2025 Interfund Rate packet 7-17-2024(1)Budget DePhartment
MEMO
TO: Alex Murray (Facilities & Mail Room)
Jennifer Libby -Jones (Radio Services)
Josh Metcalf and Tina Hemphill (Equipment Rental and Revolving)
Becky Butler (Self -Ins. Admin., WC, UI, GL, PDR)
Matt Jaeger (IT Services & Human Resources)
FROM: Becky Butler, Budget Administrator
DATE: 5/28/2024
SUBJECT: 2025 Preliminary Internal Service Rates
351 NW North Street
Chehalis WA 98532
One of the initial steps in the annual budget process is preparing preliminary internal service rates. This
year, the process will be somewhat different because we will be collaborating with.Matrix Consulting to
develop a consistent rate structure for all Internal Service Funds. The consultant's work on the new rate
methodology will align with your work preparing your 2025 preliminary budget projections.
The goal is to finalize the 2025 preliminary rates on or before Monday, June 24. We will collaborate with
Matrix Consulting and the Auditor's Office to ensure you have sufficient time to review the updated
worksheets. If Matrix requires additional time to complete the 2025 Preliminary ISF rates, we will inform
you before the deadline. If needed, we can provide last year's budget worksheets to work from. Don't
hesitate to contact me and Rudy for any assistance with budget planning or reports from OpenGov or
Munis.
All interfund rates will be based on the original 2024 budget, subtracting any one-time expenditures and
adding any known and approved increases for 2025, including costs from negotiated and BOCC-approved
union agreements. We recognize that the updated ISF rate methodology might necessitate a review wit
the BOCC if it impacts the budget.
If you are aware of or anticipate increases in utility rates, equipment costs, service contracts, etc., please
email a summary of all increases with justifications to the Budget Department when submitting the rates.
This will inform the BOCC and allow for further guidance. As always, review your operations for potential
cost savings and efficiencies. Pursuant to the Washington State Auditor's Office (SAO) Budgeting and
Accounts Reporting System (BARS), internal service rates should sufficiently cover the costs of operation
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and provide for equipment replacement; charges to departments should be equitable, fair, and reasonable;
assets and equipment should be properly tracked; and requires appropriate investment of reasonable and
necessary reserves..
For additional information, see www.sao.wa.gov
https://www.sao.wa.gov/bars gaap/accounting/interfund-activities/internal-service-funds/
Deficient or excess revenues for the portion(s) of your internal service rates that covered operations in your
2023 budget should be collected from or allocated back to departments that benefitted from those services.
Pursuant to RCW 43.09.210, no Fund "shall benefit in any financial manner whatever by an appropriation
or fund made for the support of another. "
The following information will be provided to assist you in setting your 2025 preliminary rates:
• 2025 preliminary salary spreadsheet. Each salary worksheet includes your employee step increases,
if applicable, as well as a wage adjustment approved for 2025. Please review the employee
information and notify Rudy and me if any changes are needed.
• Included in your salary worksheets are the estimated 2025 rates for Workers' Compensation
(596010), General Liability (596020) and Unemployment (596030). The Risk Department has
completed an actuary study to ensure the county has sufficient reserves for current and future
liability and will be working with the consultant to develop the annual rates. These rates will be
attached to the employee record in payroll and charged against actual hours worked to reflect the
full employee costs. If necessary, the BOCC may increase or decrease rates before the final budget
to keep the reserve balance at an appropriate level.
Again, your 2025 preliminary internal service rates are due to the Budget Department on Monday, June 24.
If I can provide any additional information to assist you, please contact me at ext. 1198.
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matrix
consulting group
July 12, 2024
Results of Internal Service Fund Review
Lewis County (County) retained Matrix Consulting Group (project team) to evaluate the
methodologies in use by the County for its internal service funds (ISF): Self Insurance,
Human Resources, Information Technology (IT), Radios, Facilities, and Fleet. These
internal service funds have been in place for more than 10 years and have never been
externally evaluated.
The project team worked with County staff to review each ISF and identify areas where
each model could be strengthened or improved. The following memo provides a brief
overview of the project approach, current methodology in place, key strengths, and
opportunities for improvement for all internal service fund models evaluated.
Project Approach
The scope of this analysis was limited to evaluating the methodologies used to calculate
the chargebacks to County funds and departments for the six (6) internal service funds
noted. The following points outline the steps taken by the project team to evaluate each
ISF model:
• Interviewed County Staff: The project team met with key County staff that work
within the models to discuss the inner workings of each methodology and how it
is utilized. Additionally, the project team also conducted interviews With staff from
the different internal service funds to ensure that the model outputs appropriately
represented the level of effort spent by staff.
• Reviewed ISF models: Collected the model(s) / rates in use by the County and
conducted an in-depth review of the different tabs, cost components, and
calculation methodologies utilized.
• Collected additional data: Collected additional metrics and information such as
number of radios, work order hours for facilities, square footage, IT tickets, etc.
• Evaluated chargeback methodologies: Based upon the review and documented
understanding of each chargeback process, the project team evaluated the
methodologies utilized to allocate the costs to county funds and departments and
its conformance with industry best practices.
Matrix Consulting Group
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Results of Internal Service Fund Review LEWIS COUNTY, WA
• Developed Recommendations and Updated Templates: The evaluation of each
methodology resulted in recommendations and updated templates for use by
County staff.
This study aims to provide recommendations to enhance and improve ISF models,
enabling the County to accurately capture the support and costs associated with
providing these services. The recommendations are presented in the subsequent
sections of this memo.
Self-hsurance
Self -Insurance is part of the General Fund and captures the costs of administering the
County's self-insurance program. This cost center houses expenditures associated with
specific programmatic costs, as well as a portion of salaries and benefits related to staff
responsible for administering the insurance. These costs are currently allocated to
County funds and departments based on the proportion of Full -Time Equivalents (FTE)
per fund and department.
The County is In the midst of an actuarial study which will provide them with updated
insurance rates to charge to funds and departments. Once the actuarial study is
completed, the County should fold the self-insurance costs into each of the insurance
funds. This will allow the administrative cost to flow and follow the insurance allocation.
This would comply with industry standards, where insurance administration typically
mimics or follows the methodology used for insurance allocation. As such, self-insurance
would be eliminated as a separate internal service fund and folded into the risk internal
service funds.
Recommendation: Eliminate self-insurance as a separate chargeback rate and
incorporate it into the risk funds and their respective allocation methodologies.
Human Resources (HR)
While not a true internal service fund, the County currently assesses a Human Resources
(HR) chargeback. This chargeback accounts for the portion of HR services and costs
provided to non -general fund departments only. The basis of the chargeback is non -
general fund full-time equivalents (FTE).
HR is not a typical Internal Service Fund, especially as it is a general fund department.
As part of this project, the County is developing a General Fund Cost Allocation Plan. This
plan will take the administrative costs associated with General Fund departments and
allocate them to both general and non -general fund departments. It is recommended that
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Results of Internal Service Fund Review LEWIS COUNTY, WA
FIR be incorporated into that plan. This would create consistency with common allocation
practices while ensuring that the costs associated with providing HR services are
allocated to all county funds and departments.
Recommendations:
Human Resources should be eliminated as an internal service fund chargeback and
incorporated into the General Fund Cost Allocation plan. Its services would then be
charged back through the overhead allocation.
Rad, ioS
Radio used to be part of the 911 Communications department, as most of the county's
radio services (infrastructure and equipment) were related to 911. It was separated from
911 Communications due to the desire to collect radio replacement rates. Therefore,
Radio was divided into an internal service fund. Several years later, the replacement rate
component of the calculation was removed, and the reason for radio being separate was
eliminated.
Currently, the Radio internal service fund captures the maintenance and upkeep of
Countywide radios. These costs are allocated back to funds and departments based on
the estimated time spent per fund and department. Time estimations were completed
several years ago and have not been updated since.
The estimated time spent per fund and department was previously based on timesheet
information provided by Radio staff. As this information is no longer available, or tracked,
the project team collected possible alternative metrics such as radio work orders and
number of radios per fund and department. During reviews of this information, it was
determined that neither of these metrics appropriately captured the staff's true level of
effort.
Due to the unique nature of radio services, and that staff are primarily supporting the 911
function, Radio should be folded back into 911 Communications. Any specific work that
Radio staff conduct on behalf of County departments - Public Works, Coroner's office,
sheriff, etc. can be billed directly to those departments through the 911 Communications
allocation. This will allow for the most accurate capturing of support by Radio staff and
eliminate the need for an additional ISF.
Recommendations:
The Radio ISF should be folded back into the 911 Communications budget.
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Results of Internal Service Fund Review LEWIS COUNTY, WA
Radios can be allocated the same way that 911 Communications is, with the exception
of any specific work done on behalf of County departments. Those should be billed
directly to the department based on the scope of work being performed.
Facilities
The Facilities Internal Service Fund captures the salaries, benefits, services, and supply
costs associated with three distinct areas of service:
1. Facility Maintenance: This covers all routine reactive and preventive maintenance
at County -owned and operated facilities.
2. Mail Services: Staff in facilities receive mail for the entire County and redistribute
it to County funds and departments.
3. Custodial Services: Staff provide custodial and janitorial services to County -
owned facilities.
