Loading...
HomeMy WebLinkAbout2004 Annual Budget IIS BUDGET City of Rmmh Washington am CITY OF REI TON irr MIA to City of Renton, Washington UT r 1`SY O OA 2004 BUDGET Acknowledgments Victoria Runkle Finance and Information Services Administrator Elaine Gregory Fiscal Services Director Sylvia Doerschel Finance Analyst Supervisor Jill Masunaga Finance Analyst III Rose Johnson Finance Analyst I DeAnna Fricke Administrative Secretary II rr Linda Parks Finance Analyst Supervisor Linda Dixon Finance Analyst II Nancy Violante Grant Account Beth Haglund Form Graphics Technician Deborah Willard Print and Mail Coordinator Cover Design NancyEllen Regier, City of Seattle Contact Renton City Hall rrr, 1055 South Grady Way Renton,Washington 98055 Phone: 425-430-6858 Fax: 425-430-6855 Website: www.ci.renton.wa.us rr This page is intentionally left blank NA W aw N Table of Contents Page im GFOA Award ix Mission Statement and Business Plan Goals x we City of Renton Mayor and City Council Photographs xi 2003 Boards,Commissions,and Committees xii-xiii Reader's Guide to the Budget xiv I INTRODUCTION Budget Message from the Mayor Financial and Operational Policies 1-1 2 BUDGET AT A GLANCE The Budget Process 2-1 Table 2-1. Schedule of the Budget Process 2-3 Financial Structure 2-4 Table 2-2. The Total Budget for 2004 2-7 Table 2-3. Revenue Detail Over Time 2-8 Figure 2-1. Fund Groups 2-9 to Figure 2-2. Employment History- City of Renton 2-10 2004 Increases to Staffing- 8.1 FTE Increase 2-10 Table 2-4. Expenditure Over Time 2-11 Economic Overview 2-12 3 OPERATING BUDGET irr Introduction 3-1 Table 3-1. Staffing Comparison by Department 3-2 Table 3-2. Operating Budgets, Capital Improvements, and Designated Expenses 3-4 Legislative 3-7 Mission Statement 3-7 Division Core Services 3-7 Table 3-3. City Council Members and Committees 3-7 Figure 3-1.Legislative Overview 3-8 Figure 3-4.Position Listing-Legislative 3-10 Administrative,Judicial,and Legal Services 3-11 Mission Statement 3-11 Division Core Services 3-11 Figure 3-2.Administrative,Judicial, and Legal Services Overview 3-13 Major Department Changes for 2004 3-14 Mayor's Office 3-15 1W City Clerk 3-19 City Attorney 3-21 Hearing Examiner 3-23 10 Court Services 3-25 iii d Table of Contents(continued) Page 3 OPERATING BUDGET(continued) Table 3-5.Administrative,Judicial, and Legal Services Performance and Workload Indicators 3-27 r Table 3-6.Administrative,Judicial, and Legal Services Position Listing 3-28 ;i Economic Development,Neighborhoods,and Strategic Planning 3-29 Mission Statement 3-29 Division Core Services 3-29 W Major Department Changes for 2004 3-31 Figure 3-3. Economic Development Overview 3-32 Table 3-7. Economic Development Performance and Workload Indicators 3-33 Table 3-8. Economic Development, Neighborhoods, and Strategic Planning Position Listing 3-34 Finance and Information Services 3-35 Mission Statement 3-35 Division Core Services 3-35 Figure 3-4. Finance and Information Services Overview 3-36 Major Department Changes for 2004 3-37 Finance Division 3-38 Information Services Division 3-40 Table 3-9. Finance and Information Services Performance and Workload Indicators 3-43 i Table 3-10.Finance and Information Services Position Listing 3-43 Human Resources and Risk Management 3-45 t Mission Statement 3-45 Division Core Services 3-45 Figure 3-5.Human Resources and Risk Management Overview 3-46 Major Department Changes for 2004 3-47 rli Administration and Civil Service Division 3-49 Risk Management Division 3-51 Table 3-11. Human Resources and Risk Management Department Performance and Workload