the benefit received by each property owner in the assessment district. In the event 

of annexation of property from the County, the property owners will still be responsible for payment of 

assessments. There are detailed statutes for the formation of assessment districts and assessing property, 

which contain specific timeframes for notice and conducting public hearings (Chapter 36.88 RCW). 

A8

Appendix A 

Policies 

The County will form road improvement districts (RIDs) or local improvement districts (LIDs) upon petition of 

benefiting property owner(s), unless the County Commissioners determine to establish the districts by 

resolution. 

The County Administrator and/or Director of Administrative Services and the County Treasurer will be provided 

with each proposed resolution forming an assessment district prior to its consideration at a public meeting. 

The County Administrator and/or Director of Administrative Services and the County Treasurer will be provided 

with enough detail to determine the size, timing and characteristics of the project and any contribution the 

County is providing to the cost of the improvements. Assessment district in which there is undeveloped land, 

land owned by governmental entities, land designated as “open space,” or a concentration of ownership in a 

few property owners, will not be formed without review by the County’s financial advisor or underwriter, and 

bond counsel. 

Lease Purchase or Financing Contracts are payment obligations that represent principal and interest 

components, for which the County receives the property after all payments are made. These represent general 

obligations of the County. Other financing contracts include property acquired subject to real estate contract. 

The Local Option Capital Asset Lending (LOCAL) Program is available through the State Treasurer’s Office. It 

is an expanded version of the state agency lease/purchase program that allows pooling funding needs into 

larger offerings of securities. This program allows local government agencies the ability to finance equipment 

needs through the State Treasurer’s office, subject to existing debt limitations and financial consideration. 

Equipment is defined as personal property with the general rule that the property is not permanently affixed to 

land or a building. Effective July 2000, the State Treasurer has expanded the program to include certain real 

estate projects. Any financing of the County completed through the LOCAL Program (discussed below) will 

constitute general obligation debt. 

Short Term Obligations 

Short term obligations will be used for the purpose of cash flow financing or to provide interim financing in 

conjunction with the development of a long term financing plan. Short term obligations can take the form of 

bond anticipation notes, tax anticipation notes, revenue anticipation notes, a bank line of credit, or registered 

warrants (Chapter 39.50 RCW). 

In no case will notes or other obligations be entered into for the purpose of funding deficits without prior 

development and review of a long term deficit funding by the County Administrator and/or the Director of 

Administrative Services and approval of the Board of County Commissioners by resolution. 

The use of short term financing shall be evaluated by the County Administrator and/or Director of 

Administrative Service and compared with the cost of internal financing or interfund loans. All interfund loan 

resolutions will be reviewed by the County Administrator and/or the Director of Administrative Services to 

ensure that the appropriate “reimbursement” language is included, the correct fund numbers are used and to 

develop the appropriate debt repayment schedule. 

Term of Financing 

In most cases the term of financing should not exceed the life of the asset being financed. 

To the extent possible, the County will strive to repay at least 20% of its long term debt within five years and 

40% within ten years. This is consistent with the County’s desire to structure debt with level payments of 

principal and interest over the life of the debt. 

A9

Appendix A 

Policies 

Refunding 

The County Administrator and/or the Director of Administrative Services will continually review the County’s 

outstanding debt and recommend issues for refunding as market opportunities arise. 

Advance refunding transactions will generally be completed when net present value savings equal at least 

3.0% of the amount of debt being refunded. 

The County will not refinance debt for the purpose of deferring scheduled debt service, unless unique 

circumstances are present. The County is aware that refinancing for the purpose of deferring debt service may 

have an impact on its credit rating. 

Debt Issuance 

Method of Sale 

The County Administrator and/or the Director of Administrative Services shall determine the method of sale 

best suited for each issue of debt, with notification to the Finance Committee. When necessary to minimize the 

costs and risks of borrowing, the County may provide for the sale of debt by negotiating the terms and 

conditions of sale, including prices, interest rates, underwriting fees and other compensation. 

Use of Professionals and Other Service Providers 

Bond Counsel – All debt issued by the County will include a written opinion by legal counsel affirming that the 

County is authorized to issue the debt, and that all statutory requirements have been met. The legal opinion 

and other documents relating to the issuance of debt will be prepared by nationally recognized private legal 

counsel with extensive experience in public finance and tax issues. Bond counsel will be appointed by the 

prosecuting attorney to serve as special prosecutor (Chapter 36.27.040 RCW). 

Financial Advisor – If the County Administrator and/or the Director of Administrative Services determine that it 

is in the best interest of the County to retain a financial advisor, then the County Administrator and/or the 

Director of Administrative Services shall select a financial advisor consistent with the County’s general 

authority to contract. The financial advisor shall have comprehensive municipal debt experience, including 

debt structuring and pricing of municipal securities. In no case shall the financial advisor serve as underwriting 

for the County’s bonds. 

Fiscal Agent – The County Treasurer will appoint the Fiscal Agent (Chapter 39.44.130 RCW) and may, at 

his/her sole discretion, serve as registrar for very small issues or those privately placed with investors. Neither 

the County or special purpose districts can obligate the County Treasurer to serve as registrar without prior 

written approval of the Treasurer. 

Other Service Providers – Professional services such as verification agent, escrow agent or rebate analyst 

shall be appointed by the County Administrator and/or the Director of Administrative Services, and are 

considered incidental to undertaking the issuance of debt. 

Investment of Bond Proceeds 

Each Bond Resolution will provide for establishment of funds and accounts, which will be designated in 

advance by the County Auditor. The County Administrator and/or the Director of Administrative Services will 

provide direction to the County Treasurer on the length of time bond proceeds are to be invested. Investments 

will be made, in accordance with the Kitsap County Investment Policy. 

Arbitrage and Tax Law Requirements 

Prior to any debt issuance, the County Administrator and/or the Director of Administrative Services shall be 

provided with, or shall prepare, a schedule that shows the expected timing and amount of expenditures to be 

made from the project fund. This schedule will be provided to Bond Counsel for use in developing an Arbitrage 

Certificate. 

A10

Appendix A 

Policies 

The County Auditor will keep records of investment of bond proceeds and bond funds sufficient to develop 

calculations required for compliance with arbitrage and other tax law requirements. The County Administrator 

and/or the Director of Administrative Services shall be responsible for compliance with arbitrage reporting and 

other tax law requirements, and may retain the services of a qualified professional firm to provide 

computations relating to potential arbitrage rebate liability of the County. 

Disclosure Documents 

Primary market disclosures - The County Administrator and/or the Director of Administrative Services will 

serve as the focal point for information requests relating to the official statements to be used in the initial 

offering of the County’s bonds or notes. The County Administrator and/or the Director of Administrative 

Services will request information required for disclosure to investors and rating agencies from relevant 

departments. Each department bears responsibility for the information provided for use in the County’s official 

statements. 

The Board of County Commissioners will be provided with a copy of the official statement for each issue of 

debt, and the Chair of the Board will sign a statement attesting to the accuracy and completeness of the 

information therein. 

Secondary market disclosure - The County Administrator and/or the Director of Administrative Services shall 

review any proposed undertaking to provide secondary market disclosure, and will provide secondary market 

disclosure annually, if the County has contracted to provide any. 

Approved and adopted on June 18, 2007 by the Kitsap County Finance Committee as follows: 

s/Barbara Stephenson, Treasurer, Committee Chair 

s/Chris Endresen, Commissioner, Chair of the Board 

s/Karen Flynn, Auditor 

A11


Appendix B 

Glossary 

G L O S S A R Y 

ACCOUNTING PERIOD - A period of time at the end of which, and for which financial statements are 

prepared. 

ACCRUAL BASIS - The basis of accounting under which transactions are recognized when they 

occur, regardless of the timing of related cash receipts or disbursements. 

ALLOCATION - A component of an appropriation earmarking expenditures for a specific purpose 

and/or level of organization. 

AMORTIZATION - Debt payment schedule. 

ANNUAL BUDGET - A budget applicable to a single fiscal year. 

APPROPRIATION - A legal authorization granted by a legislative body to make expenditures and to 

incur obligations for specific purposes. An appropriation is usually limited in amount and as to 

the time when it may be expended. 

APPROPRIATION RESOLUTION - The means by which appropriations are given legal effect. 

ASSESSED VALUATION - A valuation set upon real estate or other property by a government as a 

basis for levying taxes. 

ASSESSMENT - The process of making the official valuation of property for purposes of taxation. 

ASSETS - Resources owned or held by a government, which have monetary value. 

BALANCED BUDGET - The beginning fund balance plus revenues equals expenditures plus 

ending fund balance 

BARS - The system of budgetary accounting and reporting including a chart of accounts and 

accounting procedures prescribed by the Washington State Auditor for local governments. 

BASIS OF ACCOUNTING - Refers to when the revenue and expenditures or expenses are 

recognized in the accounts and reported in the financial statements. The modified accrual 

basis is followed in the General, Special Revenue, Debt Service, Capital Project and 

Agency funds. Under this method revenue is recorded when susceptible to accrual, i.e. 

both measurable and available. Expenses are recorded when incurred. The accrual basis 

is followed in Enterprise and Internal Service funds. Under this method revenue is 

recognized when earned and expenses are recorded when incurred. 

BOCC - The Board of County Commissioners. The three elected officials who comprise the 

legislative branch of County government. 

BOND - A written promise to pay a specified sum of money (called the face value or principal 

amount) at a specified date or dates in the future (called the maturity dates(s)) together with 

periodic interest at a specified rate. 

BUDGET - A plan of financial operation embodying an estimate of proposed expenditures for a given 

period and the proposed means of financing them. 

BUDGET BASIS - The budget basis is substantially the same as the basis of accounting. However, 

depreciation is not recognized as a budget expense. Salaries and wages are budgeted as if 

incurred for the full year and accrued leave is not budgeted for. 

B1

Appendix B 

Glossary 

BUDGET DOCUMENT - The instrument used by the budget-making authority to present a 

comprehensive financial program to the appropriate body. 

BUDGET MESSAGE - A general discussion of the proposed budget, as presented in writing, by the 

budget-making authority to the legislative body. 

BUDGETARY ACCOUNTS - Accounts used to enter the formally adopted annual operating budget into 

the general ledger as part of the management control technique of formal budgetary 

integration. 

BUDGETARY CONTROL - The control or management of a government in accordance with an 

approved budget for the purpose of keeping expenditures within the limitation of available 

appropriations and available revenues. 

CAO – Critical Areas Ordinance. An ordinance regulating development in or near critical areas 

consistent with the State Growth Management Act. 

CAPITAL BUDGET - A plan of proposed capital outlays and the means of financing them. 

CAPITAL OUTLAY - Fixed assets which have a value of $5,000 or more and have a useful economic 

lifetime of more than one year. 

CAPITAL PROJECTS FUND - A fund created to account for financial resources to be used for the 

acquisition or construction of major capital facilities (other than those financed by proprietary 

funds). 

CAFR - Comprehensive Annual Financial Report. The annual financial report of the County that 

encompasses all funds and component units of the County. 

CASH BASIS - A basis of accounting under which transactions are recognized only when cash is 

received or disbursed. 

CONTINUING APPROPRIATIONS - An appropriation which, once established, is automatically 

renewed without further legislative action. 

DEBT LIMIT - The maximum amount of gross or net debt, which is legally permitted. 

DEBT SERVICE FUND - A fund established to account for the accumulation of resources for, and the 

payment of, general long-term debt principal and interest. 

DEFICIT - The excess of liabilities of a fund over its assets. 

DEPARTMENT - Basic organizational unit of government which is functionally unique in its delivery of 

services. 

DEPRECIATION - Expiration in the service life of fixed assets attributable to wear and tear, 

deterioration, action of the physical elements, inadequacy and obsolescence. 

DIVISION - The organizational component of a department. It may be further subdivided into programs 

and program elements. 

DOUBLE ENTRY - A system of bookkeeping which requires that for every entry made to the debit side 

of an account or accounts an entry for a corresponding amount or amounts be made to the 

credit side of another account or accounts. 

ENCUMBRANCE - Commitments related to unperformed contracts for goods or services. 

B2

Appendix B 

Glossary 

ENDING FUND BALANCE - The fund equity of a governmental fund or trust fund at the end of the 

accounting period. 