Currently, the County recovers these costs through facility and custodial charges. The
facility charges account for both maintenance and mail service costs and is converted
into a per -square -foot charge by dividing total costs by the total serviceable square feet.
Funds and departments are then assessed a charge based on their associated square
footage. Similarly, the custodial charge is derived by dividing total custodial costs by total
serviceable square feet, with funds and department assessed a charge based on
associated square feet. Additional factors for 24 hr. service, or other items may be added
to a facility. This methodology was developed several years ago and has not been
reviewed.
While square footage is a traditional way to allocate facility support, it is not the only
mechanism. The County has recently implemented a work order system, which tracks the
hours spent per facility / department. The hours spent is typically a better indicator, as
even though a facility might be large, it might not need as much support as smaller offices
or facilities. Additionally, the square footage of the facility does not capture the level of
support provided in relation to mail services.
For custodial services, while square footage can serve as a good proxy, the best indicator
is the number of hours spent per week at a facility. A facility might be large, but not heavily
used by the public, and as such, may not require significant custodial support, while
others that are more publicly used, can require significant effort and support.
The project team is proposing to modify each methodology to better capture the level of
effort spent by staff and the costs associated with each service area. The facilities
methodology should only account for facility maintenance costs and utilize a
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Results of Internal Service Fund Review LEWIS COUNTY, WA
combination of facility work order hours and facility square footage. By utilizing a
combination of hours and square footage for maintenance support, the County is better
able to capture the nuance of large facilities, as well as those that are highly trafficked.
Mail services should become its own allocation and be allocated equally to all
departments that can and do receive mail. This equal to all methodology ensures that all
departments share in the services being provided. Finally, custodial services should
utilize weekly hours of service by facility as its allocation metric. This will ensure that
services associated with highly trafficked areas are appropriately recognized.
In addition to these components, the County is interested in a facility replacement rate
for major systems. A set aside for facility replacements is typically based on the annual
depreciation associated with a facility. However, depending on the facility, some may not
need replacement, so it is recommended that a deeper look be taken at the facility
replacement plan. The County should conduct a facilities conditions assessment, identify
the systems and facility needs, and then use that to develop a replacement rate.
Recommendation:
Facility allocation methodology is being proposed to be based on facility work orders,
facility square footage, equal to all departments (mail services), and custodial hours
worked per week (custodial services).
Facility Replacement Rate (ER&R) should be based on a facilities condition assessment
and the anticipated need for facility and system replacements.
Information Technology (IT)
The Information Technology (IT) department manages the County's network,
applications, and IT infrastructure, and allocates this support to County funds and
departments based on a rate per type of device. There is a maintenance and systems
(M&S) rate, there is an IT replacement (IT ER&R) rate, and then there is an equipment
replacement (ER&R) rate.
While a rate per device type can capture the different levels of support, it does not fully
capture the support provided by IT to county funds and departments. The number of
assets per department is still important, as more assets generally means more support.
However, the County also has a ticketing system. The ticketing system allows the County
to track the number of requests by fund and department. These requests better capture
the variation in the level of work associated with each department.
The IT Department also supports all County departments, as each employee has an email
address and access to the County's various applications and systems. Therefore, another
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Results of Internal Service Fund Review LEWIS COUNTY, WA
mechanism to capture IT's support is based upon the County's full-time equivalents (FTE)
per fund and department.
The project team is proposing that for its maintenance and systems (M&S) rate the IT
Department move away from a rate per device, and instead allocate its support to funds
and departments based on a combination of the number of tickets per fund / department,
number of IT assets per fund / department, and number of FTE.
The IT ER&R rate is for all countywide systems. The original intention behind the rate was
to try and capture the rate associated with countywide systems such as servers, or
network switches. However, the County does not currently track those systems and does
not have an appropriate tracking mechanism for the specific systems that are intended
to be replaced. Therefore, it is recommended that this component of the rate be
eliminated.
If and when the County needs to purchase or replace assets that are not identified as a
departmental asset, it can capture that as an annualized cost as part of the general IT
budget, or a one-time capital expense, and then tie it into the larger ER&R rate.
The general ER&R rate for IT assets, is for setting aside money annually to replace the
assets (laptop, desktop, printer, etc.) when it is due for replacement. The.County's current
methodology is to come up with a rate per asset and then summarize the total charges
per fund and department. The replacement rate per asset is based on the projected
replacement cost divided by the anticipated lifecycle of the asset. There is no change to
the proposed methodology. The only item for consideration is to ensure that the projected
replacement costs are reflective of current costs. This should continue to be assessed
and tracked separately for greater transparency and financial accountability of use of
funds.
Recommendations:
IT should alter its methodology from a per device rate per department to be based on #
of IT Tickets, # of IT assets, and # of FTE, to capture the variety in the level. of effort.
The IT ER&R for countywide assets should be eliminated and incorporated into the M&S
budget or covered through capital expenses.
The ER&R rate for IT should be retained and continue to be based on the type of asset,
°its -anticipated -replacement costjand-ser.V-ioe-life.-it-should_be-identifaed.at�he-ass-et
level and then consolidated at fund and department. The rate should continue to be
charged separately to allow for greater transparency and financial accountability.
Matrix Consulting Group
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Results of Internal Service Fund Review LEWIS COUNTY, WA
"it
The Fleet Internal Service Fund allocates costs associated with the Motorpool Shop and
the Central Shop. These costs cover fuel, staffing, and preventive / reactive maintenance
for County -owned vehicles and equipment. The County currently charges two separate
rates: Motorpool and Central Shop. Within these rates, the County also incorporates the
replacement component of the vehicles and equipment.
The County tracks all fuel and repairs and maintenance by asset. The Motorpool shop
allocates costs based on Motorpool maintained assets, and the Central Shop based on
Central Shop maintained assets.
As part of this process, the County also projects the replacement cost. This replacement
cost is reviewed and updated annually to reflect the most recent price for replacing each
vehicle or equipment. However, the County deducts an anticipated surplus from the
anticipated replacement value, as a credit to the department. In addition to crediting the
surplus, the County also deducts the ending balance of the asset. This is the amount that
an asset has paid into the County to date. This ending balance is all-inclusive of
maintenance and replacement but is only deducted from the replacement rate.
The overall methodology in use by the County is consistent with typical practices. The
fuel is based on actual fuel charges, and repairs / maintenance on actual repairs and
maintenance. Labor and other overhead is allocated based on total number of assets.
However, unlike other internal service funds, Fleet comingles maintenance and
operations with replacement.
It is recommended that Fleet have three rates: Motorpool, Central Shop, and ER&R. The
ER&R rate would capture the fleet replacement component. The Fleet Replacement rate
should also be based on the anticipated replacement value, netting out only the surplus.
The ending balance of the contribution should not be considered when calculating the
annual replacement chargeback. The balance that is being contributed for fleet
replacement still needs to be tracked by asset, but only to understand when the vehicle /
equipment comes due for replacement, the monies are available for that asset.
Furthermore, the replacement rate should be smoothed or annualized based on an
anticipated replacement rate for the year the vehicle / equipment is due for replacement.
For example, if a vehicle was bought in 2019, but is due for replacement in 2027, the
replacement cost should be based on the 2027 price, not the 2019 or the 2024 price. This
anticipated replacement cost is typically calculated by taking the original price and
applying a compounded inflationary factor. The anticipated replacement price then
deducts any anticipated surplus to calculate the remaining replacement value. The
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Results of Internal Service Fund Review LEWIS COUNTY, WA
replacement value is then divided by the lifecycle of the vehicle / equipment to come up
with an annual replacement rate. This annual replacement rate would not change from
year-to-year until the vehicle / equipment is replaced or retired.
Additionally, the County currently tracks replacement rate as part of the annual rate for
all vehicles / equipment other than those for the Sheriff department and Public Works.
For those departments, no annual set aside is developed, but rather the full capital costs
are charged in the year(s) that replacement vehicles / equipment is purchased. This was
originally developed due to Commissioner and County staff concern that since
replacement was not tracked separately, the fund balance would grow too quickly and
too large and could be comingled with operational costs.
This proposed modification would allow the County to track replacement fund(s)
separately from its maintenance fund(s) and ensure that the fund balance is restricted to
be used only for equipment / vehicle replacement. It is a best practice to account for Fleet
Maintenance and Fleet Replacement separately. This modification will also allow the
County to incorporate all vehicle / equipment replacements (Sheriff and Public Works)
and treat them consistently.
Recommendations:
Fleet Maintenance costs can continue to be allocated based on the existing
methodology of fuel, maintenance and repair charges, and overhead costs based on
number of assets.
Fleet Replacement should be separated from Central Shop and Motorpool rates and
charged to funds / departments separately.
The ending balance should be removed as a component of the calculation for the Fleet
Replacement Chargeback.
The Fleet Replacement Chargeback should be based on the anticipated replacement
value of the vehicle / equipment, rather than a changing rate each year. This will allow
for greater consistency in setting aside funding and should be set up as a restricted fund
balance to be used only for vehicle / equipment replacement. This replacement rate
should also incorporate Sheriff and Public Works vehicles / equipment.
Summary of Internaa Service Fund Review
--fhroughms process, it was etermin�lce -fhat oft -he six b) i—nTernal service funds -in the
County, three (3) — Self -Insurance, Human Resources, and Radios should be eliminated
and captured through other funding mechanisms. For the remaining three (3) funds that
remain as internal service funds — IT, Fleet, and Facilities, methodology changes have
been proposed. These methodology changes better align the funds with industry
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Results of Internal Service Fund Review LEWIS COUNTY, WA
practices, as well as capture the level of effort spent by County staff in supporting all
funds and departments.