Indicators 3-53 Table 3-12. Human Resources and Risk Management Position Listing 3-53 Police Department 3-55 Mission Statement 3-55 Division Core Services 3-55 Figure 3-6. Police Department Overview 3-57 Major Department Changes for 2004 3-58 Administration Division 3-60 Patrol Operations Division 3-62 Patrol Services Division 3-64 Investigation Division 3-66 Administrative Services Division 3-68 �s iv a& to Table of Contents(continued) Page 3 OPERATING BUDGET(continued) Staff Services Division 3-70 ON Auxiliary Services Division 3-72 Table 3-13. Police Department Performance and Workload Indicators 3-74 Table 3-14.Police Department Position Listing 3-75 No Fire Department 3-77 Mission Statement 3-77 sr Division Core Services 3-77 Figure 3-7. Fire Department Overview 3-78 Major Department Changes for 2004 3-79 to Administration Division 3-82 Emergency Response Division 3-85 iter Prevention Division 3-88 Training Division 3-91 Disaster Management Division 3-94 ift Table 3-15.Fire Apparatus by Station 3-97 Table 3-16. Fire Apparatus by Vehicle 3-97 Table 3-17. Fire Department Performance and Workload Indicators 3-98 Table 3-18. Fire Department position Listing 3-99 Community Services 3-101 Mission Statement 3-101 Division Core Services 3-101 Figure 3-8. Community Services Overview 3-103 Major Department Changes for 2004 3-104 Administration Division 3-106 Facilities Division 3-108 Parks Division 3-110 Parks Division-Maplewood Golf Course 3-113 Recreation Division-Recreation Services 3-115 Recreation Division-Renton Community Center 3-118 Recreation Division-Renton Senior Activity Center 3-121 Human Services Division 3-123 as Library Division 3-127 Table 3-19. Community Services Performance and Workload Indicators 3-129 Table 3-20. Community Services Position Listing 3-131 No Planning/Building/Public Works 3-137 Mission Statement 3-137 to Division Core Services 3-137 Figure 3-9.Planning/Building/Public Works Overview 3-139 Major Department Changes for 2004 3-140 to Administration Division 3-143 v to a Table of Contents(continued) Page 3 OPERATING BUDGET(continued) Development Services Division 3-146 Maintenance Services Division 3-149 Transportation Systems Division 3-152 , Utility Systems Division 3-155 Table 3-21. PlanningBuilding/Public Works Department Performance and Workload Indicators 3-159 Table 3-22. Planning/Building/Public Works Position Listing 3-161 Other City Services 3-167 Mission Statement 3-167 Figure 3-10. Other City Services Overview 3-167 Major Department Changes for 2004 3-169 4 DEBT SERVICE Introduction 4-1 Figure 4-1. Debt Margin Availability 4-1 Table 4-1. Projected Limitation of Indebtedness for General Purposes City and Overlapping Tax Rates, and Property Tax Revenue 4-2 Figure 4-2. Property Tax Allocation Among Overlapping "Jurisdictions"-2004 4-4 Table 4-2.Long-Term Debt 4-5 1 Table 4-3. Debt Service Requirement to Maturity Long-Term Debt Summary as of December 31, 2003 (Dollars in Thousands) 4-6 Figure 4-3. Limited Tax General Obligation Debt Through 2010 4-7 Table 4-4.Limited Tax General Obligation Debt Per Capita 4-7 Table 4-5. Outstanding Debt 4-8 Limited(Nonvoted)Tax General Obligation Debt 4-10 Unlimited(Voted)Tax General Obligation Debt 4-12 t Certificates of Participation 4-13 Revenue Bonds 4-13 Public Works Trust Fund Load Debt 4-14 5 CAPITAL IMPROVEMENT PROGRAM Capital Improvement Program 5-1 Table 5-1. CIP Financial Participation 5-2 Table 5-2.Acquisition Expenditures(in thousands of dollars) 5-3 Table 5-3. Development Expenditures(in thousands of dollars) 5-3 v Table 5-4. Major Maintenance Expenses(in