ENTERPRISE FUND - A fund established to account for operations that are financed and operated in a 

manner similar to private business enterprises where the intent of the governing body is that 

the costs of providing goods or services to the general public on a continuing basis be financed 

or recovered primarily through user charges. 

ESA - Endangered Species Act. A federal law designed to prevent the extinction of certain plants and 

animals. 

EXPENDITURES - Decreases in net financial resources. Expenditures include current operating 

expenses which require the current or future use of net current assets, debt service and capital 

outlays. 

EXPENSES - Decreases in net total assets. Expenses represent the total cost of operations during a 

period regardless of the timing of the related expenditures. 

FASB – Financial Accounting Standards Board. An authoritative independent organization in the 

private sector whose mission is to establish and improve standards of financial accounting and 

reporting. 

FISCAL YEAR - A twelve month period to which the annual operating budget applies and at the end of 

which a government determines its financial position and the results of its operations. 

FIXED ASSETS - Assets which are intended to be held or used for a long term, such as land, buildings, 

improvements, machinery and equipment. 

FUND - A fiscal and accounting entity with a self-balancing set of accounts for recording cash and other 

financial resources, together with all related liabilities and residual equities or balances, and 

changes therein, which are segregated for the purpose of carrying on specific activities or 

attaining certain objectives in accordance with special regulations, restrictions or limitations. 

FUND BALANCE - The fund equity of governmental funds and trust funds. 

GAAP - Generally Accepted Accounting Principles. Uniform minimum standards of, and guidelines to, 

financial accounting and reporting. They govern the form and content of the basic financial 

statements of an entity. 

GASB - Governmental Accounting Standards Board - The authoritative accounting and financial 

reporting standard-setting body for governmental entities. 

GENERAL FUND - The fund used to account for all financial resources except those required to be 

accounted for in another fund. 

GENERAL OBLIGATION BONDS - Bonds for the payment of which the full faith and credit of the 

issuing government are pledged. 

GMA - Growth Management Act – An act of the Washington State Legislature requiring local 

governments, citizens, communities and the private sector to cooperate and coordinate 

comprehensive land use planning. 

GOVERNMENT FINANCE OFFICERS ASSOCIATION - GFOA is a professional association of 

state/provincial and local finance officers in the United States and Canada. 

GOVERNMENTAL FUND TYPES - Funds used to account for the acquisition, use and balances of 

expendable financial resources and the related current liabilities, excepting those accounted for 

in proprietary funds and fiduciary funds. 

B3

Appendix B 

Glossary 

GRANTS - External contributions or gifts of cash or other assets to be used or expended for a specified 

purpose, activity or facility. 

INTERFUND TRANSACTIONS - Transactions between funds of the same government. 

INTERGOVERNMENTAL REVENUES - Revenues from other governments in the form of grants, 

entitlements, shared revenues or payments in lieu of taxes. 

INTERNAL SERVICE FUND - A fund used to account for the financing of goods or services provided 

by one department or agency to other departments or agencies of a government, or to other 

governments, on a cost-reimbursement basis. 

LEVY - The total amount of taxes, special assessments or service charges imposed by a government. 

LIMITED TAX GENERAL OBLIGATION BONDS (LTGO) – The Board of County Commissioners may, 

by resolution, authorize the issuance of limited tax general obligation bonds in an amount up to 

1.5 percent of the assessed valuation of all taxable property within the County without a vote of 

the people. 

LONGEVITY BONUS – A cash bonus paid to employees upon reaching a specified number of years of 

service and is usually based on a percentage of annual pay. 

LONG-TERM DEBT - Debt with a maturity of more than one year after the date of issuance. 

MODIFIED ACCRUAL BASIS - The accrual basis of accounting adapted to the governmental fund 

type spending measurement focus. Revenues are recognized when they become both 

“measurable” and “available to finance expenditures of the current period.” Expenditures are 

recognized when the related fund liability is incurred except for: (1) inventories of materials and 

supplies which may be considered expenditures either when purchased or when used, (2) 

prepaid insurance and similar items which need not be reported, (3) accumulated unpaid 

vacation, sick pay and other employee benefit amounts which need not be recognized in the 

current period, but for which larger-than-normal accumulations must be disclosed in the notes 

to the financial statements. 

OPERATING TRANSFER - All interfund transfers other than residual equity transfers. 

OPERATIONAL AUDIT - Examinations intended to assess (1) the economy and efficiency of the 

audited entity's operations and (2) program effectiveness to the extent that program objectives 

are being obtained. 

ORDINANCE - A formal legislative enactment by the governing board of a municipality. 

ORIGINAL ADOPTED BUDGET - The budget as originally enacted by the Board of County 

Commissioners in the preceding December. 

PROGRAM - A group of activities related to a single policy concern, goal or dimension which overrides 

organizational lines. 

PROPRIETARY FUND TYPES - Funds used to account for a government’s ongoing organizations and 

activities that are similar to those often found in the private sector. 

RCW - Revised Code of Washington. The codification of the laws of the State of Washington. 

REAL ESTATE EXCISE TAX - A tax levied on all real estate sales, measured by the full selling price 

including the amount of any liens, mortgages and other debts given to secure the purchase. 

REFUNDING BONDS - Bonds issued to retire outstanding bonds. 

B4

Appendix B 

Glossary 

RESERVE - An account used to segregate a portion of the fund balance to indicate that it is not 

available for expenditure; an account used to segregate a portion of fund equity as legally set 

aside for a specific future use. 

RESOLUTION - A special or temporary order of a legislative body which is less formal legally than an 

ordinance. 

REVENUE FORECAST – A projection into future periods of the amount of revenue to be received. 

REVENUES - The increase in governmental fund types net current assets. Also, the increase in 

proprietary fund types net total assets from other than expense refunds, capital contributions or 

residual equity transfers. 

SDAP - Site Development Activity Permit. A permit required prior to certain activities on a parcel of 

land such as grading, connecting to a storm drainage system, some land clearing activities or 

creating impervious surfaces of a specific size. 

SMART GOALS – Goals of a department that are Specific, Measurable, Attainable, Relevant and 

Timely. 

SPECIAL REVENUE FUNDS - Funds used to account for resources which are designated to be used 

for specified purposes. 

TRANSPORTATION IMPROVEMENT PLAN (TIP) – A formally adopted plan of improvements to 

County roads, bridges, interchanges, etc. over the next six years. 

UNFUNDED MANDATES –Requirements placed on local governments by state or federal 

governments to do 

some action for which no funding source is provided to meet the new required expenses. 

WESTNET – West Sound Narcotics Enforcement Team - An interlocal agreement between the 

Counties of Kitsap and Mason and the Cities of Bainbridge Island, Port Orchard, Bremerton, 

Poulsbo and Shelton to assist law enforcement agencies in combating controlled substance 

trafficking. 

WIA – Workforce Investment Act. 

B5


Appendix C 

Tax Levies 

2007 KITSAP COUNTY TAX LEVIES 

TO BE COLLECTED IN THE YEAR 2008 

T.E.D. = Timber Excise Distribution 

C1

Appendix C 

Tax Levies 


C2

Appendix C 

Tax Levies 


C3


Appendix D 

Synopsis of Property Tax Administration 

SYNOPSIS OF PROPERTY TAX ADMINISTRATION 

State law dictates that property be assessed for taxation purposes at 100 percent of its market value. The 

County Assessor (the “Assessor”) determines the value of all real and personal property throughout the County 

which is subject to ad valorem taxation, with the exception of certain public utility properties for which values are 

determined by the State Department of Revenue. The Assessor is an independently elected official whose 

duties and methods of determining value are prescribed and controlled by statute and by detailed regulations 

promulgated by the Department of Revenue of the State of Washington. All property is subject to revaluation 

every year based on estimated market value. Each year, one-sixth of the County property is physically 

inspected and appraised. The property is listed by the Assessor at its current assessed value on a roll filed in 

the Assessor's office. The Assessor's determinations are subject to further revision by the State Board of 

Equalization. After all administrative procedures are completed, the Board receives the Assessor's final 

certificate of assessed value of property within the County. 

Property taxes are levied in specific amounts and the rates for all taxes levied for all taxing districts in the 

County are determined, calculated, and fixed by the Assessor based upon the assessed valuation of the 

property within the various taxing districts. The Assessor extends the taxes to be levied within each taxing 

district upon a tax roll which contains the total amount of taxes to be so levied and collected. The tax roll is 

delivered to the County Treasurer (the “Treasurer”), another independently elected official, by December 15 of 

each year, and an abstract of the tax roll, showing the total amount of taxes collectible in each of the taxing 

districts for the year, is delivered to the County Auditor (another independently elected official) at the same time. 

The County Auditor issues to the Treasurer a warrant authorizing the collection of taxes listed on the Assessor’s 

certified tax roll. The Treasurer creates a tax account for each taxpayer and is responsible for the collection of 

taxes due to each account. All such taxes are due and payable on the 30th of April of each year, but if the 

amount due from a taxpayer exceeds ten dollars, one-half may be paid on April 30 and the balance no later than 

October 31 of that year. The method of giving notice of payment of taxes due, the Treasurer's accounting for 

the money collected, the division of the taxes among the various taxing districts, notices of delinquency, and 

collection procedures are all covered by detailed statutes. The lien for property taxes is prior to all other liens or 

encumbrances of any kind on real or personal property subject to taxation. By law, the Treasurer may not 

commence foreclosure proceedings pursuant to a tax lien on real property until three years have passed since 

the first delinquency. 

PROPERTY TAX LIMITATIONS 

Limit Factor 

Pursuant to RCW 84.52.043, counties may levy taxes for the Current Expense Fund at a maximum rate of $1.80 

per $1,000 of assessed value against all real and personal property in the County. In addition, the principal on 

bonds issued by the County without a vote of the people (limited tax general obligation bonds) are limited to 

1.50 percent of assessed value. If there is voter approval, the limit is 2.50 percent on bonded debt (which limit 

also includes limited tax general obligation bonds). See “DEBT INFORMATION.” 

State law limits the total dollar amount (as opposed to levy rate) of regular property taxes that a taxing district 

can levy. Pursuant to this limitation, any increase in the County’s regular property tax from one year to another 

is restricted to an amount equal to (i) the County’s highest levy amount in the past three years multiplied by a 

“limit factor”, plus (ii) an adjustment for new construction. The “limit factor” is one percent. In addition, a taxing 

district may increase the total dollar amount of its regular property taxes levied by more than otherwise would be 

allowed under the regular property tax increase limitation, after obtaining a majority vote of its electors. 

Statutory Limit 

The total property tax levy for operating purposes, authorized without vote, not including school levies, is limited 

to $5.90 per $1,000 of assessed value. Following a constitutional amendment approved by the voters of the 

state in November 1986, the aggregate of all tax levies upon real and personal property by the state and all 

taxing districts shall not exceed one percent of the true and fair value of such property. 

D1

Appendix D 


Initiatives and Referenda 

Under the State Constitution, the voters of the State have the ability to initiate legislation and require the 

Legislature to refer legislation to the voters through the powers of initiative and referendum, respectively. The 

initiative power in Washington may not be used to amend the State Constitution. Initiatives and referenda are 

submitted to the voters upon receipt of a petition signed by at least eight percent (initiative) and four percent 

(referenda) of the number of voters registered and voting for the office of Governor at the preceding regular 

gubernatorial election. Any law approved in this manner by a majority of the voters may not be amended or 

repealed by the Legislature within a period of two years following enactment, except by a vote of two-thirds of all 

the members elected to each house of the Legislature. After two years, the law is subjected to amendment or 

repeal by the Legislature in the same manner as other laws. 

Tax and fee initiative measures have been and may be filed, but it cannot be predicted whether any such 

initiatives might gain sufficient signatures to qualify for submission to the Legislature and/or the voters or, if 

submitted, whether they ultimately would be approved. 

Table 1 

CURRENT EXPENSE FUND PROPERTY TAX LEVY 

(Dollars per $1,000 of Assessed Value) 

Year General Mental Health 

Veterans’ 

Relief 

Juvenile 

Facility 

Total 

2001 1.4176 0.0250 0.0130 - 1.4556 

2002 1.4114 0.0250 0.0130 - 1.4494 

2003 1.3556 0.0250 0.0113 - 1.3936 

2004 1.3202 0.0250 0.0113 - 1.3565 

2005 1.2198 0.0250 0.0113 - 1.2561 

2006 1.0508 0.0250 0.0100 - 1.0858 

2007 0.8890 0.0250 0.0100 1.1490 

2008 0.8069 0.0250 0.0100 - 0.8419 


D2

Appendix D 


Levy 

Year 

Avg. 