Detailed ISF rate model(s) were developed for the three (3) remaining ISF funds and
provided to County staff under separate cover. These model(s) incorporate the proposed
recommendations and allow County staff to implement the proposed changes for the
FY2025 budget cycle.
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Lewis County Facilities
Memo:
Facilities Rates
7/12/2024
Facilities:
571 NW Prindle St
Chehalis WA 98532
We have been working with Matrix to develop a new and improved rate allocation model
based on best practices. The budget model presented represents the new rate
allocation model being implemented.
The Facilities Internal Service Fund captures the salaries, benefits, services, and supply
costs associated with three distinct areas of service:
1. Facility Maintenance: This covers all routine reactive and preventive maintenance
at County -owned and operated facilities.
2. Mail Services: Staff in facilities receives mail for the entire County and redistributes
it to County funds and departments.
3. Custodial Services: Staff provide custodial and janitorial services to County owned
facilities.
Currently, the County recovers these costs through facility and custodial charges. The
facility charges account for both maintenance and mail service costs and is converted
into a per -square -foot charge by dividing total costs by the total serviceable square feet.
Funds and departments are then assessed a charge based on their associated square
footage. Similarly, the custodial charge is derived by dividing total custodial costs by
total serviceable square feet, with funds and departments assessed a charge based on
associated square feet.
Additional factors for 24 hr. service, or other items may be added to the facility. This
methodology was developed several years ago and has not been reviewed. While
square footage is a traditional way to allocate facility support, it is not the only
0 360.740.1459 c 360.880.59.44
41ex Murray, Admnistratorof Facilities
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mechanism. The County has recently implemented a work order system, which tracks
the hours spent per facility / department. The hours spent are typically a better.
indicator, as even though a facility might be large, it might not need as much support as
smaller offices or facilities. Additionally, the square footage of the facility does not
capture the level of support provided in relation to mail services.
For custodial services, while square footage can serve as a good proxy, the best
indicator is the number of hours spent per week at a facility. A facility might be large,
but not heavily used by the public, and as such, may not require significant custodial
support, while others that are more publicly used, can require significant effort and
support.
To mitigate the above issues the Matrix project team proposed to modify each
methodology to better capture the level of effort spent by staff and the costs associated
with each service area. The facilities methodology should only account for facility
maintenance costs and utilize a combination of facility work order hours and facility
square footage. By utilizing a combination of hours and square footage for
maintenance support, the County is better able to capture the nuance of large facilities,
as well as those that are highly trafficked.
Mail services now have its own allocation and can be allocated equally to all
departments that can and do receive mail. This equal to all methodology ensures that
all departments share in the services being provided.
Finally, custodial will utilize weekly hours of service by facility as its allocation metric.
This will ensure that services associated with highly trafficked areas are appropriately
recognized.
By implementing the above Rate Allocation Model, we believe that we can better
achieve equity between customers, while properly accounting for and distributing costs
based on customers' needs.
In working through the Facilities Budget, it has become very clear that the previous
Facilities Budgets were based primarily on the focus of the "whole pie" (Org) cost while
neglecting to track, update, or modify the "slices" (Object) cost. The further we dove into
the budget the more it was realized that individual line items were not a reflection of
reality.
A primary goal for 2025 is to clean up the Objects and gain a clear reflection of actual
costs. The primary changes seen on the Facilities 2025 budget reflect these captured
tr-ua-c�s-
The primary increases identified by Facilities reflect the projected increase in costs as
communicated by service providers, and the consumer price index. Items like postage
(USPS released increase), Power, and Natural Gas, ;and insurance increases, as well as
the expected increase/inflation of goods, materials, and supplies.
Line items that decreased are primarily a reflection of our capturing true costs and
cleaning up the line items within our budget.
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An ongoing challenge faced with the Facilities budget is the large changes that can
occur due to factors not yet established such as the cost of Fuel, and again materials
and supplies.
The submitted budget represents the true cost to support and manage the services,
facilities and assets under the Facilities Department responsibility. Over the last 2 years
we have onboarded a large amount of additional square footage that affects both our
maintenance and custodial services. Even with the addition of this square footage we
have been successful in redistributing funds to appropriately reflect the reality of our
work. Even with the large increase of square footage, additional assets and buildings, as
well as additional services we have been able to minimize our overall increase to a
conservative increase of only 3.5% year over year.
Alex Murray
Facilities Administrator
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Fund
Dept
Program
Description
Work Order Support
Sq. Ft. Support Mail Support
Custodial Support Total Facilities Maint. Allocate( Minus Mailroom
0010
001
0151160
BOCC
$63,777
$3,230
$4,936
$19,146
$91,089
$86,153
0010
001
0151423
BUDGET
$15,166
$563
$4,936
$19,146
$39,810
$34,874
0010
002
0251310
AUDITOR ADMIN
$52,877
$7,117
$4,936
$19,146
$84,076
$79,140
0010
002
0251423
AUDITOR FINANCIAL SERVICES
$0
$0
$0
$0
$0
$0
0010
002
0251430
AUDITOR RECORDING- SEE 1590
$0
$0
$0
$0
$0
$0
0010
002
0251481
AUDITOR LICENSING
$0
$0
$0
$0
$0
$0
0010
003
0351440
ELECTIONS
$0
$0
$0
$0
$0
$0
0010
004
0451424
ASSESSOR
$53,823
$5,846
$4,936
$19,146
$83,751
$78,815
0010
004
0451481
OPEN SPACE -ASSESSOR
$0
$0
$0
$0
$0
$0
0010
005
0551810
HR
$14,097
$3,373
$4,936
$19,146
$41,552
$36,616
0010
006
0651422
TREASURER
$18,959
$3.680
$4,936
$19,146
$46,721
$41,785
0010
007
0751230
CLERK
$22,285
$24,084
$4,936
$43,459
$94,763
$89,828
0010.
008
0851221
SUPERIOR COURT
$92,189
$38,796
$4,936
$43,459
$179,379
$174,444
0010
009
00951240
DISTRICT COURT
$38,635
$38,796
$4,936
$43,459
$125,825
$120,889
0010
010
01051531
PAO ADVICE
$28,953
$28,057
$4,936
$43,459
$105,404
$100,469
0010
010
01051570
PAO CRIME
$0
$0
$0
$0
$0
$0
0010
010
01051580
PAO CHILD SUPPORT
$15,433
$2,181
$4,936
$19,146
$41,695
$36,759
0010
012
01251900
SELF INS ADMIN
$0
$0
$0
$0
$0
$0
0010
013
01351890
INTERNAL SERVICES -ADMIN & CAPF
$14,150
$1,954
$4,936
$19,146
$40,186
$35,251
0010
014
014A1591
PUBLIC DEFENSE
$0
$0
$0
$0
$0
$0
0010
014
014A1592
TRIAL COURT IMP.