thousands of dollars) 5-3 Table 5-5. Cost of Regulatory Compliance(in thousands of dollars) 5-3 Table 5-6. Summary of Administration CIP Projections 5-4 Table 5-7. Summary of Community Services CIP Projections 5-6 Table 5-8. Summary oj'Transportation CIP Projections 5-8 Table 5-9. Summary oj'Renton Airport CIP Projections 5-12 Vi trr Table of Contents(continued) Page 5 CAPITAL IMPROVEMENT PROGRAM(continued) Table 5-10. Summary of Maplewood Golf Course CIP Projections 5-14 Table 5-11. Summary of Water Utility CIP Projections 5-16 Table 5-12. Summary oj'Wastewater Utility CIP Projections 5-18 Table 5-13. Summary of Surface Water Utility CIP Projections 5-20 6 BUDGET BY FUND Budget by Fund 6-1 r Table 6-1. New Revenue Budget Comparisons by Fund,All Funds 6-2 Table 6-2. Committed Expenditures Budget Comparisons by Fund,All Funds 6-3 Table 6-3. Fund 000, General Fund 6-5 Table 6-4. Fund 007, Parking Garage Maintenance Fund 6-6 Table 6-5. Fund 101, Park Fund 6-7 Table 6-6. Fund 102,Arterial Street Fund 6-8 Table 6-7. Fund 103, Street Fund 6-9 Table 6-8. Fund 104, Community Development Block Grant Fund 6-10 Table 6-9. Fund 106, Library Fund 6-11 Table 6-10.Fund 110, Hotel/Motel Fund 6-12 Table 6-11. Fund 118, Reserve for Paths and Trails Fund 6-13 Table 6-12. Fund 125, 1 Percent for Art Fund 6-14 Table 6-13. Fund 127, Cable Communications Development Fund 6-15 Table 6-14.Fund 131, Park Memorial Fund 6-16 Table 6-15. Funds 201120712121215, Limited Tax General Obligation Bond Funds 6-17 Table 6-16. Funds 201,Limited Tax General Obligation Bond Fund(City Hall) 6-18 Table 6-17.Fund 207, Limited Tax General Obligation Bond Fund(Senior Center) 6-19 Table 6-18.Fund 212, Limited Tax General Obligation Refunding Bonds Fund (City Shops) 6-20 Table 6-19.Fund 215, General Governmental Miscellaneous Debt Service Fund 6-21 am Table 6-20.Funds 2131219, Unlimited Tax General Obligation Bond Funds 6-22 Table 6-21. Fund 213, Unlimited Tax General Obligation Refunding Bond Fund (Coulon Park) 6-23 No Table 6-22.Fund 219, Unlimited Tax General Obligation Bond Fund(Senior Housing) 6-24 Table 6-23.Fund 220, L.LD.Debt Service Fund 6-25 Table 6-24. Fund 221,L.I.D. Guaranty Fund 6-26 `o Table 6-25.Fund 301, Garage Capital Improvement Project Fund 6-27 Table 6-26.Fund 303, Community Development Impact Mitigation Fund 6-28 io Table 6-27. Fund 304, Fire Impact Mitigation Fund 6-29 Table 6-28. Fund 305, Transportation Impact Mitigation Fund 6-30 Table 6-29. Fund 306,Leased City Properties 6-31 i1r Table 6-30.Fund 307,Aquatics Center 6-32 Table 6-31.Fund 316, Municipal Facilities Capital Improvement Fund 6-33 as Table 6-32. Fund 317, Transportation Capital Improvement Fund 6-34 Vii im r Table of Contents(continued) Page 6 BUDGET BY FUND Table 6-33. Fund 401, Waterworks Utility Fund 6-35 " rrl Table 6-34. Fund 402,Airport Fund 6-36 Table 6-35. Fund 403, Solid Waste Utility Fund 6-37 Table 6-36. Fund 404, Municipal Golf Course System Fund 6-39 Table 6-37. Fund 421, Waterworks Utility Construction Fund 6-40 Table 6-38. Fund 424, Municipal Golf Course System Capital Improvement Fund 6-41 ' Table 6-39. Fund 451, Waterworks Revenue Bond Fund 6-42 Table 6-40. Fund 461, Waterworks Bond Reserve 6-43 Table 6-41. Fund 471, Waterworks Rate Stabilization Fund 6-44 Table 6-42. Fund 501, Equipment Rental 6-45 Table 6-43. Funds 5021512,Insurance Funds 6-47 Table 6-44. Fund 502,Insurance Fund 6-48 Table 6-45. Fund 512, Insurance, Healthcare Fund 6-49 Table 6-46. Fund 601, Firemen's Pension Fund 6-50 7 DETAILS Details 7-1 Table 7-1. Revenue Detail,All Funds 7-2 Table 7-2. Expenditure Detail,All Funds 7-3 Table 7-3, 2004 Revenue, Expenditures, Fund Sources,All Funds 7-4 8 APPENDIX Appendix 8-1 Table 8-1.Largest Taxpayers 8-2 Table 8-2.Principal Employers 8-2 Figure 8-1. City of Renton Full-Time Employee(FTE)Staffing Levels per 1,000 Renton Citizens 8-3 Figure 8-2. 