City 

State 

School 

Table 2 

AD VALOREM PROPERTY TAX RATES 

(Dollars per $1,000 Assessed Value) 



Avg. 

Port 

Districts 

Avg. 

School 

District 

Avg. 

Medical 

/Fire 

Dist. 

Pub 

Library Other Total 

2001 2.8671 3.0951 3.5006 0.2482 3.6211 1.9380 0.500 2.7403 18.5932 

2002 2.8340 3.1475 3.6488 0.2521 4.2347 1.8721 0.4834 1.4255 17.9975 

2003 2.5293 2.9267 3.5261 0.2444 3.9113 1.8134 0.4623 2.6405 18.1256 

2004 2.4654 3.0797 3.2861 0.2438 3.7902 1.7549 0.5111 1.1360 16.3670 

2005 2.3247 2.9610 3.0266 0.2286 3.5121 1.6349 0.4723 1.8325 15.9927 

2006 2.1729 2.5991 2.6058 0.1946 3.0629 1,5088 0.4059 1.7964 14.3464 

2007 1.9098 2.2958 2.2094 0.2020 2.4094 1.4196 0.3427 1.4498 12.2384 

2008 1.7176 2.0283 2.0165 0.1887 2.4786 1.4135 0.3112 1.3211 11.4755 


Name 

Table 3 

MAJOR TAXPAYERS 

Business 

2007 

Assessed 

Valuation for 

2008 Taxes 

Percent of 

County Value 1 

Puget Sound Energy Utility $149,952,976 0.46% 

PPR Kitsap Mall LLC Retail 99,320,910 0.30% 

Gem1 LLC Development 86,619,290 0.27% 

American Eagle Communities Development 52,935,306 0.16% 

New Albertsons Inc Retail 32,445,390 0.10% 

Fairgrounds Road LLC Apartments 31,175,880 0.10% 

PK 1 Silverdale Shopping Center LLC Retail 31,163,480 0.10% 

Spring Corp United Tele NW Utility 30,028,346 0.09% 

Mentor, J P Development 27,909,980 0.09% 

Cascade Natural Gas Corp Utility 27,221,103 0.08% 

Total $ 539,571,801 1.75% 

1 Total 2008 assessed value for Kitsap County is $32,652,262,207 


D3


Appendix E 


The following tables list various categories of expenses that are funded through the General 

Administration & Operations Fund. These tables do not cover every expense budgeted in that fund. 

1. Expenses related to County memberships in various organizations: 



Washington Association of County Officials $30,418 

Washington State Association of Counties 38,032 

Puget Sound Regional Council 27,013 

National Association of Counties 4,774 

Local Government Personnel Institute 750 

Puget Sound Clean Air Agency 78,169 

Hood Canal Coordinating Council 2,500 

Puget Sound Naval Base Association 1,000 

Office of Minority & Women’s Business Enterprises 11,500 

2. Payments for services by non-profit organizations or other governmental agencies: 



Central Communications (CenCom) $677,892 

Department of Emergency Services 225,893 

Kitsap Economic Development Alliance 72,000 

Kitsap County Humane Society 563,615 

Kitsap County Health District 1,496,417 

Kitsap County Historical Society 32,024 

Dispute Resolution Center 38,125 

Kitsap Business Assistance Center 25,000 

E1

Appendix E 


3. Amounts budgeted for utilities supplied to the County buildings by various utility companies: 



Electricity $255,000 

Water 9,000 

Sewer 25,000 

Natural Gas 70,000 

Waste Disposal 49,854 

Hazardous Waste Disposal 2,889 

Surface & Stormwater Management Assessments 25,000 

4. Contributions to other County funds: 



Mental Health $7,500 

Substance Abuse Treatment 18,564 

Council on Aging Ombudsman 26,100 

E2

Appendix F 

Staffing Levels 

KITSAP COUNTY STAFFING LEVELS 

(Full Time Equivalents) 