$0
$0
$0
$0
$0
$0
0010
015
01551310
COUNTYADMIN
$0
$12,231
$4,936
$0
$17,166
$12,231
0010
020
02052110
CIVIL SERVICE
$0
$0
$0
$0
$0
$0
0010
021
021A2110
SHERIFF ADMIN
$30,038
$48,097
$4,936
$54,531
$137,602
$132,666
0010
021
021M2170
SHERIFF TRAFFIC
$0
$0
$0
$0
$0
$0
0010
022
022A2310
JAIL ADMIN
$693,988
$125,081
$4,936
$125,947
$949,952
$945,016
0010
023
02352710
JUVENILE ADMIN
$93,532
$53,370
$4,936
$38,753
$190,590
$185,654
0010
052
05255430
ANIMAL SHELTER
$29,296
$8,036
$0
$0
$37,332
$37,332
0010
053
0
BOUNDARY REVIEW BOARD - CASUA
$0
$0
$0
$0
$0
$0
0010
060
06056320
CORONER
$29,371
$5,748
$4,936
$11,072
$51,128
$46,192
0010
070
07057121
WSU EXT. SERVICES
$1,069
$4,599
$4,936
$6,920
$17,523
$12,588
0010
080
08051424
BOARD OF EQUALIZATION - CASUAL
$0
$0
$0
$0
$0
$0
1010
0
10152510
DEM
$16,143
$1,459
$4,936
$19,146
$41,684
$36,748
1010
0
10152560
DEM EMPG
$0
$0
$0
$0
$0
$0
1030
0
10356520
VETERANS
$0
$0
$0
$0
$0
$0
1040
0
10456210
SOCIAL SVCS
$0
$0
$0
$0
$0
$0
1050
0
10557220
LAW LIBRARY
$0
$0
$0
$0
$0
$0
1060
0
10657370
SWWF
$107,408
$2,727
$4,936
$0
$115,071
$110,135
1070
0
10752810
E911 COMMUNICATIONS
$23,896
$6,245
$4,936
$19,146
$54,223
$49,287
1080
0
10851422
TREASURER 0&M
$0
$0
$0
$0
$0
$0
1100
0
11051221
DRUG CRT SC
$29,654
$0
$0
$0
$29,654
$29,654
1100
0
11051222
DRUG CRT FAMILY COURT
$0
$0
$0
$0
$0
$0
1100
0
11051230
ITACLERK
$0
$0
$0
$0
$0
$0
1100
0
11OJ1221
ITA COM SUPERIOR COURT
$0
$0
$0
$0
$0
$0
1100
0
110J1535
ITA - PAO
$0
$0
$0
$0
$0
$0
1100
0
11052360
DRUG COURT JAIL
$0
$0
$0
$0
$0
$0
1120
0
11255360
NOXIOUS WEED
$16,307
$3,258
$4,936
$11,072
$35,573
$30,638
1160
0
11657680
PARKS & REC
$0
$0
$0
$0
$0
$0
1170
0
11754310
ROADSADMIN
$79,346
$14,435
$4,936
$52,593
$151,309
$146,374
1170
0
11754490
ROADS ENG 0&A
$0
$0
$0
$0
$0
$0
1170
0
11754290
ROADS MAINT O&A
$254,339
$131,907
$4,936
$0
$391,181
$386,245
1170
0
117G4440
ROADS GIS
$0
$0
$0
$0
$0
$0
1210
0
12152410
COMM DEV
$46,555
$26,806
$4,936
$37,369
$115,666
$110,730
1210
0
12152420
COMM DEV BLDG INSP
$0
$0
$0
$0
$0
$0
1210
0
12155860
COMM DEV PLANNING
$0
$0
$0
$0
$0
$0
1370
0
0
CRIME VICTIM/WITNESS ASSISTANC
$0
$0
$0
$0
$0
$0
1410
0
0
COVID-19 RESPONSE
$0
$0
$0
$0
$0
$0
1420
0
0
AMERICAN RESCUE PLAN ACT
$0
$0
$0
_$0
$0
$0
1520
0
0
ANIMAL SHELTER DONATIONS
$0
$0
$0
$0
$0
$0
1590
0
15951430
AUDITOR O&M -RECORDING
$0
$0
$0
$0
$0
$0
1900
0
19056210
PUBLIC HEALTH ADMIN
$76,432
$53,482
$4,936
$26,758
$161,608
$156,672
1910
0
19156214
FOUNDATIONAL PUB HEALTH SRVCS
$26,302
$12,152
$4,936
$47,519
$90,909
$85,973
1980
0
19855730
TOURISM PROMOTION
$19,193
$17,123
$0
$11,072
$47,388
$47,388
3010
0
30151830
CAPITAL MAINTENANCE & REPAIR
$0
$0
$0
$0
$0
$0
3250
0
0
GEN GOV CAPTL CONSTRUCTION
$0
$0
$0
$0
$0
$0
4010
0
401A3700
SOLID WASTE
$48,051
$24,437
$4,936
$0
$77,423
$72,488
4050
0
40554680
PACKWOOD AIRPORT
$1,405
$0
$0
$0
$1,405
$1,405
4070
0
40754680
SOUTH COUNTY AIRPORT -Toledo
$15,565
$4,550
$4,936
$0
$25,050
$20,114
-4f00---G
0-MIDDLEFORK-WATER=SEWER-SYSTEI
$0
$U
4io
$0
4200
0
42053400
VADER WATER
$4,985
$0
$0
$0
$4,985
$4,985
5010
0
50154870
MOTOR POOL
$9,441
$29,109
$4,936
$16,608
$60,094
$55,159
5010
0
50154860
CENTRAL SHOP
$130,544
$23,850
$4,936
$0
$159,329
$154,393
5070
0
507A1830
FACILITIES ADMIN
$0
$0
$0
$0
$0
$0
5070
0
507C1830
FACILITIES CUSTODIAL
$0
$0
$0
$0
$0
$0
5070
0
507L1830
FACILITIES MAIL ROOM
$0
$0
$0
$0
$0
$0
5070
0
507M1830
FACILITIES MAINT
$0
$0
$0
$0
$0
$0
5120
0
512P1890
RISK PDR
$38,576
$1,636
$4,936
$38,292
$83,439
$78,504
5200
0
52052880
RADIO SERVICES
$1,321
$1,786
$4,936
$1,522
$9,565
$4,629
5400
0
54051881
INFORMATION TECHNOLOGY
$110,382
$12,999
$4,936
$26,758
$155,075
$150,139
0
0
Other
Other
$91,501
$36,530
$0
$0
$127,031
$127,031
$2,454,986
$818,329
$167,811
$872,081
$4,313,207
$4,145,396
P.15
IT Services
To: BOCC
From: Matthew Jaeger, Director, IT Services, Interim HR Director
Date: 7/12/2024
Re: 2025 IT Services Inter -Fund Rates
Internal Service Provided
Technology Services
Operating Expenses Overview
360 NW North Street
Chehalis WA 98532
2024 Revised
2024 Proposed
Difference
Salaries & Benefits
$1,974,492
$2,000,478
$25,986
Other OpEx (Licenses,
Subscriptions,etc..)
$863,793
$892,334
$28,541
Totals Operating Expeditures
$2,838,285
$2,892,812
$54,527
Explanation of Rates and Methodology
We are presenting a new methodology based on recommendations from Matrix Consulting Group.
While our previous methodology was reasonably sound and appropriate with a combination of direct
charges and distributed rates based off assets, the recommendation now is to utilize our support
requests and FTEs along with assets to distribute M&S rates.
I agree with their recommendation as our data collection over the last several years allows us to more
accurately reflect our rates utilizing 3 major metrics instead of 1.
M&5: Maintenance and Support of County infrastructure, staff salaries, building costs, software licensing,
development services, network services, hardware, network and cyber security, technology solutions,
technical support, and other expenses associated with the IT Department.
For 2025, we still have direct costs charged to departments (specific apps, software, subscriptions,
support) and will distribute the rest of the rates through a percentage calculated as 10% Support Ticket
Requests_(p-revio-us-TD_tickets)JOY6 Total Assets,- ndl41)lo-Department_FTES.ouat._These _
percentages were determined to correlate the best when comparing 2024 rates. Over the next several
budget cycles, I would expect these percentages to be adjusted as we work with the new model. While
total assets will always hold the majority calculation, Support tickets and FTE count would likely rise
slightly in the Future to better balance the new method.
o 360.740.1247
Matt Jaeger
Director, IT Services
P.16
In addition, we also collect M&S Rates from our Local Title Companies for specific access they need as well as
the Police and Fire departments for their VPN connections back into the County.
Finally, we also appropriately charge separate M&S rates to each individual department that have specific
departmental needs that would not be appropriate to include in our general rates we set for equipment to
ensure one department is not subsidizing another department for a service not used by them. Examples, we
line -item charge rates for Spillman Support, Laserfiche usage, custom application support, DB support, and
other various charges.
ER&R. Collected for computer Equipment Repairs and Replacements. This is intended for existing
equipment. For 2025, due to significant continued equipment cost increases, we also worked with Matrix
to rework expected life -cycle and replacement costs to more accurately reflect the current marketplace
and ensure we can continue to replace equipment as appropriate.
IT ER&R: Matrix recommended that we eliminate IT ER&R as it is not tied to specific equipment. The
purpose was to cover our major switching infrastructure, servers, backup, and storage solutions. The
County did create the Technology Committee fund, however, there is no Funding (revenue) source.
Options:
1. Incorporate major infrastructure expenses into M&S rates when they occur based on our strategic plan.
The cons to this method is certain years can have significant rate fluctuations to the departments.
2. Determine another source of revenue to appropriately fund the Technology Committee Fund.
**For 2024, IT already had to push back the replacement of our main Dell EMC Storage array with an
estimated cost of $600,000. We did this by extending our support to run this system for 8 years.
(Max lifecycle) We do not have sufficient funding for this and other major projects on our strategic
plan over the next 2 - 5 years.
Our 5 year strategic plans identifies nearly $2,000,000 in projects.
Justification for any increases and future replacements
Our preliminary Salaries & Wages / Benefits increased $25,896 compared to 2024 Revised Budget
numbers. IT Services reduced our FTE count due to my appointment as Interim HR Director. We are not
requesting additional FTEs for 2024. These increases include annual steps and approved COLA.
Our preliminary operating expenditures excluding Salaries/Benefits increased $28,541 compared to 2024
Revised Budget numbers. This includes contract/licensing increases, typically 5%. 1 was able to keep
most all contracts neutral this year, and the primary driver of this increase is a Tyler Munis Support
Contract. I had budgeted $160,000 for 2024 and this was the firstyearwe incorporated the Tyler Munis
Contracts in our standard M&S rate methodology. I had already slightly under -budgeted the contracts for
2024 and the estimated Tyler Munis Licensing and Support Costs for 2025 are nearly $190,0-00.
Total Operating Expenditure Increase - $54,527, approx 1.9%.
ER&R
Our preliminary ER&R Collections increased by $103,736. Our evaluation With Matrix refreshed
lifecycle management and current replacement costs to better reflect thecurrent market, I've,
significant increases in previous years by attempting to extend the lifecycles by 12 - 24 months;
equipment. It's strongly suggested to ensure we are always reflecting the most accurate mode_
on preferred lifecycle and marker costs,
g based
Cost Saving measures reviewed for 2025
- ARPA projects are -generally complete and not a significant driver for any cost savings in 2025.
- Reviewed additional grant opportunities. They are reviewed as best as possibLe,r but some are not
feasible to pursue due to complexity, or time needed to appropriately apply and secure funds.