2003 Comparison of Renton Taxes and Rates 8-4 Table 8-3. Index of Positions and Pay Ranges-Elected Officials, Management, and Nonunion Supervisory 8-6 Table 8-4.Index of Positions and Pay Ranges-Local 2170 8-9 Table 8-5. Index of Positions and Pay Ranges-Fire Department, Commissioned Officers 8-12 Table 8-6. Index of'Positions and Pay Ranges-Police Department Commissioned Officers 8-13 Table 8-7. Index of Positions and Pay Ranges-Police Department Non-Commissioned Officers 8-14 Table 8-8. Hourly Nonregular Salary Schedule 8-15 Did You Know? 8-16 General Information 8-18 Budget Glossary 8-19 Viii 1 GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budg et Presentation A ward PRESENTED To ' City of Renton Washington For the Fiscal Year Beginning January 1,2002 President Executive Director The Government Finance Officers Association of the United States and Canada (GFOA)presented an award of Distinguished Budget Presentation to the City of Renton 1 for its annual budget for the fiscal year beginning January 1, 2002.In order to receive this award,a government 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 communication device. The award is valid for a period of one year. We believe our current budget continues to conform to program requirements, and we will submit ' the final 2003 Budget to GFOA to determine its eligibilityfor another award 1 ix CITY OF T_ ry VISION Renton: A world-class city where people choose to live, work, and play MIS SIGN �'"�"1;;.. The City of Renton, in partnership with residents, businesses, and schools is dedicated to: - Xm,.. WIN • Providing a healthy atmosphere to live and raise families •ws � rt ' > Encouraging responsible growth and promoting economic vitality •Creating a positive community work environment •Meeting service demands through innovation and commitment to excellence 11 2009 BUSINESS PLAN GOALS �• Promote citywide economic development f > Continue aggressive redevelopment efforts downtown • Facilitate quality development of waterfront land • Recruit and retain businesses to ensure a diversified employment base • Transition surplus industrial properties to their highest and best use Promote neighborhood revitalization ^ Create a more viable business district in the Highlands • Support the vitality of neighborhoods through community involvement and improved infrastructure • Ensure quality development in South Renton Promote the City's image in the community and region > Broaden the City's marketing efforts through expanded partnerships • Encourage all City employees to promote Renton's image through service delivery • Build physical amenities that enhance quality of life Meet the service demands that contribute to the livability af, g of the community • Maintain quality City infrastructure,amenities,and services ' • Provide services more efficiently through partnering, innovation,and outcome management and communicate those efficiencies to the public Support productivity through training,tools,and technology , Influence regional decisions that impact the City /r - Aggressively pursue transportation and other regional improvements and services that benefit Renton ' > Respond to transfer of service responsibilities, annexation requests, and other agreements in ways that benefit Renton R E N T O N • Actively oppose unfunded