Authorized Positions as of January 1 of the Budget Year 

DEPARTMENT/POSITION TITLES 2005 2006 2007 2008 

GENERAL FUND 

Appendix F 


COUNTY COMMISSIONERS & ADMINISTRATOR 

Administrative Coordinator 1.00 1.00 0.00 0.00 

Administrative Specialist 3.00 3.00 3.00 4.00 

Administrative Services Supervisor 0.00 0.00 1.00 1.00 

Clerk of the Board 0.00 0.00 0.00 1.00 

Commissioners 3.00 3.00 3.00 3.00 

Community Resource Specialist 0.50 0.50 0.00 0.00 

County Administrator 1.00 1.00 1.00 1.00 

Office Assistant 3 1.00 1.00 1.00 0.00 

Program Specialist 2.00 2.00 1.00 0.00 

Public Information Officer/Policy Analyst 0.00 0.00 0.50 0.50 

Special Projects Manager 0.00 0.00 1.00 1.00 

TOTAL COMMISSIONERS & ADMINISTRATOR 11.50 11.50 11.50 11.50 

SUPERIOR COURT 


Calendar Coordinator 1.00 1.00 1.00 1.00 

Court Reporter 8.00 8.00 8.00 8.00 

Depart. Computer System Tech 1.00 1.00 1.00 0.00 

Director, Superior Court Admin 1.00 1.00 0.00 0.00 

Drug Court Compliance Specialist 0.00 0.00 1.00 1.00 

Drug Court Coordinator 1.00 1.00 1.00 1.00 

Law Clerk 3.00 3.00 3.00 3.00 




Superior Court Administrator 0.00 0.00 1.00 1.00 

Superior Court Commissioner 1.00 1.00 1.00 1.00 

Superior Court Judge 8.00 8.00 8.00 8.00 

TOTAL SUPERIOR COURT 29.00 29.00 30.00 30.00 

DISTRICT COURT 


Administrator Probation Services 1.00 1.00 1.00 0.00 

Court Clerk 1 2.00 2.00 2.00 3.00 

Court Clerk 2 10.00 10.00 10.00 10.00 

Court Clerk 3 0.00 0.00 0.00 1.00 

Court Commissioner 0.50 0.50 0.00 0.40 

Court Services Supervisor 1.00 1.00 1.00 0.00 

Director, District Court Services 1.00 1.00 0.00 0.00 

District Court Administrator 0.00 0.00 1.00 1.00 

District Court Judge 3.00 3.00 4.00 4.00 

Fiscal Technician 1 1.00 1.00 1.00 1.00 




Office Supervisor 1 2.00 2.00 2.00 1.00 


Office Specialist 1 1.00 1.00 1.00 0.00 


Operations/Scheduling Coordinator 0.00 0.00 0.00 1.00 

Probation Officer 5.75 5.75 6.00 5.00 

Probation Services Manager 0.00 0.00 0.00 1.00 

Program Assistant 0.00 0.00 0.00 1.00 


TOTAL DISTRICT COURT 35.75 35.75 36.50 35.40 

PROSECUTING ATTORNEY 


Child Interviewer 1.00 1.00 1.00 1.00 

Department Computer Systems Coordinator 1.00 1.00 1.00 1.00 

Deputy Prosecutor 1 5.00 5.00 10.00 7.00 




Legal Assistant 24.00 24.00 23.00 23.00 

Legal Receptionist 3.00 3.00 3.00 3.00 

Manager, Prosecutor's Admin Svcs 1.00 1.00 1.00 1.00 

F1

Appendix F 





Appendix F 







Prosecuting Attorney 1.00 1.00 1.00 1.00 

Prosecutor 's Investigator 2.00 2.00 3.00 2.00 

Records Specialist 5.00 5.00 5.00 5.00 

Victim Witness Coordinator 1.00 1.00 1.00 1.00 

TOTAL PROSECUTING ATTORNEY 84.00 84.00 88.50 86.50 

CLERK 


Chief Deputy Clerk 1.00 1.00 1.00 1.00 

County Clerk 1.00 1.00 1.00 1.00 

Court Clerk 1 3.60 3.60 3.60 3.60 

Court Clerk 2 27.00 27.00 26.00 25.00 

Courthouse Facilitator 1.00 1.00 0.00 0.00 

Department Computer Systems Tech 1 0.00 0.00 0.00 1.00 



Jury Coordinator 1.00 1.00 1.00 1.00 




TOTAL CLERK 40.35 40.35 41.85 41.85 

PUBLIC DEFENSE 



TOTAL PUBLIC DEFENSE 1.25 1.25 1.25 1.25 

ASSESSOR 

Appraiser 1 5.00 5.00 2.00 3.00 

Appraiser 1-Commercial 1.00 1.00 4.00 1.00 

Appraiser 1-Personal Prop 1.00 1.00 0.00 0.00 

Appraiser 1-Residential 0.00 0.00 2.00 3.00 

Appraiser 2 2.00 2.00 2.00 2.00 





Appraiser 4 1.00 1.00 1.00 0.00 

Appraiser Assistant 0.00 0.00 2.00 0.00 

Assessment Administrative Supv 1.00 1.00 1.00 1.00 

Assessor 1.00 1.00 1.00 1.00 

Cadastral Aide 0.00 0.00 0.00 1.00 

Cadastral Engineer 1.00 1.00 1.00 0.00 

Cadastral Supervisor 0.00 0.00 0.00 1.00 

Chief Deputy Assessor 1.00 1.00 1.00 1.00 

Engineering Aide 1.00 1.00 1.00 0.00 

Exemption Specialist 1.00 1.00 1.00 1.00 





TOTAL ASSESSOR 33.25 33.25 33.25 31.50 

AUDITOR 

Accountant 1 3.00 3.00 3.00 3.00 

Accounting/Finance Manager 1 1.00 1.00 1.00 1.00 


Administrative Services Manager 1.00 1.00 1.00 1.00 

Auditor 1.00 1.00 1.00 1.00 

Chief Deputy Auditor 1.00 1.00 1.00 1.00 

Elections Analyst 1 0.00 0.00 0.00 1.00 

Elections Analyst 2 0.00 0.00 1.00 1.00 

Elections Manager 1.00 1.00 1.00 1.00 

Financial Services Coordinator 1.00 1.00 1.00 1.00 


Fiscal Technician Supervisor 1.00 1.00 1.00 1.00 

F2

Appendix F 





Appendix F 





Office Services Supervisor 1 1.00 1.00 0.00 0.00 





Payroll Specialist 2.00 2.00 2.00 2.00 

Payroll Services Supervisor 1.00 1.00 1.00 1.00 


Senior Program Manager 1.00 1.00 1.00 1.00 

Systems Analyst 1.00 1.00 1.00 1.00 

TOTAL AUDITOR 34.00 34.00 36.00 36.00 

CORONER 

Coroner 1.00 1.00 1.00 1.00 

Deputy Coroner 4.00 4.00 5.00 5.00 


Senior Deputy Coroner 1.00 1.00 1.00 1.00 

TOTAL CORONER 7.00 7.00 7.50 7.50 

TREASURER 

Chief Deputy Treasurer 0.95 0.95 0.95 0.95 

Financial Analyst 0.95 0.95 0.95 0.95 

Financial Analyst Assistant 1.00 1.00 1.00 1.00 

Head Cashier 1.00 1.00 1.00 1.00 






Revenue Collection Supervisor 0.00 0.00 1.00 0.00 

Treasurer 0.90 0.90 0.90 0.90 

TOTAL TREASURER 11.80 11.80 11.80 11.80 

ADMINISTRATIVE SERVICES 



Budget Manager 1.00 1.00 1.00 1.00 

Director Dept. of Administrative Svcs. 1.00 1.00 1.00 1.00 






Project Manager 0.00 0.00 0.00 1.00 

Volunteer Coordinator 1.00 1.00 1.00 1.00 

TOTAL ADMINISTRATIVE SERVICES 7.75 7.75 7.75 8.75 

PURCHASING & RECORDS MGMT 

Buyer 1.00 1.00 1.00 1.00 


Purchasing & Records Manager 1.00 1.00 1.00 1.00 

TOTAL PURCHASING & RECORDS MGMT 3.00 3.00 3.00 3.00 

FACILITIES MAINTENANCE 

Building Maintenance Supervisor 1.00 1.00 1.00 1.00 

Custodian 11.50 11.50 12.50 12.50 

Facilites Superintendent 0.00 0.00 1.00 1.00 

Groundskeeper/Maintenance Asst 2.00 2.00 1.00 1.00 

Maintenance Assistant 0.00 0.00 2.00 2.00 

Maintenance Mech 1 2.00 2.00 1.00 1.00 


Maintenance Technician 4.00 4.00 3.00 3.00 

Maintenance Worker 0.00 0.00 0.00 1.00 

Mechanical Maintenance Sup. 1.00 1.00 1.00 1.00 


TOTAL FACILITIES MAINTENANCE 28.50 28.50 27.50 28.50 

F3

Appendix F 






Appendix F 


GENERAL ADMINISTRATION & OPERATIONS 

Community Resources Specialist 0.50 0.50 0.00 0.00 



Public Information Officer/Policy Analyst 0.00 0.00 0.50 0.50 

TOTAL GA & O 0.50 0.50 2.50 2.50 

COURT SECURITY 

Court Security Officer 5.00 5.00 6.00 6.00 

TOTAL COURT SECURITY 5.00 5.00 6.00 6.00 

SHERIFF 

Accounting Assistant 2.00 2.00 2.00 0.00 

Administrative Assistant 0.00 0.00 1.00 1.00 

Administrative Secretary 1.00 1.00 1.00 1.00 

Administrative Support Specialist 2.00 2.00 2.00 2.00 

Chief Civil Deputy 1.00 1.00 1.00 1.00 

Chief Criminal Deputy 1.00 1.00 1.00 1.00 

Corporal 1.00 1.00 1.00 1.00 

Deputy Sheriff 1 1.00 1.00 2.00 1.00 

Deputy Sheriff 2 100.00 101.00 103.00 104.00 

Evidence/Prop Rm Control Specialist 3.00 3.00 3.00 3.00 


Inspector, Sheriff 1.00 1.00 1.00 1.00 

Lead Support Services Specialist 1.00 1.00 1.00 1.00 

Process Server 2.00 2.00 1.00 1.00 

Sergeant 11.00 11.00 12.00 12.00 

Sheriff 1.00 1.00 1.00 1.00 

Sheriff Lieutenant 5.00 5.00 5.00 5.00 

Support Services Specialist 15.00 15.00 16.00 15.00 

Support Services Supervisor 1.00 1.00 0.00 1.00 

Undersheriff 1.00 1.00 1.00 1.00 

TOTAL SHERIFF 150.00 151.00 155.00 155.00 

JAIL 


Cook Jail 1.00 1.00 0.00 0.00 

Corrections Lieutenant 0.00 0.00 2.00 2.00 

Corrections Officer 84.00 84.00 92.00 92.00 

Corrections Sergeant 6.00 6.00 9.00 9.00 

Maintenance Mechanic 2 3.00 3.00 3.00 3.00 

Superintendent of Corrections 1.00 1.00 1.00 1.00 

Support Services Specialist 3.00 3.00 4.00 4.00 

TOTAL JAIL 99.00 99.00 112.00 112.00 

JUVENILE 

Adolescent Treatment Case Management Specialist 0.00 0.00 0.00 1.00 

Chemical Dependency Professional Lead 0.00 0.00 0.00 1.00 

Chemical Dependency Professional 0.00 0.00 0.00 2.00 

Court Services Officer 18.00 18.00 17.50 19.50 

Court Services Officer Grant 3.00 3.00 3.00 3.00 

Court Services Supervisor 2.00 2.00 2.00 2.00 

Crisis Res Cntr Coordinator 1.00 1.00 1.00 1.00 

Crisis Res Cntr Counselor 8.50 8.50 8.50 8.50 

Director, Juvenile Services 1.00 1.00 1.00 1.00 


Food Services Supervisor 1.00 1.00 1.00 1.00 

Food Services Worker 2 2.00 2.00 2.00 2.00 

Juvenile Alternatives Prog Spec 1.00 1.00 1.00 1.00 

Juvenile Administrative Services Mgr 1.00 1.00 1.00 1.00 

Juvenile Case Monitor 3.00 3.00 4.00 4.00 

Juvenile Case Monitor Grant 1.00 1.00 1.00 1.00 

Juvenile Court Services Mgr 1.00 1.00 1.00 1.00 

Juvenile Detention Officer 33.00 33.00 33.00 31.50 

Juvenile Detention Manager 1.00 1.00 1.00 1.00 

Juvenile Detention Supervisor 4.00 4.00 4.00 4.00 

Juvenile Probation Assistant 1.00 1.00 0.00 0.00 



F4

Appendix F 





Appendix F 





TOTAL JUVENILE 89.50 89.50 90.00 94.50 

PARKS & RECREATION 


Building Maintenance Supervisor 1.00 1.00 1.00 0.00 

Custodian 11.50 11.50 12.50 0.00 

Department Capital Projects Manager 1.00 1.00 1.00 1.00 

Director Parks & Recreation 1.00 1.00 1.00 1.00 

Facilites, Parks & Recreatin Superintendent 0.00 0.00 1.00 0.00 

Fair and Events Coordinator 2.00 2.00 0.00 0.00 

Fair and Events Manager 0.00 0.00 2.00 2.00 


Groundskeeper/Maintenance Asst 2.00 2.00 1.00 0.00 

Maintenance Assistant 0.00 0.00 2.00 0.00 



Maintenance Technician 4.00 4.00 3.00 0.00 


Mechanical Maintenance Sup. 1.00 1.00 1.00 0.00 





Operations & Maintenance Superintendent 1.00 1.00 0.00 0.00 

Parks Maintenance Supervisor Senior 0.00 0.00 1.00 1.00 

Parks Maintenance Supervisor 0.00 0.00 0.00 3.00 

Parks Project Coordinator 2.00 2.00 2.00 2.00 

Parks Volunteer Coordinator 0.00 0.00 0.50 0.00 

Recreation Specialist 2.00 2.00 2.00 2.00 

Special Projects/Vol Coordinator 1.00 1.00 0.00 0.00 

Stewardship Coordinator 0.00 0.00 0.00 1.00 

Volunteer Liaison 0.50 0.50 0.00 0.00 

TOTAL PARKS & RECREATION 55.00 55.00 55.00 35.00 

COOPERATIVE EXTENSION 





TOTAL COOPERATIVE EXTENSION 2.88 2.88 2.00 2.00 

PERSONNEL & HUMAN SERVICES 


Director Personnel & Human Svcs. 0.70 0.70 0.70 0.70 


Human Resources Technician 0.00 0.00 1.00 1.00 

Human Resources Analyst 0.00 0.00 3.00 3.00 

Human Resources Analyst Senior 0.00 0.00 1.00 1.00 