P.17
We did receive grant funding for 2024 for our Cyber Security Response plan for the County which
is savings as this was a needed project regardless of funding.
Contracts for services and software licenses were reviewed to determine if there was any non-
critical services that we could eliminate. We maintain very strict control over our contracts and
are running only what we believe are critical and necessary licenses and subscriptions to maintain
the needed level of service for Lewis County. Unfortunately, due to the economic conditions and
inflation, most vendors are increasing year overyear costs by an average of 6%. We continue to
negotiate where possible and utilize State contracts if the pricing is better.
Under/Over collection for 2023
Historically, if we year-end with a small operational savings, these funds were kept in our IT ER&R
balance for County -Wide beneficial infrastructure replacements as to not conflict with the
Washington State RCW that prohibits any department benefiting in any financial manner
whatever by an appropriation or fund made for the support of another.
- As of 2023, we are no longer keeping funds in our IT ER&R and IT ER&R is also being eliminated.
Any over/under collections will be reconciled in the next budget cycle.
Matthew A. Yaeger
7/12124
Matthew A. Jaeger, IT Director Date
P.18
IT M&S AND ER&R 2025 ISF RATES
CONTACT: Matt Jaeger
UPDATED:
FUND/DEPT # ORG DEPARTMENT NAME MAINT. / SERVICE /MUNIS- 591010 ER&R- 595020
2025
2024 Final
2025 Prelim
CHANGE
2024 FINAL
Prelim
CHANGE
001
00151160
BOCC
45,056
48,158
3,102
4,272
5,285
1,013
001
00151423
BUDGET
18,552
15,211
(3,341)
1,488
2,535
1,047
002
00251310
AUDITOR ADMIN
11,280
14,484
3,204
972
1,155
183
002
00251423
AUDITOR FINANCIAL SERVICES
44,972
36,269
(8,703)
5,160
11,095
5,935
002
00251430
AUDITOR RECORDING- SEE 1590
-
-
-
-
002
00251481
AUDITOR LICENSING
10,980
8,447
(2,533)
864
840
(24)
003
00351440
ELECTIONS
28,332
26,352
(1,980)
3,036
3,120
84
004
00451424
ASSESSOR
119,292
121,082
1,790
9,492
11,290
1,798
004
00451481
OPEN SPACE -ASSESSOR
-
-
-
-
-
005
00551810
HR
30,642
38,658
8,016
2,796
4,760
1,964
006
00651422
TREASURER
62,597
71,327
8,730
6,144
6,870
726
007
00751230
CLERK
112,983
130,946
17,963
11,712
13.060
1,348
008
00851221
SUPERIOR COURT
92,732
97,451
4,719
27,860
29,940
2,080
009
00951240
DISTRICT COURT
140,401
143.752
3,351
32,612
34,595
1,983
010
01051580
PAO CHILD SUPPORT
-
-
-
-
010
010A1535
PAO ADMIN
132,301
146,256
13,955
12,084
25,175
13,091
012
01251900
SELF INS ADMIN
5,046
4,433
(613)
660
-
(660)
012
012S1900
SELF INS SAFETY
-
013
01351890
CENTRAL SVCS
7,800
5,404
(2,396)
792
280
(512)
014
014A1592
TRIAL COURT IMP.
312
1,140
828
168
300
132
014
014A1591
PUBLIC DEFENSE
3,660
-
(3,660)
288
-
015
01551310
COUNTYADMIN
18,912
56,856
37,944
1,716
3,035
1,319
020
02052110
CIVIL SERVICE
-
-
-
-
-
021
021 A21 10
SHERIFF ADMIN
313,020
270,446
(42,574)
27,132
47,635
20,503
021
021D2121
SHERIFF RSOA
-
-
-
-
021
021M2170
SHERIFFTRAFFIC
-
-
-
-
-
022
022A2310
JAIL ADMIN
149,808
193,526
43,718
14,460
18,865
4,405
023
02352710
JUVENILE ADMIN
117,761
138,861
21,100
10,212
14,500
4,288
052
05255430
ANIMAL SHELTER
18,600
17,571
(1,029)
1,548
1,595
47
060
06056320
CORONER
30,432
30,915
483
2,676
3,985
1,309
070
07057121
WSU EXT. SERVICES
37,992
23,900
(14,092)
3,360
4,050
690
080
08051424
BOE OPERATIONS
-
-
Total General Fund
1,553,463
1,641,445
87,982
181,504
243,965
62,749
1010
10152510
DEM
12,652
33,787
21.135
840
1,850
1,010
1010
10152560
DEM EMPG
8,160
-
(8,160)
684
910
226
1030
10356520
VETERANS
3,660
3,179
(481)
288
435
147
1040
10456210
SOCIAL SVCS
22,512
33,519
11,007
1,884
3,250
1,366
1050
10557220
LAW LIBRARY
7,320
2,280
(5,040)
576
440
(136)
1060
10655730
SWWF DLC
-
-
-
-
-
1060
10657330
SWWF INTERIM
-
-
-
-
-
-
1060
10657370
SWWF
24,872
37,432
12,560
2,028
2,240
212
1070
10752810
E911 COMMUNICATIONS
194,724
140,430
(54,294)
61,340
66,595
5,255
1080
10851422
11051221
TREASURER O&M
DRUG CRT SC
4,200
15,972
5,099
18,066
899
2,094
504
1,632
440
1,715
(64)
83
1100
1100
11051222
DRUG CRT FAMILY COURT
-
-
-
-
-
1100
11051230
ITA CLERK
4,160
1,640
(2,520)
288
375
87
1100
110J1221
ITA COM SUPERIOR COURT
3,660
-
(3,660)
288
375
87
1100
110J1535
ITA -PAO
1,000
(1,000)
-
1100
11052360
DRUG COURT JAIL
-
-
-
-1100
11-056229
11255360
NURSEFAMILY-PAR-T-NERSHIP
NOXIOUS WEED
19,452
- - - -
21,286
1,834
1,932
2,330
-
398
1120
1160
11657680
PARKS & REC
23,900
30,737
6,837
1,656
2,260
1170
11754310
ROADS ADMIN
104,168
101,157
(3,011) 8,748
9,605
857
1170
11754490
ROADS ENG O&A
112,020
78.742
(33,278) 9,012
21,020
12,008
1170
11754290
ROADS MAINT O&A
111,397
101,489
(9,908) 8,532
8,140
(392)
1170
117G4440
ROADS GIS
39,279
30,624
(8,655) 3,804
6,710
2,906
1210
12152410
COMM DEV
56,772
53,235
(3,537) 4,332
5,555
1,223
1210
12152420
COMM DEV BLDG INSP
34,632
35,278
646
1,992
2,160
168
1210
12155860
COMM DEV PLANNING
30,852
19.978
(10,874) 2,892
2,850
(42)
1590
15951430
AUDITOR O&M - RECORDING
23,280
15,754
(7,526) 2,268
1,692
(576)
1900
19056210
PUBLIC HEALTH ADMIN
130,067
185,114
55,047
12,132
23,110
10,978
P.19
IT M&S AND ER&R 2025 ISF RATES
CONTACT:
UPDATED:
ORG
Matt Jaeger
DEPARTMENT NAME
MAINT. ( SERVICE IMUNIS- 591010
ERBR- 595020
FUNDIDEPT #
2025
2024 Final
2025 Prelim CHANGE
2024 FINAL
Prelim
CHANGE
4010
401A3700
SOLID WASTE ADMIN
66,792
75,513
8,721
5,412
6,895
1,483
4010
401T3700
SOLID WASTE TRANSFER STATION
7,620
-
(7,620)
684
-
(684)
4010
40155370
SOLID WASTE LANDFILL
-
-
-
-
-
-
4070
40754680
SOUTH COUNTY AIRPORT
4,260
5,003
743
504
540
36
4200
42053400
VADER WATER
3,960
6,930
2,970
396
540
144
5010
50154870
MOTOR POOL
33,662
43,271
9,609
2,208
3,730
1,522
5010
50154860
CENTRAL SHOP
22,500
23,809
1,309
1,944
2,730
786
5070
507A1830
FACILITIES ADMIN
42,444
55.851
13,407
4,032
5,720
1,688
5070
5071-1830
FACILITIES MAIL ROOM
3,660
2,682
(978)
288
-
(288)
5070
507M1830
FACILITIES MAINT
31,960
28,812
(3,148)
1,728
280
(1,448)
5120
512P1890
RISK PDR
7,620
14,877
7,257
684
1,955
1,271
5200
52052880
RADIO SERVICES
14,940
8,913
(6,027)
1,260
1,620
360
Total Other Funds
1,228,129
1,214,487
(13,642)
146,792
188,067
40,671
Total Rate
2,781,592
2,855,932
74,340
328,296
432,032
103,420
P.20
1t
I
351 NW North Street
911 Communications De)Oartment Chehalis WA98532
LEIW�ili COUN)T)Y
TO: Board of County Commissioners (BOCC)
FROM: Jennifer Libby -Jones, Director of 911 Communication
DATE: July 10, 2024
SUBJECT: Preliminary Budget Development for 2025 Internal Service Rates
Radio Services provides technical assistance in the procurement of new user equipment,
preventative and corrective maintenance of user equipment and design, procurement, installation
and maintenance of radio infrastructure which supports user operations. Radio Services also
provides configuration and maintenance of 911 Communications integrated dispatch control
equipment.