Human Resources Specialist 0.00 0.00 0.00 2.00 

Human Services Planner 2 1.00 1.00 1.00 1.00 

Labor Relations Manager 1.00 1.00 1.00 1.00 

Manager, Personnel Division 1.00 1.00 0.00 0.00 





Personnel Analyst 1 3.00 3.00 0.00 0.00 

Personnel Analyst 2 1.00 1.00 0.00 0.00 

Personnel Technician 1.00 1.00 0.00 0.00 




Training & Development Coordinator 0.00 0.00 0.00 1.00 

TOTAL PERSONNEL 16.50 16.50 16.50 15.80 

TOTAL - GENERAL FUND 745.53 746.53 775.40 756.35 

F5

Appendix F 






Appendix F 


OTHER FUNDS 

COUNTY ROADS - ADMINISTRATION 

Assistant Director of Public Works 1.00 1.00 1.00 1.00 

Budget Analyst 2 1.00 1.00 0.00 0.00 

Dept. Computer System Spvr 1.00 1.00 1.00 1.00 

Dept. Computer System Tech 2.00 2.00 2.00 2.00 

Director of Public Works 1.00 1.00 1.00 1.00 


Fiscal Tech 2 5.00 5.00 5.00 5.00 

Fiscal Tech 3 1.00 1.00 1.00 1.00 

Fiscal Tech Spvr 1.00 1.00 1.00 1.00 




Public Info Prog Supervisor 1.00 1.00 1.00 1.00 

TOTAL ROADS - ADMINISTRATION 18.00 18.00 18.00 18.00 

COUNTY ROADS - ENGINEERING 

Construction Manager - Pworks 0.00 0.00 1.00 1.00 

Engineer 1 6.00 6.00 6.00 6.00 

Engineer 2 3.00 3.00 2.00 2.00 

Engineer 3 3.00 3.00 3.00 3.00 

Engineering Technician 1 2.00 2.00 2.00 2.00 





GIS Analyst 2 1.00 1.00 1.00 1.00 


Right-of-Way Supervisor 1.00 1.00 1.00 1.00 

Right-of-Way Agent 2.00 2.00 2.00 2.00 


TOTAL ROADS - ENGINEERING 36.75 36.75 36.75 36.75 

COUNTY ROADS - MAINTENANCE 

Apprentice Operator 2.00 2.00 2.00 2.00 

Assistant Supervisor 3.00 3.00 3.00 3.00 

Engineering Tech 3/ESA Comp 0.00 0.00 1.00 1.00 

Engineering Tech 4 1.00 1.00 1.00 1.00 

Equipment Operator 16.00 16.00 16.00 16.00 

Laborer 1 2.00 2.00 2.00 2.00 

Laborer 2 7.00 7.00 7.00 7.00 

Laborer Probationary 2.00 2.00 2.00 2.00 


Road Supervisor 3.00 3.00 3.00 3.00 

Truck Driver (Single Axle) 2.00 2.00 3.00 3.00 

Truck Driver (Tandem) 22.00 22.00 21.00 21.00 

TOTAL ROADS - MAINTENANCE 61.00 61.00 62.00 62.00 

COUNTY ROADS - TRAFFIC & TRANS PLANNING 

Engineer 1 2.00 2.00 2.00 2.00 

Engineer 2 1.00 1.00 1.00 1.00 

Engineer 3 1.00 1.00 1.00 1.00 

Engineer Tech 4 1.00 1.00 1.00 1.00 

Engineer Tech 5 1.00 1.00 1.00 1.00 



Sign Shop Attendant 0.00 0.00 1.00 0.00 

Traffic Control Supervisor 1.00 1.00 1.00 1.00 

Traffic Investigator 1.00 1.00 1.00 1.00 

Traffic Safety & Design Engineer 1.00 1.00 1.00 1.00 

Traffic Signal/Invest Superv 1.00 1.00 1.00 1.00 

Traffic Signal Tech 1 1.00 1.00 1.00 1.00 

Traffic Signal Tech 2 0.00 0.00 1.00 1.00 

Traffic Signal Tech Probation 1.00 1.00 1.00 1.00 

Traffic Tech 2 1.00 1.00 0.00 0.00 

F6

Appendix F 





Appendix F 



Traffic Tech 3 3.00 3.00 3.00 3.00 

Traffic Tech 4 2.00 2.00 2.00 2.00 

Transportation Planner 2 2.00 2.00 2.00 2.00 

Transportation Planner 3 1.00 1.00 1.00 1.00 

TOTAL ROADS - TRAFFIC & TRANS PLANNING 23.00 23.00 24.00 23.00 

TOTAL - COUNTY ROADS 138.75 138.75 140.75 139.75 

CENTRAL COMMUNICATIONS 

Account Clerk 2 1.00 1.00 0.00 0.00 


Assistant Director 1.00 1.00 1.00 1.00 

Assistant Supervisor 0.00 0.00 0.00 1.00 

Communications Center Tech 3.00 3.00 2.00 2.00 

Data Systems Engineer 1.00 1.00 1.00 1.00 

Director Central Communications 1.00 1.00 1.00 1.00 

Emergency Telecommunications Trainee 1.00 1.00 3.00 5.00 

Emergency Telecommunicator 1 23.00 23.00 26.00 28.00 

Emergency Telecommunicator 2 6.00 6.00 6.00 5.00 



Operations &Training Supervisor 1.00 1.00 1.00 1.00 

Operations Support Technician 1.00 1.00 1.00 2.00 

Primary Call Receiver 12.00 12.00 12.00 12.00 

Programmer Analyst 0.00 0.00 1.00 1.00 

Shift Supervisor 6.00 6.00 6.00 6.00 


Technical Systems Supervisor 0.00 0.00 2.00 2.00 

TOTAL CENTRAL COMMUNICATIONS 60.00 60.00 66.00 71.00 

EMERGENCY MANAGEMENT 

Director, Emergency Management 0.00 0.00 1.00 1.00 

Emergency Management Planner 0.00 0.00 0.00 1.00 

Emergency Management Coordinator 0.00 0.00 0.00 1.00 


Manager-Emergency Management 1.00 1.00 0.00 0.00 



Program Coordinator 2.00 2.00 2.00 2.00 


TOTAL EMERGENCY MANAGEMENT 4.00 4.00 4.50 6.50 

DEPARTMENT OF COMMUNITY DEVELOPMENT 



Application Specialist 1.00 1.00 1.00 0.00 

Assistant Director - DCD 0.00 0.00 2.00 2.00 

Building Inspector 1 0.00 0.00 1.00 1.00 



Chief Building Official 1.00 1.00 0.00 0.00 

Code Compliance Inspector 1 0.00 0.00 0.00 2.00 



Department Computer Systems Tech 2 0.00 0.00 0.00 1.00 

Director - Community Development 1.00 1.00 1.00 1.00 

Engineer 1 4.00 4.00 3.00 3.00 

Engineer 2 1.00 1.00 2.00 2.00 

Engineer 3 1.00 1.00 0.00 0.00 




Deputy Fire Marshall 1 1.00 1.00 2.00 2.00 

Deputy Fire Marshall 2 4.00 4.00 3.00 3.00 

Fire Marshall 1.00 1.00 1.00 1.00 

GIS Analyst 2 1.00 1.00 1.00 0.00 

GIS Analyst 3 1.00 1.00 1.00 2.00 

Habitat Biologist 1.00 1.00 1.00 1.00 

Interm Director 1.00 1.00 0.00 0.00 

Manager, Building 0.00 0.00 1.00 1.00 

F7

Appendix F 





Appendix F 



Manager, Community Planning 0.00 0.00 1.00 1.00 

Manager, Development Engineering 0.00 0.00 1.00 1.00 

Manager, Land Use/Environmental Review 0.00 0.00 0.00 1.00 

Manager, Natural Res/Environmental Rev 0.00 0.00 0.00 1.00 

Natural Resources Prgms Coord 1.00 1.00 1.00 1.00 





Permit Coordinator 1.00 1.00 1.00 1.00 

Permit Technician 4.00 4.00 0.00 0.00 

Permit Technician 1 0.00 0.00 6.00 5.00 

Permit Technician 2 2.00 2.00 3.00 4.00 

Planner 1 2.00 2.00 2.00 3.00 

Planner 2 3.75 3.75 4.00 4.00 

Planner 3 9.00 9.00 9.00 9.00 

Planner 4 4.00 4.00 1.00 0.00 

Plans Examiner 1 4.00 4.00 4.00 4.00 

Plans Examiner 2 1.00 1.00 1.00 1.00 


Stormwater Mgmt Tech 2 2.00 2.00 0.00 0.00 

Stormwater Mgmt Tech 3 0.00 0.00 2.00 0.00 

Stream Team Specialist 1.00 1.00 1.00 1.00 

Utilities Management Tech 2 2.00 2.00 2.00 0.00 

Watershed Project Coordinator 1.00 1.00 1.00 1.00 

Zoning Inspector 1 2.00 2.00 2.00 0.00 



TOTAL COMMUNITY DEVELOPMENT 80.75 80.75 85.00 87.00 

AUDITOR'S DOCUMENT PRESERVATION 



TOTAL AUDITOR'S DOCUMENT PRESERVATION 1.25 1.25 1.25 1.25 

WESTNET 

Evidence/Property Control Specialist 1.00 1.00 1.00 1.00 

Investigative Support Specialist 0.00 0.00 0.00 1.00 

TOTAL WESTNET 1.00 1.00 1.00 2.00 

NOXIOUS WEED CONTROL 

Noxious Weed Control Coordinator 1.00 1.00 1.00 1.00 

TOTAL NOXIOUS WEED CONTROL 1.00 1.00 1.00 1.00 

VETERAN'S RELIEF FUND 



TOTAL VETERAN'S RELIEF FUND 0.00 0.00 0.40 0.60 

COMMUNITY SERVICE 

Inmate Project Coordinator 1.00 1.00 1.00 1.00 

TOTAL COMMUNITY SERVICE 1.00 1.00 1.00 1.00 

PRISONER COMMISSARY FUND 


TOTAL PRISONER COMMISSARY FUND 0.00 0.00 0.50 0.50 

SPECIAL INVESTIGATIONS UNIT 

Investigative Support Specialist 1.00 1.00 1.00 0.00 

TOTAL SPECIAL INVESTIGATIONS UNIT 1.00 1.00 1.00 0.00 

TREASURER'S INVESTMENT POOLING 

Chief Deputy Treasurer 0.05 0.05 0.05 0.05 


Investment Officer 1.00 1.00 1.00 1.00 

Treasurer 0.10 0.10 0.10 0.10 

TOTAL TREASURER'S INVESTMENT POOLING 1.20 1.20 1.20 1.20 

F8

Appendix F 






Appendix F 


RECOVERY CENTER 

Accountant 1 0.30 0.30 0.10 0.10 

Assessment Counselor 1.00 1.00 0.00 0.00 

Chemical Dependency Counselor 8.60 8.60 0.00 0.00 

Chemical Dependency Professional 0.00 0.00 10.60 10.60 

Chemical Dependency Prof/ITS Detox 0.00 0.00 1.00 1.00 

Chemical Dependency Professional, Lead 0.00 0.00 1.00 1.00 

Director, Personnel & Human Services 0.00 0.00 0.00 0.10 




Housekeeper 1.00 1.00 1.00 1.00 

Human Services Manager 1 1.00 1.00 1.00 1.00 

ITA/Detox Counselor 1.00 1.00 0.00 0.00 

Licensed Practical Nurse 0.60 0.60 0.00 0.00 

Nurse Recovery Center 1.00 1.00 0.00 0.00 

Office Aide 0.00 0.00 0.00 0.60 




Operations Services Supervisor 1.00 1.00 0.00 0.00 

Treatment Aid 3.60 3.60 4.20 4.20 

Treatment Assistant 6.35 6.35 6.35 6.40 

Treatment Assistant Supervisor 1.00 1.00 1.00 1.00 

TOTAL RECOVERY CENTER 32.45 32.45 32.65 32.35 

CDBG ENTITLEMENT FUND 

Block Grant Program Manager 1.00 1.00 1.00 1.00 

Block Grant Planner 1 1.00 1.00 1.00 1.00 

Block Grant Planner 2 1.00 1.00 1.00 1.00 


TOTAL CDBG 4.00 4.00 4.00 4.00 

PENINSULA MENTAL HEALTH 




Accountant 1 0.25 0.25 0.50 0.50 


Compliance Officer 0.00 0.00 1.00 0.00 





TOTAL PENINSULA MENTAL HEALTH 4.20 4.20 7.55 6.75 

MENTAL HEALTH ADMINISTRATION 

Director Personnel & Human Services 0.05 0.05 0.15 0.10 




TOTAL MENTAL HEALTH ADMINISTRATION 0.95 0.95 1.10 1.05 

DEVELOPMENTAL DISABILITIES 

Accountant 1 0.25 0.25 0.20 0.10 


Director Personnel & Human Services 0.05 0.05 0.15 0.00 









TOTAL DEVELOPMENTAL DISABILITIES 3.55 3.55 3.45 3.30 

F9

Appendix F 






Appendix F 


ALCOHOL/DRUG PREVENTIONS 




TOTAL ALCOHOL/DRUG PREVENTIONS 1.50 1.50 1.50 1.45 

SUBSTANCE ABUSE 

Accountant 1 0.00 0.00 0.10 0.20 






Office Services Supervisor 0.00 0.00 0.00 0.10 



TOTAL SUBSTANCE ABUSE 2.70 2.70 3.10 3.60 

COMMUNITY MOBILIZATION 


TOTAL COMMUNITY MOBILIZATION FUND 0.00 0.00 0.00 0.05 

AREA AGENCY ON AGING 


Case Management Specialist 1 10.50 10.50 10.50 10.50 

Case Management Specialist 2 2.00 2.00 1.00 1.00 

Case Management Supervisor 0.00 0.00 2.00 2.00 

Department Computer System Tech 0.00 0.00 0.00 1.00 




Human Services Specialist 1.00 1.00 0.00 0.00 

Information & Assistance Specialist 2.00 2.00 1.00 1.00 

Long Term Care Ombudsman 0.50 0.50 0.50 0.70 

Long Term Care Supervisor 1.00 1.00 1.00 1.00 

Nurse Aging 3.00 3.00 0.00 0.00 






Registered Nurse Consultant 0.00 0.00 3.00 3.00 

Sr Info & Asst Supervisor 1.00 1.00 1.00 1.00 

TOTAL AREA AGENCY ON AGING 30.00 30.00 25.40 31.20 

KC ADMIN BLDG PROJECT 

Administrative Services Supvr 1.00 1.00 0.00 0.00 

Project Manager 1.00 1.00 1.00 0.00 

TOTAL ADMIN BLDG PROJECT 2.00 2.00 1.00 0.00 

WIA/JTPA ADMINISTRATION 

Accountant 1 0.20 0.20 0.10 0.10 




Human Services Administrator 0.00 0.00 0.40 0.00 




Office Specialist 0.50 0.50 0.00 0.10 



TOTAL WIA/JTPA ADMINISTRATION 4.20 4.20 3.00 2.70 

WIA DIRECT SERVICES PROGRAM 




TOTAL WIA DIRECT SERVICES 2.20 2.20 3.20 3.50 

F10

Appendix F 






Appendix F 


EMPLOYMENT & TRAINING (NON-WIA) 