2025 Budget
There was a minimal increase of $12,360 to the budget for 2025 due to personnel salary increases.
Rate Methodology
During the evaluation of 2025 Internal Service Rates with Matrix Consulting, it was determined that
the previous rate model was based on outdated information obtained from previous radio staff
manual timekeeping tracking. Current radio staff was able to provide information obtained from
their Fiix asset and ticket tracking software, but this software is more tailored for tracking assets
and information about the assets more than actual hours worked.
Matrix was initially only able to provide an updated model based on department radio assets based
on the data available to them. This model significantly increased rates to the Sheriffs department
and reduced rates to Communications. This was immediately flagged as not accurate to the actual
workload by staff. Radio Services spends most of its effort maintaining communications equipment
but this time, again, is not necessarily reflected in the ticketing system as staff is not tracking for
every hour worked.
P.21
After further review internally and with Matrix, the following methodology was developed:
• Determine per asset cost formula based on work required to maintain equipment and
personnel costs. These are separate for Communications equipment and other users
due to the increased complexity of core communications equipment.
• Starting with the total budget, reduce amount by Communications portion, allocate
remaining departments based on a weight of department assets divided by total assets.
Matrix advised that this model more accurately reflects the level of effort associated with the
maintenance of radio assets.
These changes are reflected in the updated 2025 Radio Services Internal Service Rates based on an
independent Radio Services Budget.
Proposal to Combine Radio Services with Communications
Radio Services was originally part of the Communications budget. In discussions with County staff,
it was separated into its own fund due to accounting issues with ER&R contributions that could not
be accurately separated using past accounting systems. That is not the case with current
accounting software.
Staff support moving Radio Services back under the Communications budget due to the bulk of
their workload being dedicated to maintaining core communications equipment. This may also
result in budget savings in administrative costs.
Consider Alternative Billing Models to Internal Services Rates
With proposed changes to the governance model of Communications, it maybe beneficial to
consider alternatives to billing County departments for Radio Services costs.
Option 1: Fixed -fee Support Agreement
A fixed rate yearly agreement to provide set services by department could be
executed based on a standard formula. This could follow the methodology
determined for Internal Service Rates or a similar alternative. Examples of this
include Public Works GIS billing to Communications for roads/MSAG maintenance.
Option 2: Direct Time and Materials Billing
Departments using radio services would have a support agreement with
Communications to provide radio preventative maintenance and repair services at a
set per hour billing rate and would pay any direct equipment costs. While this
model reflects the true costs of services provided and equipment costs, departments
ll-nnt-initi'ally h-av'e lea bn getz�tirn to n�niti l years. —
Option 3: Interlocal Agreement
Assuming a full split of Communications from the County, Radio Services to
departments could be performed under an Interlocal Agreement based on any of the
methodologies above.
P.22
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(FLEtT),2025
)NTACT:
Josh Metcalf
)DATED:
7/12/2024
u blapu
"ORG
DEPARTMENT NAME
202
004
00451424
ASSESSOR
004
00451481
ASSESSOR OPEN SPACE
021
021A2110
SHRF ADMIN
021
021B2123
SHRFSU DR
021
021C2121
SHRFINVST
021
021D2121
SHRFRSOA
021
021F2122
SHRF PATRO
021
021H2180
SHRFPROPR
021
021M2170
SHRFTRAFF
022
022A2310
JAILADMIN
022
022E2360
JAILTRNSP
023
02352730
JUVENILE LEGAL
023
02352740
JUVENILE
052
05255430
ANIMALSHELTER
060
06056320
CORONER
TatiarGworalf6nd
1
1010
10152510
DEM ISF MP
1060
10655730
SW WA FAIR
1100
11051221
DRUG COURT
1100
11051222
DRUG COURT -,FRC
1100
11052360
DC JAIL IN
1060
PARKS & RECREATION
1120
11255360
NOXIOUS WEED CONTROL
1170
11754230
RDS MAINT
1170
11754240
RDS DRAINA
1170
11754250
RDS STRUCT
1170
11754264
RDS TC DEV
1170
11754266
RDS SNOW&I
1170
11754267
RDS ST CLE
1170
11754270
RDS ROADSI
1170
11754290
RDS MAINT
1170
11754310
RDS ADMIN
1170
11754420
RDS ENG IN
1170
11754440
RDS ENG PL
1170
11759510
CNSTRCTN E
1170
11759530
CNSTRCTN R
1200
12152420
COMM DEV BUILDING INSPECT]
1900
19055430
PUBLIC HEALTH-PHCCANMLC
1900
19056245
PUBLIC HEALTH-PHCCHAZWAS
1900
190A6216
PH BUSCMP
1900
190L6243
EH WATER QUALITY
1900
190N6244
EH OSS/LAND DEV
1900
190Q6241
EH FOOD INTRFND
1900
190R6258
PUBLIC HEALTH
4200
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VADER WATER ADMIN
5070
507M1830
FACILITIES MAINT
5070
507L1830
FACILITIES MAIL ROOM
5200
52052880
RADIO
54Q0
544_Q51881
INFORMATinj�S�jt�[fCES
Tatar Other Funds
fatal ER&[{Rates
2
! 1 RATES "
MOTORPOOL-595030:
1,161,192
1,579,04,;,
SH
CENTi1ALOP 595646
4 FINAL ."
2025 PRELIM :
CHANGE
2024 FINAL
2025 PRELIM
CHANGE
68,604
47,184-
(21,420)
62,980 '
(62,980)
47,235
(47,235)
_ =
94,470 j
(94,470)
598,332
9 $,736
340,404
10,272
6,-
(3,312)
15,745
(15,745)
157,450
(157,450)
11,164 '
(11,164)
22,328
(22,328)
69,828
(69,828)
61,644'
61,644
7,932
7,295;,
(636)
12,684 =
-�8,048!
0,364
20,3640
1,087,90$_
(80 844y
_
10 272
6; 66
(µ 3,312
10,716
13,908'"
3,192
138,252-:
138,252
6,336
11460
5,124
6,336
(6,336)
5,580
47,124
41,544
17,388
i9,609
2,220
725,276
(435,916)
4,191,072
31,372'
,95
(239,700)
51,876
65,196.
13,320
15,060
(15,060)
36,732 ,
6,384
7,140
(7,140)
20,292
(20,292)
12,444
114,840
102,396
14,376
,60
54
(8,772)
32,688
76,716
44,028
7,488
21.0,101i
202,620
135,048
8,760
(126,288)
20,904
31,548;
10,644
11,744_
&45
,
1A74,856
(104,3§8)
Q,191,"47
3,851i 72
(239;1n0
-Of
.747.976
2 562.784" ','.
' (185.21.2)
4,201,344
1,958 331
(243.Z
P.24
IN THE MATTER OF.- I RESOLUTION NO. 23-303
ADOPT A REVISED EQUIPMENT RENTAL AND
REVOLVING (ER&R) FUND POLICY
WHEREAS, the Lewis County Public Works Department operates the Equipment
Rental and Revolving (ER&,R) Fund, through which vehicles and equipment are
purchased, maintained,and replaced; and
WHEREAS, the Public Works Director has drafted a new ER&R Fund policy; and
WHEREAS, the policy applies to vehicles owned by the ER&R Fund and does not
apply to vehicles owned and maintained outright by a department or office; and
WHEREAS, the Public Works Director recommends the Board of County
Commissioners rescind Resolution 83-29 and adopt the revised ER&R Fund policy,
attached hereto.
NOW THEREFORE BE IT RESOLVED that the Board of County Commissioners
hereby rescinds Resolution 83-29 and hereby adopts the new ER&R Fund policy
effective September 20, 2023.
DONE IN OPEN SESSION this 19th day of September, 2023.
APPROVED AS TO FORM: BOARD OF COUNTY COMMISSIONERS
Jonathan Meyer, Prosecuting Attorney LEWIS COUNTY, WASHINGTON
David Bailer Sean D. Swope
By: David Bailey, Sean D. Swope, Chair
—Chef —C.LNiil-D-ep-uty-P-r-o-s-e-c,uttn-g-Att-iar
ATTEST OF Scott J. Brummer
eott J. Brummer, Vice Chair
Rieva Lester, CIVIC
Rieva Lester, CMC,
Clerk of the Lewis County Board of
County Commissioners
Gfve
Lindsey R. Pollock, DVM
Lindsey R. Pollock, DVM, Commissioner
Page I of 1
Res. 23-303
P.25
e4a,/1. ,.4'/ 1
LEWIS COUNTY
EQUIPMENT RENTAL AND
REVOLVINGFUND POLICY
Adopted. September 2023
Josh Metcalf, PE
Public Works Director
P.2 6
Lewis County Equipment Rental and Revolving Fund Policy Adopted., September 2023
Table of Contents
1 Overview...............................................................................................................................................
2
1.1 Purpose.........................................................................................................................................3
1.2 Administering the ER&R Fund.......................................................................................................3
2 Definitions.............................................................................................................................................3
3 Rate Setting .......... ....................... ........ ..................................... ........................................ ................. .....4
3.1 ER&R Vehicles- ...................................................
5
3.2 Non-ER&R Vehicles.......................................................................................................................