TOTAL WIA DIRECT SERVICES 0.00 0.00 0.00 0.20 

SOLID WASTE ADMINISTRATION 

Asst Director Public Works 0.54 0.54 0.54 0.54 

Engineer 2 1.00 1.00 1.00 1.00 




Public Info Spec 1 1.00 1.00 1.00 1.00 


Solid Waste Tech 1.00 1.00 1.00 1.00 

TOTAL SOLID WASTE ADMINISTRATION 7.54 7.54 6.54 7.54 

SOLID WASTE DROPBOX OPERATIONS 


Solid Waste Facility Worker 0.00 0.00 2.75 2.75 

Solid Waste Facility Supervisor 1.00 1.00 1.00 1.00 

TOTAL SOLID WASTE DROPBOX OPERATIONS 3.75 3.75 3.75 3.75 

SOLID WASTE - WASTE RED/LITTER CONTROL 

Solid Waste Specialist 2.00 2.00 2.00 2.00 

Solid Waste Technician 2.00 2.00 2.00 2.00 

TOTAL SOLID WASTE - RECYCLING 4.00 4.00 4.00 4.00 

SOLID WASTE - MOD RISK WASTE 


Solid Waste Technician 3.00 3.60 4.00 4.00 

TOTAL SOLID WASTE - MOD RISK WASTE 4.00 4.60 5.00 5.00 

SOLID WASTE - LANDFILLS 


TOTAL SOLID WASTE - LANDFILLS 1.00 1.00 1.00 1.00 

TRANSFER STATION OPERATIONS 



TOTAL TRANSFER STATION 1.00 1.00 2.00 1.00 

SURFACE/STORMWATER MGMT 

Assist Director Public Works 0.15 0.15 0.15 0.15 

Education & Outreach Coord 1.00 1.00 1.50 1.00 

Engineer 1 3.00 3.00 3.00 3.00 

Engineer 2 2.00 2.00 2.00 2.00 

Engineer 3 1.00 1.00 2.00 2.00 




Stormwater Maintenance Specialist 1 5.00 5.00 0.00 0.00 

Stormwater Maintenance Specialist 2 2.00 2.00 0.00 0.00 

Stormwater Maintenance Specialist 5.00 5.00 0.00 0.00 

Stormwater Maint/Training Specialist 1.00 1.00 0.00 0.00 




Utility Systems Specialist 1 0.00 0.00 5.00 5.00 



Utility Systems/Training Specialist 0.00 0.00 1.00 1.00 

TOTAL SURFACE/STORMWATER MGMT 28.15 28.15 29.65 29.15 

PUBLIC WORKS SEWER UTILITY 

Account Clerk 2 1.00 1.00 0.00 0.00 

Assistant Director Public Works 0.31 0.31 0.31 0.31 

Collections Supervisor 1.00 1.00 0.00 0.00 

Collections System Specialist 6.00 6.00 0.00 0.00 

Collections System Specialist 1 5.00 5.00 0.00 0.00 

F11

Appendix F 





Appendix F 



Collections System Specialist 2 2.00 2.00 0.00 0.00 

Custodian 0.00 0.00 1.00 1.00 

Electrician/Instrument Tech 1 1.00 1.00 0.00 0.00 

Electrician/Instrument Tech 2 1.00 1.00 0.00 0.00 

Elect/Instr & Control Tech 0.00 0.00 1.00 1.00 

Engineer 3 1.00 1.00 1.00 1.00 


Equipment Operator/Mechanic 1 0.00 0.00 3.00 3.00 

Equipment Operator/Mechanic Supervisor 0.00 0.00 1.00 1.00 



GIS Analyst 3 0.00 0.00 1.00 1.00 

Inspector 1 0.00 0.00 1.00 1.00 

Inspector 2 0.00 0.00 1.00 1.00 

Instrument & Control Tech 0.00 0.00 1.00 1.00 

Lab Tech 2 1.00 1.00 1.00 1.00 

Maint Worker Elect 1 3.00 3.00 3.00 3.00 

Maint Worker Mechanic 3.00 3.00 0.00 0.00 

Maint Worker Mechanic 1 4.00 4.00 2.00 2.00 

Maint Worker Mechanic 2 1.00 1.00 4.00 4.00 

Maintenance Supervisor 1.00 1.00 0.00 0.00 


Mechanic 1/EquIp Operator 2.00 2.00 0.00 0.00 

Mechanic 2/Equip Operator 1.00 1.00 0.00 0.00 



Operations Supervisor 1.00 1.00 0.00 0.00 





Utilities Maintenance Supervisor 0.00 0.00 1.00 1.00 

Utility Technician 0.00 0.00 1.00 1.00 

WW Lab Supervisor 1.00 1.00 1.00 1.00 

WW Lab Technician 1 3.00 3.00 3.00 3.00 

WW Maintenance Supervisor 0.00 0.00 1.00 1.00 

WW Mechanic Supervisor 0.00 0.00 1.00 1.00 

WW Operations Supervisor 0.00 0.00 1.00 1.00 

WW Treatment Plant Op 3.00 3.00 0.00 0.00 

WW Treatment Plant Op 1 7.00 7.00 3.00 3.00 



TOTAL SEWER UTILITY 58.06 58.06 63.06 63.06 

EQUIPMENT RENTAL AND REVOLVING FUND 

Assistant Storekeeper 1.00 1.00 1.00 1.00 

Communications Technician 1.00 1.00 1.00 1.00 

Lead Mechanic 2.00 2.00 2.00 2.00 

Manager, Equipment Services Div 1.00 1.00 1.00 1.00 

Mechanic 9.00 9.00 9.00 9.00 

Sign Shop Attendant 1.00 1.00 0.00 1.00 

Storekeeper 1.00 1.00 1.00 1.00 

TOTAL ER & R 16.00 16.00 15.00 16.00 

RISK MANAGEMENT - 

WORKERS COMPENSATION AND 

SELF INSURANCE FUNDS 




Risk Manager 1.00 1.00 1.00 1.00 

Risk Management Analyst 3.00 3.00 2.00 3.00 

Risk Management Specialist 0.00 0.00 1.00 0.00 

TOTAL RISK MANAGEMENT 5.25 5.25 5.25 5.25 

INFORMATION SERVICES FUND 


Applications Services Manager 1.00 1.00 1.00 1.00 

Computer & Network Services Manager 0.00 0.00 1.00 1.00 

Database Administrator 1.00 1.00 1.00 1.00 

F12

Appendix F 





Appendix F 



Director, Information Services 0.00 0.00 1.00 1.00 

GIS Analyst 2 1.00 1.00 2.00 0.00 

GIS Analyst 3 2.00 2.00 2.00 3.00 

GIS Manager 1.00 1.00 1.00 1.00 

Information Technology Mgr 1.00 1.00 0.00 0.00 

Information Technology Spec. 5.00 5.00 0.00 0.00 

Information Tech Spec Lead 1.00 1.00 0.00 0.00 

IS Customer Service Technician 0.00 0.00 4.00 4.00 

IS Customer Service Technician Senior 0.00 0.00 1.00 1.00 

IS Customer Service Supervisor 0.00 0.00 1.00 1.00 

Network Administrator 1.00 1.00 1.00 1.00 

Programmer/Analyst 8.00 8.00 8.00 8.00 


Systems Engineer 3.00 3.00 4.00 4.00 

Technical Services Manager 1.00 1.00 0.00 0.00 

Telecommunication System Manager 1.00 1.00 0.00 0.00 

TOTAL INFORMATION SERVICES 28.00 28.00 30.00 29.00 

TOTAL OTHER FUNDS 534.95 535.55 556.80 566.70 

TOTAL - GENERAL FUND 745.53 746.53 775.40 756.35 

GRAND TOTAL - ENTIRE COUNTY 1280.48 1282.08 1332.20 1323.05 

F13


Appendix G 

Revenue Projection 

Kitsap County Revenue Projection 

Appendix G 


Actual Projected Projected 

2006 2007 2008 2009 2010 2011 2012 

TAXES 

3110.1 Property Taxes $ 24,444,567 $ 25,246,616 $ 25,921,304 $ 26,605,599 $ 27,298,490 $ 27,998,776 $ 28,705,049 Formula -See Deatil Sheet 

3110.2 Diverted Road Tax $ 1,412,891 $ 1,413,374 $ 1,413,374 $1,413,374 $1,413,374 $1,413,374 $1,413,374 Policy Driven 

3130.1 Retail Sales Tax $ 20,504,366 $ 21,740,208 $ 22,955,931 $ 24,171,653 $ 25,387,376 $ 26,603,098 $ 27,818,820 10 year strait line trend compared to 12 month moving average 

3130.7 Sales Tax-Criminal Justice $2,615,005 $2,712,471 $2,857,698 $3,002,924 $3,148,151 $3,293,378 $3,438,604 10 year strait line trend compared to 12 month moving average 

3160.46 Television Cable $ 1,229,318 $ 1,311,846 $ 1,361,846 $ 1,411,846 $ 1,461,846 $ 1,511,846 $ 1,561,846 10 year strait line trend compared to 12 month moving average 

3170.31 Treasurer Collection Fees $ 402,958 $ 322,233 $ 351,777 $ 374,219 $ 396,662 $ 419,104 $ 441,547 Treasure Office Input 

3170.5 Gambling Taxes $ 385,218 $ 441,409 $ 445,702 $ 449,995 $ 454,288 $ 458,581 $ 462,874 10 year strait line trend compared to 12 month moving average 

3190.11 Penalties on Property Taxe $ 888,063 $ 897,815 $ 890,392 $ 882,969 $ 875,546 $ 868,123 $ 860,700 Treasure Office Input 

3190.16 Interest on Property Taxes $ 1,362,255 $ 1,337,862 $ 1,301,163 $ 1,264,464 $ 1,227,765 $ 1,191,066 $ 1,154,366 Treasure Office Input 

3160.2 Other Taxes $ 208,898 $ 194,128 $ 199,332 $ 204,536 $ 214,555 $ 220,212 $ 209,740 10 year strait line trend compared to 12 month moving average 

Total Taxes $53,453,539 $55,617,965 $57,698,520 $59,781,581 $61,878,052 $63,977,558 $66,066,921 


3220.1 Building Permits $ 2,676,278 $ 2,790,105 $ 2,858,063 $ 2,926,021 $ 2,993,980 $ 3,061,938 $ 3,129,897 Trend using normalized data 

3220.3 Animal Licenses $ 112,266 $ 123,493 $ 135,842 $ 149,426 $ 164,369 $ 180,806 $ 198,886 2006 Budget increased at a rate of 3% per year 

3220.51 Site Development Revenue $ 248,816 $ 268,308 $ 275,710 $ 283,112 $ 290,514 $ 297,916 $ 305,318 Trend using normalized data 

3210.6 Other License & Permits $ 131,079 $ 119,354 $ 120,200 $ 121,046 $ 121,892 $ 122,738 $ 123,584 Trend using normalized data 

Total Licenses & Permits $3,168,439 $3,301,258 $3,389,814 $3,479,605 $3,570,754 $3,663,398 $3,757,685 


3310.105 Direct Federal Grants $ 819,710 $ 440,000 $ 463,294 $ 480,100 $ 496,906 $ 513,712 $ 530,518 10 Year Average 

3330.9563 Child Support Enforcement $ 970,592 $ 1,051,679 $ 1,093,122 $ 1,134,565 $ 1,176,008 $ 1,217,450 $ 1,258,893 10 year strait line trend 

3330.035 Other Indirect Federal Gra $ 304,121 $ 331,848 $ 347,305 $ 362,763 $ 378,220 $ 393,678 $ 409,136 10 year Average 

3340.031 (DOE) Dept of Ecology $ 340,297 $ 408,137 $ 449,118 $ 490,099 $ 531,080 $ 572,061 $ 613,042 DCD Estimate 

3340.0461 Child Support Enforcement $ 364,270 $ 403,399 $ 417,433 $ 431,467 $ 445,500 $ 459,534 $ 473,568 10 Year Trend 

3340.0462 (DSHS) CJS $ 317,265 $ 323,497 $ 355,847 $ 391,432 $ 430,575 $ 473,633 $ 520,996 Based on grant authorized position reimbersment 

3340.0467 (DSHS) CJAA $ 616,015 $ 758,679 $ 758,679 $ 758,679 $ 758,679 $ 758,679 $ 758,679 10 Year Trend 

3340.0011 Other State Grants $ 1,045,500 $ 975,522 $ 997,962 $ 1,020,402 $ 1,042,842 $ 1,065,283 $ 1,087,723 Use 2005 Budget Number 

3350.0081 State Shared Revenue $ 105,373 $ 108,534 $ 111,790 $ 115,144 $ 118,598 $ 122,156 $ 125,821 5 Year Average 

3360.0082 Criminal Justice Tax $ 864,659 $ 870,076 $ 880,381 $ 890,685 $ 900,990 $ 911,295 $ 921,600 Use 2005/2006 Budget Number (Policy Driven?) 

3360.0694 Liquor Excise Tax $ 250,170 $ 264,090 $ 275,412 $ 286,734 $ 298,056 $ 309,379 $ 320,701 10 Year Trend 

3360.0695 Liquor Board Profits $ 525,330 $ 493,495 $ 516,804 $ 540,114 $ 563,424 $ 586,733 $ 610,043 10 Year Trend 

3360.012 Other State Entitlements $ 134,821 $ 174,002 $ 195,379 $ 216,755 $ 238,132 $ 259,509 $ 280,885 Use 2005/2006 Budget Number 

3380.15 Legal Services $ 357,062 $ 412,575 $ 442,794 $ 473,013 $ 503,232 $ 533,451 $ 563,670 10 Year Trend 

3380.2302 Prisoner Room & Board-Citi $ 767,255 $ 663,985 $ 694,489 $ 724,993 $ 755,496 $ 786,000 $ 816,504 Conservative Guess 

3380.23 Prisoner Room & Board-Othe $ 95,983 $ 1,110,801 $ 1,221,881 $ 1,344,069 $ 1,478,476 $ 1,626,324 $ 1,788,956 5 year Average 

3380.58 Other Intergovernmental $ 225,400 $ 231,035 $ 236,811 $ 242,731 $ 248,799 $ 255,019 $ 261,395 Use 2005/2006 Budget Number 

Total Intergovernmental $8,103,823 $9,021,353 $9,458,501 $9,903,745 $10,365,015 $10,843,896 $11,342,129 

Charges For Services 

3410.21 Auditor Filings & Recordin $ 843,928 $ 969,511 $ 993,907 $ 1,018,302 $ 1,042,698 $ 1,067,094 $ 1,091,490 10 Year Trend 

3410.22 District Court Revenue $ 207,153 $ 216,194 $ 227,164 $ 238,134 $ 249,104 $ 260,074 $ 271,045 10 Year Trend 

3410.23 Superior Court Revenue $ 736,516 $ 628,452 $ 659,307 $ 690,162 $ 721,017 $ 751,872 $ 782,727 10 Year Trend 

3410.45 Elections $ 481,973 $ 705,113 $455,609 $751,798 $473,020 $798,483 Trend using normalized data 

3410.48 Motor Vehicle License Fees $ 1,178,114 $ 1,200,956 $ 1,222,217 $ 1,243,478 $ 1,264,739 $ 1,286,001 $ 1,307,262 10 Year Trend 

3410.35 Other General Government $ 487,808 $ 450,314 $ 470,399 $ 490,483 $ 510,568 $ 530,653 $ 550,738 10 Year Trend 

3420.33 Adult Probation $ 596,060 $ 546,369 $ 542,244 $ 538,118 $ 533,993 $ 529,868 $ 525,742 10 Year Trend 

3420.1 Security of person/Propert $ 339,178 $ 291,467 $ 295,078 $ 298,689 $ 302,299 $ 305,910 $ 309,521 Conservative Slope 

3430.95 Physical Environment $ - $ - $ - $ - $ - $ - $ - 

3450.83 Plan Checking Fees $ 1,241,193 $ 1,262,961 $ 1,271,688 $ 1,280,415 $ 1,289,142 $ 1,297,869 $ 1,306,596 Trend using normalized data 

3450.5 DCD Development Fees $ 397,616 $ 401,592 $ 405,608 $ 409,664 $ 413,761 $ 417,898 $ 422,077 Trend using normalized data 

3460.3 Substance Abuse Svc Fee $ 52,700 $ 62,734 $ 75,165 $ 87,595 $ 100,026 $ 112,456 $ 124,887 Guess 

3470.45 Gate Admissions-Fair $ 239,273 $ 255,680 $ 265,459 $ 275,238 $ 285,016 $ 294,795 $ 304,574 Current levels 

G1

Appendix G 


Charges For Services (Continued) 

3470.31 Other Culture & Recreation $ 433,199 $ 389,289 $ 396,031 $ 402,773 $ 409,515 $ 416,257 $ 422,999 10 Year Trend 

3490.11 Elections (Interfund) $ 655,019 $ 250,000 $771,423 $318,940 $887,827 $367,071 $893,579 Trend using normalized data 

3490.19 Other Gen Gov Svc (Interfu $ 1,326,648 $ 1,459,841 $ 1,523,743 $ 1,587,646 $ 1,651,548 $ 1,715,451 $ 1,779,353 10 Year Trend 

3490.32 Engineering Svc (Interfund $ 1,008,262 $ 1,032,460 $ 1,057,239 $ 1,082,613 $ 1,108,596 $ 1,135,202 $ 1,162,447 5Year Trend 

3490.12 Other Interfund/Dept Charg $ 826,005 $ 885,811 $ 938,175 $ 990,538 $ 1,042,901 $ 1,095,264 $ 1,147,627 10 Year Trend 

Charges For Services $11,050,645 $11,008,745 $11,570,455 $11,704,587 $12,285,772 $12,382,220 $12,402,665 

$8,835,920 


3510.3 Other Court Fees $ 173,810 $ 168,065 $ 180,425 $ 192,785 $ 205,145 $ 217,505 $ 229,865 10 Year Average 2005/2006 Data 

3530.1 Traffic Infraction Penalti $ 1,569,368 $ 1,681,528 $ 1,771,458 $ 1,861,389 $ 1,951,320 $ 2,041,251 $ 2,131,181 10 Year Trend 

3570.23 Public Defense Cost $ 334,340 $ 325,567 $ 336,647 $ 347,727 $ 358,808 $ 369,888 $ 380,968 Level Service 

3570.21 Other Criminal Costs $ 513,043 $ 689,596 $ 734,851 $ 780,105 $ 825,360 $ 870,615 $ 915,870 10 Year Trend 

3590.9 Misc Fines & Penalties $ 113,872 $ 102,909 $ 123,318 $ 143,726 $ 164,135 $ 184,543 $ 204,952 Guess 

Fines & Forfeits $2,704,433 $2,967,664 $3,146,699 $3,325,733 $3,504,768 $3,683,802 $3,862,836 

Misc 

3610.11 Investment Interest $ 2,489,569 $ 2,066,344 $ 2,141,312 $ 2,216,279 $ 2,291,247 $ 2,366,215 $ 2,441,183 Actual Project 05 flatlined 

3610.19 Other Interest Earnings $ 197,732 $ 171,679 $ 180,409 $ 189,139 $ 197,869 $ 206,599 $ 215,329 10 Year Trend 

3620.4 Space & Facilities Rent/Le $ 312,808 $ 337,239 $ 342,235 $ 347,231 $ 352,226 $ 357,222 $ 362,218 10 Year Trend 

3620.1 Other Rents/Leases & Conce $ 292,076 $ 287,599 $ 306,008 $ 324,417 $ 342,827 $ 361,236 $ 379,645 10 Year Trend 

3650.42 Intern Svc Fund Misc Reven $ - $ - $ - $ - $ - $ - $ - 

3660.1 Trust & Other I/F Misc Rev $ 144,410 $ 119,774 $ 121,005 $ 122,237 $ 123,469 $ 124,701 $ 125,932 10 Year Average 

3670.1 Cont and Donations Private $ 30,747 $ 31,485 $ 32,241 $ 33,014 $ 33,807 $ 34,618 $ 35,449 Guess 

3690.1 Other Misc Revenue $ 157,990 $ 181,290 $ 173,355 $ 165,420 $ 157,484 $ 149,549 $ 141,614 Guess 

Misc $ 3,625,332 $ 3,195,410 $3,296,565 $3,397,738 $3,498,929 $3,600,140 $3,701,370 

Other Sources 

4951 Proceeds From Sale of F/A $ - $ - 

$0 $0 $0 $0 

4970.1381 Cumulative Reserve $ - $ - 

$0 $0 $0 $0 

4970.1711 Jail & Juvenile Sales Tax $ 1,982,860 $ 2,066,524 $ 2,157,561 $ 2,252,608 $ 2,351,842 $ 2,455,447 $ 2,542,534 

4970.1291 Other Operating Transfers $ 240,159 $ 297,115 $ 354,071 $ 411,027 $ 467,983 $ 524,939 $ 581,895 

4970 Misc Operating Xfr In $ - 

$0 $0 $0 $0 

Other Sources $2,223,019 $2,363,639 $2,511,632 $2,663,635 $2,819,825 $2,980,386 $3,124,429 

Total Revenue $84,329,230 $87,476,034 $91,072,184 $94,256,624 $97,923,115 $101,131,400 $104,258,035 

Appendix G 


G2

Appendix G 

Expenditure Projection 

Appendix G 

Expenditure Projection 

General Fund Expenditure Projection (With a reduction of 35 FTEs) 

2007 Annual 

2006 Estimate 2008 2009 2010 2011 2012 Growth 

Direct FTE Costs 

Salaries $ 41,508,507 $ 43,712,609 $ 44,103,959 $ 46,445,879 $ 48,912,155 $ 51,509,391 $ 54,244,539 5.31% 

Non-Medical Benefits 5,849,253 6,259,286 6,417,271 6,867,122 7,348,507 7,863,637 8,414,878 7.01% 

Medical Benefits 7,970,559 8,895,144 9,510,830 10,614,086 11,845,320 13,219,377 14,752,825 11.60% 

Total Direct FTE Costs $ 55,328,319 $ 58,867,038 $ 60,032,059 $ 63,927,087 $ 68,105,982 $ 72,592,405 $ 77,412,242 

Authorized FTEs 799 835 835 800 800 800 800 0.00% 

Personnel Add/Reduce - (35) - - - - 

New FTEs 835 800 800 800 800 800 

FTE Costs $ 69,266 $ 70,508 $ 75,049 $ 79,919 $ 85,143 $ 90,752 $ 96,777 

Other Indirect FTE Related 

Supplies $ 3,013,227 $ 3,133,756 $ 3,259,106 $ 3,389,471 $ 3,525,049 $ 3,666,051 $ 3,812,693 4.00% 

Services 12,966,318 13,484,971 14,024,370 14,585,344 15,168,758 15,775,508 16,406,529 4.00% 

Interfund 8,157,449 8,483,747 8,823,097 9,176,021 9,543,062 9,924,784 10,321,775 4.00% 

Total Other Indirect FTE Related $ 24,136,994 $ 25,102,474 $ 26,106,573 $ 27,150,836 $ 28,236,869 $ 29,366,344 $ 30,540,998 

Other Costs Not Related 

Supplies $ 608,784 $ 620,290 $ 632,013 $ 643,959 $ 656,129 $ 668,530 $ 681,165 1.89% 

Services 1,572,293 1,635,185 1,700,592 1,768,616 1,839,360 1,912,935 1,989,452 4.00% 

Intergovernmental 1,785,993 1,855,953 1,928,653 2,004,202 2,082,709 2,164,292 2,249,071 3.92% 

Capital 1,213,711 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 0.00% 

Temporary Help 1,229,407 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 0.00% 

Transfers Out 1,593,552 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 0.00% 

Total Other Costs Not Related $ 8,003,740 $ 7,611,428 $ 7,761,259 $ 7,916,776 $ 8,078,199 $ 8,245,757 $ 8,419,688 

Projection with Proposed RIF $ 87,469,053 $ 91,580,940 $ 93,899,891 $ 98,994,698 $ 104,421,050 $ 110,204,506 $ 116,372,928 

Projection without Proposed RIF $ 87,469,852 $ 91,580,940 $ 96,526,622 $ 101,791,858 $ 107,401,059 $ 113,380,820 $ 119,760,137 

G3


Appendix H 

Statement of Changes in Fund Balances 


Major Funds with Fund Balance Changes > 10% are Marked with an Asterisk (*) and Discussed Below 