5
4 New, Replacement, and Disposal of Vehicles........................................................................................5
4.1 Replacement Criteria....................................................................................................................6
4.2 Requesting New Vehicles...... ....... .................... ...........................................................................
6
4.3 Replacement Vehicles ..................................... .......... ..... :...............................................................
7
4.4 Funding Upgrades.........................................................................................................................
7
4,5 Procurement.................................................................................................................................7
4.6 Receiving New Vehicles.................................................................................................................7
4.7 Surplusing Vehicles........................................................................................................................7
4.8 Transferring Vehicles.....................................................................................................................8
5 Pits and Quarries...................................................................................................................................
8
Page .1 of 9
P.27
Lewis County Equipment Rental and Revolving Fund Policy Adopted, September 2823
1 (lxeFY'8VV
The Equipment Rental and Revolving (MR)Fund was established tumanage the maintenance and
replacement funds to ensure sufflclent funds are available when needed. This allows the County to focus
on maintenance and Increasing government efficiency by providing a way to allow expensive vehicles,
equipment, and supplies toberented toall County departments and offices.
Per RCW 36.BA.010,all counties are legally required toestablish anEH&RFund for operating county
road departments. GRQRFunds may be expanded to provide services to other departments oroffices
including public works, utilities, fire, and police.
The Lewls County ER&R Fund was initially established and adopted by the Board of County
Commiss(nnars/BOCC through Resolution inDecember 1977. |nJanuary 1983,the 8OCCapproved
Resolution 83-29, Establishing Equipment Rental and Revolving Fund, which repealed and replaced
Resolution 77-591 approved in 1977.
All Lewis County vehicles purchased with County revenues fall under the authority of the BOCC.The
Lewis County BOCC delegated administration of the Cotinty ER&R Fund to the Director of Public Works.
P.28
Lewis County Equipment Rental and Revolving Fund Policy Adopted: September 2023
J A Purpose
The purpose of this document is to rescind and replace Resolution 83-29 with a revised Equipment
Rental and Revolving Fund Policy for Lewis County that provides specific guidance for managing and
administering the fund as follows;
• Manage, maintain, repair, and replace equipment and vehicles, including parts, materials, fuel,
and supplies,
• Manage and maintain aggregates and pits and quarries operations and inventories,
• Identify procedures for establishing rental rates, replacement cycles, and service levels for all
County owned vehicles,
• Ensure the availability of safe, cost effective, and reliable vehicles that meet the County's needs.
This Policy applies to vehicles owned by the ER&R Fund and does not apply to vehicles owned and
maintained outright by a department or office.
1.�1 Adrnir stenr:g the ER&R Fund
The ER&R Fund is an internal service fund and the purpose of this fund is to establish rates that both
optimize costs and maintain the role and sustainability of the ER&R Fund. Revenues collected for the
replacement of vehicles are the property of the ER&R Fund and shall be invested only in allowable
investments and not transferred to other funds. The Public Works Director is responsible for ensuring
that ER&R has adequate funds available to cover costs associated with both normal operations and
annual vehicle replacement needs. ER&R must also have adequate reserves to cover expenses which
may be incurred from unforeseen catastrophic events.
The Fleet Services Manager maintains an asset record for each vehicle in the fleet. The asset record
helps the Public Works Department capture a complete vehicle history for each individual asset including
original purchase price, usage, fuel consumption, service, repair information, depreciation, and salvage
value. These components are used to determine appropriate vehicle rental rates.
The fund balance of the ER&R Fund shall reflect a level that is anticipated to ensure continued operation
of the fund. Management policies shall support the amount of cash reserves necessary for continued
operation of the fund and timely replacement of vehicles or equipment as determined during the rate
setting process.
2 Definitions
ER&R Balance — The remaining revenue applied to the replacement bank for an individual
vehicle or piece of equipment after revenue is applied to the actual costs of maintenance and
repairs of that vehicle or piece of equipment.
• Fleet Management Program —Application used by the Fleet Services Division to track ER&R
- vehicles, vehicle -use hours and miles parts -inventory, fuel usage, maintenance records, and
vehicle work orders. This application is one of the tools used for the overall management of the
County's ER&R Fund.
Page 3 of 9
P.29
Lewis County Equipment Rental and Revolving Fund Policy Adopted: September 20:23
Fleet Services Division — A division of the Public Works Department responsible for the oversight
and management of the Lewis County ER&R Fund and the maintenance, repair, and/or
replacement df vehicles and equipment within the ER&R Fund,
Internal Service Fund -- A fund primarily used for activities that provide goods and services to
other offices, departments, or other governments on a cost reimbursement basis. If the
contributed nonmonetary assets were originally acquired with restricted resources, the usage
and disposal shall be monitored to ensure one fund does not benefit from another. Contributed
capital to be managed for the benefit of the contributing fund. This fund requires 100% recovery
of all costs to manage contributed capital until fully consumed or otherwise disposed of or all
costs to manage contributed capital plus adequate funding for future asset replacement.
+ i.ife Cycle —The number of years estimated to be the useful life of a vehicle or piece of
equipment (period in which the replacement rate is collected).
Monthly Replacement Rate —A monthly rate used to accrue the ER&R Balance for the specific
vehicle or piece of equipment over the life cycle of the vehicle or equipment. The rate is
developed based on estimated replacement value, salvage value, and Life cycle for the specific
vehicle or piece of equipment.
Rental mate --The overall rate charged to an office or department for the use of vehicles or
equipment within the ER&R Fund. A rental rate is the sum of the direct and fixed costs and the
Monthly Replacement Rate (if applicable) of a vehicle or piece of equipment.
Replacement Cost — The anticipated cost to replace the vehicle or piece of equipment at the end
of Its life cycle (this should be reevaluated on an annual basis using market trends and changes).
is Roads Fund —The Road Fund or "County Road Fund" as defined by RCW 36.81010 is the county
fund where all revenues for use on county roads shall be credited or deposited. Management
and oversight of the Roads Fund Is the responsibility of the County Engineer and shall be used in
accordance with RCW 36.82.070.
• Salvage Value — Projected value of the vehicle or equipment at the end of its life cycle. The
salvage value is estimated based on current market values, historical market trends, vehicle
condition and availability, or by using straight line depreciation.
d Vehicles — Any piece of equipment, sedan, SUV, pickup, motorcycle, or other items owned within
the ER&R Fund and managed by the Public Works Department.
3 Rate Setting
The Public Works Director is responsible for the preparation of annual rates for all vehicles within the
ER&R Fund and providing recommendations to the Board as part of the annual budget development
process. The Fleet Services Manager shall develop rates for all office and department vehicles, and they
Page 4 of 9
P.30
Lewis County Equipment Rental and Revolving Fund Policy Adopted: September 2023
will work in collaboration with the County Engineer on preparation of the rates for the Roads Division
vehicles. The County Engineer shall be responsible for reviewing the proposed rental rates and certifying
to the BOCC the proposed rates are an appropriate use of county road funds as per RCW 36.80.
Rates shall reflect all applicable annual expenses, including inflation, fuel, labor and parts for repairs and
service, insurance, indirect costs, and overhead. Rental rates for all vehicles within a department or
office are calculated per class of vehicle (such as sedans, SUV's, light duty pickups, heavy trucks,
equipment, etc.). Vehicles shall be tracked individually for operation, maintenance, depreciation, and
replacement. Vehicles will be grouped with like units when possible. Rental rates for grouped vehicles
will be averaged per hour.
The BOCC approves rental rates each year as part of the annual budget development and approval
process. The Public Works Director and County Engineer may make adjustments within any year to
reflect rapidly changing cost factors. These factors could include, but are not limited to, increased
expenses or changes in usage patterns. If deemed appropriate, the Public Works Director and/or the
County Engineer will present interim adjustments to the BOCC for review and approval.
31 E RO Vshic les
The rates are calculated on an annual basis and include the following elements:
1. Direct Costs — Operations (i.e., repairs, maintenance, fuel, and fuel surcharge, etc.)
2. Fixed Costs — Overhead (salaries, benefits, facilities, utilities, insurance, etc.)
3. Replacement— Replacement (salvage, new equipment, inflation, upfit costs, etc.)
3.2 Jon-ERO Vehicles
Some departments offices within Lewis County choose to own their vehicles rather than have them be
part of ER&R. The maintenance and replacement of a vehicle that is not part of ER&R is the
responsibility of the office who owns the vehicle. The office may choose to utilize a third -party vendor
for service and maintenance, or they can put in a request to the Fleet Services Manager for maintenance
or service to be provided by Motorpool. If the Fleet Services Manager determines the Motorpool shop
can accommodate the request, an appointment will be scheduled around the rest of the Motorpool
ER&R work. Once the required work is complete, the office (who owns the vehicle) will be invoiced
based on actual costs of the maintenance and/or repairs completed. The actual costs will include all
labor, parts, and materials required to administer and complete the work.
4 New, Replacement, and Disposal of Vehicles
The ER&R Fund will only fund replacement of equipment or vehicles accounted for in the ER&R Fund's
existing asset schedule. New vehicles are typically purchased as replacements for older vehicles in the
fleet. Replacement schedules are developed by evaluating a combination of factors, including years in
service, mileage, cost of operation and available funding. These factors, together with the anticipated
needs of the applicable departments and offices, determine replacement requirements. Planned
replacement of vehicles keeps operational expenses in check, provides safe, reliable transportation for
employees; and demonstrates responsible management of County fleet assets within the ER&R Fund.