2007 2007 2007 2007 

Beginning Fund Expected Authorized Ending Fund 

Fund Balance Revenues Expenditures Balance 

00001 General Fund $ (7,500,000) $ (85,778,850) $ 91,911,383 $ 1,367,467 * 

00101 County Roads (9,775,156) (22,468,947) 24,605,900 7,638,203 * 

00102 County Road Construction (8,799,969) (20,753,054) 18,709,000 10,844,023 * 

00103 Cencom Operations (224,084) (6,044,142) 6,257,604 10,622 

00104 Emergency Services (33,710) (426,819) 423,268 37,261 

00105 Law Library (60,275) (94,000) 83,871 70,404 

00106 KPREP - (2,723,896) 2,723,896 - 

00111 Election Reserve (250,000) (153,759) 131,908 271,851 

00112 Auditor's Doc.Preservation (211,827) (299,955) 258,932 252,850 

00113 Housing Affordability (650,000) (1,111,000) 500,000 1,261,000 

00114 WESTNET (620,990) (551,276) 652,123 520,143 

00117 Boating Safety Program (20,277) (55,884) 63,650 12,511 

00119 Special Purpose Path (60,230) (30,224) 60,000 30,454 

00120 Noxious Weed Control (20,000) (850,150) 866,781 3,369 

00123 Electronic Technology Excise (63,339) (35,000) 60,000 38,339 

00124 Veterans Relief (788,171) (223,800) 223,740 788,231 

00125 Expert Witness Fund - (36,000) 25,000 11,000 

00129 Conservation Futures Tax (649,744) (1,107,964) 1,153,287 604,421 

00130 Community Service (19,870) (42,000) 49,572 12,298 

00131 Real Estate Excise Tax (8,420,370) (6,358,068) 9,831,974 4,946,464 * 

00132 Kitsap County Stadium (51,094) (200,000) 203,940 47,154 

00134 1% For Art Program (93,814) - 93,814 - 

00135 Prisoner Commissary (76,000) (182,250) 205,946 52,304 

00136 SIU Revenue (292,994) (152,750) 207,776 237,968 

00139 Kitsap S.A.I.V.S. - (9,182) 9,182 - 

00140 Drug Forfeiture Enforcement (11,628) (15,000) 13,945 12,683 

00141 Antiprofiteering Revolving (28,243) (4,000) 7,500 24,743 

00142 Family Court Services (32,594) (17,000) 18,391 31,203 

00143 Trial Court Improvement - (44,000) 44,000 - 

00145 Pooling Fees (742,000) (250,000) 931,830 60,170 

00146 GMA Park Impact Fees (1,050,000) (412,000) 494,030 967,970 

00150 County Parks Acq & Dev (200,000) (201,000) 250,000 151,000 

00151 Wetland Mitigation Bank (108,844) - 108,844 - 

00156 911 Enhancement (1,971,151) (1,574,836) 3,236,112 309,875 

00159 Crime Prevention (49,354) (42,000) 52,900 38,454 

00160 Kingston Commuter Parking (83,740) - 83,740 - 

00162 Recovery Center (755,057) (2,630,500) 2,610,293 775,264 

00163 Dispute Resolution Center - (50,000) 50,000 - 

00164 CDBG Entitlement Fund - (2,600,000) 2,600,000 - 

00166 HOME Entitlement - (3,235,010) 3,235,010 - 

00170 Indianola Forrest Fund (10,644) - 10,644 - 

00171 Jail & Juvenile Sales Tax (2,426,737) (3,665,908) 4,020,936 2,071,709 

00173 Service Area 1 Rd Impact Fee - (690,000) 690,000 - 

00174 Service Area 2 Rd Impact Fee - (2,489,000) 2,489,000 - 

00175 Service Area 3 Rd Impact Fee (217,681) (132,000) 70,000 279,681 

00176 Service Area 4 Rd Impact Fee - (137,000) 105,000 32,000 

00177 Regional Service Area Roads - (365,000) 365,000 - 

00179 PEG Fund (102,500) (48,000) - 150,500 

00181 Mental Health (1,400,000) (26,685,000) 26,679,523 1,405,477 * 

00182 Developmental Disabilities (800,000) (3,695,000) 3,693,328 801,672 

00183 Substance Abuse Treatment (170,000) (2,730,000) 2,727,560 172,440 

00189 Commute Trip Reduction (34,980) (56,880) 31,840 60,020 

00190 Area Agency on Aging (175,000) (3,991,100) 3,974,996 191,104 

00191 JTPA/WIA Administration (126,790) (4,225,000) 4,251,354 100,436 

00192 Employment & Training(Non-WIA) - (1,100,000) 1,100,000 - 

00193 Kitsap Reg Coordinating Coun. - (334,392) 334,392 - 

00230 KC GO Refunding Bond 96 - (1,020,020) 1,020,020 - 

00266 Crid #39 Debt Service (35,500) (37,300) 43,778 29,022 

00281 LTGO Bond Fund '99 - (391,678) 391,678 - 

00282 LTGO Bond Fund '99B - (587,452) 587,452 - 

H1

Appendix H 



Major Funds with Fund Balance Changes > 10% are Marked with an Asterisk (*) and Discussed Below 

2007 2007 2007 2007 

Beginning Fund Expected Authorized Ending Fund 

Fund Balance Revenues Expenditures Balance 

00283 LTGO Bond Fund 2000 - (657,946) 657,946 - 

00284 LTGO Bond Fund 2001 & Refdg - (1,503,608) 1,503,608 - 

00286 LTGO Bond Fund 2002A-PFD - (577,389) 577,389 - 

00287 LTGO Bond Fund 2003 - (704,790) 704,790 - 

00288 LTGO Bond Fund 2003B - (1,086,182) 1,086,182 - 

00289 LTGO Bond Fund 2004 - (1,887,038) 1,887,038 - 

00290 Road Improvement Guaranty 

00291 LTGO Bond Fund 2005 Refdg - (972,840) 972,840 - 

00292 LTGO Bond Fund-2006 - (1,625,520) 1,625,520 - 

00302 Model Toxic Control Act Fund (1,270,675) (35,000) 100,000 1,205,675 

00333 Bethel Corridor Dev Project - (4,625,000) 4,625,000 - 

00382 Parks Capital Improvement (3,000,000) (4,743,902) 4,750,000 2,993,902 

00384 KC Capital Project 2001 Fund (2,900,000) - 2,400,000 500,000 

00386 PFD 2002A Facility Project (800,000) - 500,000 300,000 

00387 KC Admin Bldg Project (2,250,000) - 2,250,000 - 

00392 2006 LTGO Bond Projects (3,150,000) - 2,650,000 500,000 

00401 Solid Waste (4,233,029) (4,637,400) 4,485,522 4,384,907 

00402 Sewer Utility (2,970,000) (12,717,084) 12,717,084 2,970,000 

00405 Sewer Improvement (4,841,295) (1,400,000) 957,000 5,284,295 

00406 Sewer Revenue Bond 96 - (1,702,308) 1,702,308 - 

00410 Sewer Construction (10,596,000) (3,664,263) 7,609,879 6,650,384 

00411 Sewer Repair & Replacement (8,083,572) (350,000) 1,229,543 7,204,029 

00414 Sewer Revenue Bonds 99 - (852,870) 852,870 - 

00415 Bainbridge Is Landfill Capital (3,277,693) (100,000) 1,000,000 2,377,693 

00416 Bainbridge Is Landfill O & M (5,184,858) (200,000) 80,000 5,304,858 

00417 Hansville Landfill Capital (546,035) (2,000) 535,000 13,035 

00418 Hansville Landfill O & M (1,417,450) (1,605,330) 1,315,000 1,707,780 

00419 Norseland Landfill Capital (428,410) (20,000) 200,000 248,410 

00420 Norseland Landfill O & M (673,188) (230,000) 155,000 748,188 

00423 Sewer GO Bds 79 CK - (121,126) 121,126 - 

00424 ULID # 8 Manchester 

00434 Solid Waste Planning Reserve (1,347,281) (15,000) 1,100,000 262,281 

00437 Transfer Station Operations (2,949,883) (12,032,187) 12,515,741 2,466,329 

00438 Solid Waste Capital Imp (1,973,505) (356,000) 1,000,000 1,329,505 

00439 Landfill Post Closure Res (2,671,168) (100,000) 188,000 2,583,168 

00440 Surface/Stormwater Mgmt Prog (4,162,044) (5,067,408) 5,536,609 3,692,843 

00441 SSWM Program Capital Fund (2,154,504) (850,000) 1,222,971 1,781,533 

00442 SSWM Asset Replacemt Fund - (238,100) - 238,100 

00450 Village Greens (177,000) - 77,000 100,000 

00501 Equipment Rental & Revolving (11,881,819) (11,394,280) 12,922,025 10,354,074 

00514 Self Insurance (429,459) (3,828,242) 3,864,346 393,355 

00516 Information Services (2,000,000) (4,856,465) 5,001,231 1,855,234 

Total $ (134,583,225) $ (297,904,324) $ 328,314,211 $ 104,173,338 

* Major Funds With Fund Balance Changes > 10% 

00001 General Fund Fund faces challenges as discussed in the Budget Message 

00101 County Roads Road and Road Consturction change in fund balances offset eachother 

00102 County Road Construction Road and Road Consturction change in fund balances offset eachother 

00131 Real Estate Excise Tax Shows effect of expected bond debt principal payments, fund is financially sound 

H2

Appendix I 

Capital Facilities Summary 

Appendix I 


Capital Projects Project Costs 2007 2008 2009 2010 2011 2012 


1 Coroner Building $ 3,100,000 REET $ 3,100,000 

2 Courthouse Building Improvements 3,000,000 REET 3,000,000 

3 Public Works Weatherization 3,000,000 REET 990,000 

Roads 2,010,000 

Law & Justice 

4 Court Facility North 5,000,000 REET 1,250,000 

Voted 3,750,000 

5 Court Facility Central 5,000,000 REET 1,250,000 

Voted 3,750,000 

6 Courthouse Replacement 35,000,000 REET 26,250,000 

Voted 8,750,000 

Community Facilities/Libraries 

10 Completion of CK Campus 2,500,000 REET 2,500,000 

Law Enforcement 

1 Sheriff Precinct CK 5,000,000 Voted 5,000,000 

2 Sheriff Precinct NK 5,000,000 Voted 5,000,000 

Critical Open Space Land 

1 Fairground Expansion (Sil. Spurs) 1,000,000 REET 400,000 

Reconveyance 600,000 

2 Hansville Greenway 1,200,000 REET 250,000 350,000 

Grants 250,000 350,000 

3 NK Heritage Park Phase II 2,232,500 REET 400,000 

Grants 1,000,000 

Reconveyance 832,500 

4 Newberry Hill (450 acers) 1,750,000 Reconveyance 1,750,000 

5 Miller Lake 2,000,000 Grants 2,000,000 

6 Lost Continent Phase II 510,000 Grants 510,000 

7 Fairground/Gordon Field 2,000,000 REET 800,000 

Grants 600,000 

Donations 600,000 

8 North Kitsap Heritage 2,400,000 REET 1,900,000 


9 SK Atheletic Complex (1,195 acers) 2,440,000 REET 690,000 

Impact Fees 1,500,000 


10 Kingston Village Greens 2,000,000 REET 500,000 

Voted 1,000,000 


11 Island Lake Imporvements 500,000 Voted 500,000 

I1

Appendix I 


Appendix I 


Capital Projects Project Costs 2007 2008 2009 2010 2011 2012 

12 Howe Farm Development 350,000 REET 100,000 100,000 

Grants 50,000 


13 Illahee Preserve Enhancements 150,000 REET 100,000 50,000 

14 Wynn Jones Imporvement 200,000 REET 200,000 

15 Village Greens Development 100,000 REET 100,000 

16 Forbes Landing Improvement 1,000,000 Grants 500,000 


17 Anderson Landing Development 300,000 REET 50,000 

Voted 250,000 

18 Horseshoe Lake Improvements 500,000 Voted 250,000 250,000 

19 Fairgrounds Complex Imporvements 2,000,000 REET 400,000 



Voted 1,000,000 

20 North Kitsap Events Center 300,000 REET 300,000 

21 South Kitsap Community Center 2,500,000 Voted 2,500,000 

22 North Kitsap Community Center 2,500,000 Voted 2,500,000 

23 Central Kitsap Community Center 2,500,000 Voted 2,500,000 

Regional Trails Development 

24 Hansville Greenway 300,000 Donations 100,000 100,000 100,000 

25 Carpenter Lake Creek Trail 240,000 Grants 240,000 

26 North Kitsap Heritage Park Trails 250,000 Donations 50,000 50,000 50,000 50,000 50,000 

27 Unidentified Multi-Use Trails 750,000 Voted 200,000 200,000 200,000 150,000 

28 Mosquito Fleet Trail 200,000 Voted 100,000 100,000 

29 Basketball Courts (3) 30,000 Impact Fees 15,000 15,000 

30 Playground Equipment (4) 500,000 Impact Fees 100,000 100,000 100,000 200,000 

Totals $ 99,302,500 

$ 18,355,000 $ 16,247,500 $ 11,300,000 $ 8,200,000 $ 200,000 $ 45,000,000 

Color Coding Funded in 2006 LTGO Bond 

Proposed Voter Referendum 

Grants Received or Requested 

Donations 

Impact Fees 


Land Reconveyance 

Project Begun/In Process 

I2

Appendix J 

General Fund Trends 

Appendix J 


General Fund Trends for Major Sources of Revenue 

$30,000,000 

$29,000,000 

$28,000,000 

$27,000,000 

$26,000,000 

$25,000,000 

$24,000,000 

$23,000,000 

$22,000,000 

$21,000,000 

$20,000,000 

2006 2007 2008 2009 2010 2011 2012 

Property Taxes 

Retail Sales Tax 

J1

Appendix J 


Appendix J 


General Fund Trends for Major Expenditures 

$60,000,000 

$55,000,000 

$50,000,000 

$45,000,000 

$40,000,000 

$35,000,000 

$30,000,000 

$25,000,000 

$20,000,000 

$15,000,000 

$10,000,000 

$5,000,000 

$0 

2006 2007 2008 2009 2010 2011 2012 

Salaries Non-Medical Benefits Medical Benefits 

J2

2008 Budget Book - Kitsap County Government

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