Page 5 of 9
P.31
Lewis County Equipment Rental and Revolving rund Policy Adopted: September 2023
New assets not listed in the asset schedule will need to be accounted for in the budget process and
approved by the BOCC before purchasing. finless requested by a director or elected, all new vehicles will
be assigned as an asset, added to the ER&R Fund, and placed on a replacement cycle.
The Fleet Services Manager will coordinate with departments and offices when procuring new vehicles
or surplusing old vehicles to make sure their ER&R information is accurate. The Fleet Services Manager
will ensure all new vehicles purchased are placed In ER&R and included in the ER&R budgeting process
and approved by the BOCC.
4.1 Replacement Criteria
The Fleet Services Manager is responsible for maintaining the vehicle and equipment lists and identifying
when a vehicle or piece of equipment qualifies for replacement. it is the County's intention to keep rental
rates as low as possible. When purchasing vehicles, the intent is to procurd a vehicle that meets the office
or department needs while being mindful of purchase price, fuel efficiency, appropriate class size, make,
and model,
The Fleet Services Manager will coordinate with departments and offices to determine when the vehicle
should be replaced. If the elected or director is not satisfied with the Fleet Services Manager's decision,
they may submit, In writing, reasons for disagreement to the Public Works Director for review. If a
resolution is not achieved at this level, the issue will be referred to the BOCC for final resolution.
Vehicle replacement will be done In accordance with the following criteria unless otherwise requested
from a director or elected and approved by the BOCC. The County Engineer and/or Public Works Director,
on a case -by -case basis, may make adjustments or accommodations for the replacement of heavy
equipment used by the road maintenance shops.
The replacement criteria. are as defined below:
Sedan/SUV
15 yrs. of service and/or 180,0o0 miles
Light Duty Trucks
8 -1� yrs, of service and/or 180,000 miles
Medium Duty Trucks
7 -10 yrs. of service and/or 180,000 miles
» patrol Vehicles
7 - 8 yrs. of service and/or 150,000 miles and/or dependability
• Dump Trucks
15 - 20 yrs. of service and/or dependability
• Equipment 10,000 —16,000 hrs.. and/or dependability and/or 20 years of service
4.2 Requesting New Vehicles
The requesting department or office will be required to fund new or additional vehicle or equipment
purchases (excluding replacement of existing vehicles or equipment already managed through the ER&R
Fund). Requests must be made in writing to the Fleet Services Manager. The Fleet Services Manager will
review the request and work with the department or office to help provide the information needed for
budget approval. With approval from the Public Works Director, the Fleet Services Manager shall have
esponsibilltyfor acquiriti Lewis-County-fieet-vehicies-using-a-method-that-complies-with the -Lewis-- -
County Procurement Policy and all State and Federal procurement requirements.
The Flea Services Manager shall be responsible for compiling the necessary information to support
making the most cost-efficient purchase of all fleet vehicles, considering purchase price, maintenance,
repair, operating costs, and resale value. Acquisition of fleet assets shall be selected, acquired, and
Page & of 9
P.32
Lewis County Equipment Rental and Revolving Fund Policy Adopted: September 2023
utilized providing the best possible support of County operations and be environmentally responsible in
accordance with the Fleet Management Plan and Procedures.
4.3 Replacement Vehicles
Each vehicle purchased within ER&R will have a replacement value assigned when added to the fleet.
Funding for a replacement vehicle shall come from the monthly replacement rate collected for that
specific vehicle unless otherwise approved by the BOCC.
If the vehicle being replaced was purchased from a fund other than the ER&R Fund, the department or
office to which the vehicle is assigned shall budget for the replacement.
4:4 Funding Upgrades
CY
Replacement vehicles, including upfit materials, are to be of a similar size and value as the original
vehicle or equipment. Upgrades to fleet vehicles shall be requested during the budget process. Changes
in the type or size of fleet vehicles require advance approval by the BOCC or designated appointee.
4.5; Rrocurtmient
The procurement of any new vehicle and equipment shall comply with all Local, State, and Federal
procurement requirements. All vehicles shall be procured using a competitive bidding process unless the
best economical rate can be obtained through one of the following government contracts;
Sourcewell: This membership gives the county competitive purchasing power on a wide variety
of products and services to include construction, fleet, roads, public safety, facilities etc. You can
browse the website to view contractors and products. Contact Procurement department for more
specifics.
Washington State Department of Enterprise Services: As a county government we are allowed
to participate in the Washington Statewide purchasing contract.
• US General Services Administration: GSA Purchasing is a centralized procurement area for the
federal government, GSA offers products, services, and facilities needed by federal agencies for
serving the public.
4.6 Receiving New Vehicles
The Fleet Services Manager or designated appointee will contact the department or office receiving the
new asset to schedule a pick-up time. This will ensure the Fleet Services Division has sufficient time to:
get any license work done; schedule and complete the necessary upfit; and inspection of the asset
before putting it into service. The Public Works Accounting Division will submit the asset documentation
to the Lewis County Auditor's office and the Fleet Services Manager will initiate a vehicle record in the
Fleet Management program.
4.7 Surplusi7g Vehicles
The County's standard business practice shall be to surplus vehicles on a regular schedule as defined in
this plan. As a vehicle approaches the end of its designated life cycle, final disposition becomes a
managerial decision based on a combination of factors. Each vehicle must be considered individually in
terms of reliability, maintenance, safety, and salvage value. Adequate record keeping, and analysis of
Page 7 of 9
P.33
Lewis County Equipment Rental and Revolving Fund Policy Adopted: September 2V23
vehicle costs are very important to timely and effective disposition. The Fleet Services Manager will
review all pertinent vehicle information and work with department/office managers \inmaking final
vehicle disposition decisions. Once a final decision Is made to remove a vehicle from the fleet, the
method of disposal must be identified, the timing of disposition determined, and decommissioning
procedures completed.
The Fleet Services Manager will work with the Public Works Director on the preparation of a list of
vehicles ready bnsurplus onanesneeded basis and present ittothe B0OCforapprpVm bzdeclare them
surp|Us.Oncaepprova|hn8beenQivanbvtha8OOC,theF|eetServicemK4anmBg[wjU000rdinutevviththe
department or office to have the vehicle delivered to the appropriate shop for decommissioning and
preparation for surplusing. Decommissioning includes removing county decals,, radios, and any other
parts that are valuable tothe county. Light bars, county decals, cages, and push bumpers shall be
removed from all law enforcement vehicles. Surplus assets will be made available to the public through a
local auction, online auction site, or other means as approved by the BOCC, Lewis County Code and
Procurement Policy, The Fleet Services Manager will work to ensure the vehicle does not goinfor
decommissioning until the replacement vehicle has been delivered and is ready to be put into service.
Revenues resulting from the sale of a vehicle shall be returned to the ER&R Fund for the specific vehicle
sold.
4.8 Transferring Vehicles
A vehicle no longer needed by one department or office may benefit another The Fleet Services Manager
may evaluate the possibility of re -assigning and/or repurposing a vehicle which a director or elected official
decides is no longer needed, For all vehicles within ER&Rthe Fleet Services Manager may use their
discretion to determine whether to re -assign any vehicle within ER&R or to another department or office,
The receiving department or office will reimburse the ER&R Fund the current book value of the transferred
vehicle, there will be no transfer of funds for a vehicle that has reached full depreciation as per this policy
and the Fleet Management Plan and Procedures. The receiving department oroffice will assume the rental
obligation and any upfit costs of the transferred vehicle. Any vehicle transfer must be approved by the
Public Works Director.
Exceptions to this plan can be made If due to some unforeseen circumstances the need arises for a new
orreplacement vehicle and onew vehicle has not been budgetedpreviously. Arequest can bmmade by
the specific director or elected official to the Public Works Director to consider utilizing one of the vehicles
on the surplus list to fulfill the Deed. This request shall be considered on a case -by -case basis and e
decision made based on what is most fiscally responsible for the County and its taxpayers.
5 Pits andOn
Pits and quarry nperation� are funded with operating capital and shall berepaid bythe Roads Fund
I --o—ckpjJe locations. Rates for the
produdsshoUbeWehah[ishadhvtheCmumtyEo@ineerendshoUberev|ewedb'nmnannum|budstoonsuve
they are still appropriate. The rates shall bedeveloped tminclude all costs associated with permitting,
production, haul, maintenance, administration, and all other costs associated with the production,
hauling, and stockpiling ofthe materials.
Page S of 9
P.34
Lewis County Equipment Rental and Revolving Fund Policy
F'lee%tSerrvic Manager
Tim Mixer
Public Works Director
County ineer
i
Tim Fife, PE
Adopted: September 2023
Page 9 of 9
P.35
Resolution: 23-303
SOCC Meeting Date., Sept. 19, 2023
1
Suggested Wording for Agenda Item: Agenda Type., Deliberation
Adopt a revised Equipment Rental and Revolving (ER&R) Fund Policy
Contact: josh Metcalf Phone: 3607402762
Department: PW - Public Works
Description:
Adopt a revised Equipment Rental and Revolving (ER&R) Fund Policy
Approvals: Publication Requirements:
Publications:
User Status
PA's Office Pending
Additional Copies: Cover Letter To:
Geoff Soderquist, Michael Kroll, Tina Hemphill
P.36