mandates and other ' proposals that negatively impact Renton "",\D OF I III ' U R V X ar Mayor of City of Renton Kathy Keolker-Wheeler IIS Renton City Council From left to right: Marcie Palmer, Don Persson, Terri Briere, Denis Law, Dan Clawson, Toni Nelson, and Randy Corman i 1 x; 2004 Boards, Commissions, and Committees Group Name and Members Location Day Time Board of Adjustment Council Chambers 4th Wednesday 7:30 p.m. Jay Wallace, Mark Rigos, George Feighner, Ralph Evans, Steve Maxwell, Wayne Jones, James H.Jacques Civil Service Commission 7th Floor HR Conference Room 4th Tuesday 4:30 p.m. William Larson,James Phelan, Randall Rockhill, Ricahrd Fisher, and James Matthew Board of Ethics 7th Floor HR Training Room As Necessary 5:30 p.m. Gerry Marsh, Pastor Bonnie Chandler-Warren, Vacant(Mr.Holt's term expired 12131/02), Rosemary Parris*,and Joy Poff Firemen's Pension Board Mayor's Conference Room 3rd Wednesday 10:00 a.m. r Mayor Kathy Keolker-Wheeler, Randy Corman, City Council, Bonnie Walton, City Clerk*, Ray Barrilleaux, Ret.Firefighter, William Henry, Ret. Firefighter, William Larson,Ret.Firefighter Housing Authority 2900 NE 10th St 2nd Monday 9:00 a.m. Phillip Beckley, Kay Johnson, Gerald Marsh,Joyce Nakashima, Lawrence Wood, Maxine Anderson(6th member)and Thomas Tasa-Housing Director* , Human Services Committee Conference Room 511 3rd Tuesday 3:00 p.m. Cristen Baca, Rolf Dragseth, Margie Albritton,Alice Watson-Campbell, Carol Chappelle*, Janet Bertagni, Pamela Wilson, Laura Brock, and Robin Jones Human Rights Commission 7th Floor HR Conference Room 2nd Monday 6:30 p.m. Vacant(Edythe Gandy resigned), Vern Nicols,Antonio Cube, Sr., Lari White, Charles Thomas, Glenda Williams, Sandel Demastus Leoff Board 7th Floor HR Conference Room 4th Tuesday 9:00 a.m. Toni Nelson, City Council, Denis Law, City Council, Richard Anderson, Police, Robert Deines, Fire,Jim Phelan, Member-at-Large Library Board Highlands Library 2nd Wednesday 10:00 a.m. Gene Craig-President, Vacant(Cynthia Colombi resigned), Lynne Shioyama, Secretary, Ken Ragland, Connie Sholdra, V-President Park Board Conference Room 511 2nd Tuesday 4:30 p.m. Cynthia Burns*, Troy Wigestrand, Ralph Evans, Michael O'Donin, Ron Regis, Timothy Searing, Majorie Richter Municipal Arts Commission** 7th Floor Council Conference Room 1st Wednesday 8:00 a.m. Gifford Visick,Jeremy Chambers, Vacant(Paul Webb resigned), Diana Hagen,Jerri Everett, Michael O'Halloran*, Elenaor Simpson Doug Kyes,Nancy Hoben, Renne Saling, Edythe Gandy, Vacant(Ava Hammond removed) Nishiwaki Sister City Advisory committee*** 7th Floor Council Conference Room 2nd Tuesday 4:30 p.m. Roger Richert*, Vacant, (Sylva Coppock resigned), Steve Dobson, Wyman Dobson, Larry Rude, ' Richard Morris, Betty Vaughn, Becky Gibbs, Ray Sled, Sonja Mejlaender, and Julie Brewer Planning Commission**** Council Chambers 1st/3rd Wednesdays 6:00 p.m. Natalie Dohrn, Eugene Ledbury, Ray Giometti, Rosemary Quesenberry,Jerrilyn Hadley, Vacant(Eric Cameron resigned), Gerraldine Jacson Senior Activity Center Advisory Committee Senior Activity Center 1st/3rd Mondays 10:00 a.m. Dinty Moore,Ernie Scott, Fern Ziebell, Secretary, Ben Cheney, Chair*, Madeline Donckers, Dick Tarasuk, Margie Conchran-Reep, Helen Frick, Elaine Koehler, Mary Ann Ellingson, Treasurer, Mary Burns-Haley, Edie Mae Lawyer, Rose Warren, Vivian Pappas,Louise Bertozzi +rte * Chair/contact ** No meeting in August *** No meetings in July and August **** Reduced from 9 to 7 members in 2002 Updated Jan 23 2004 zii Boards, Commissions, and Committees Group Name and Members Location Day Time Airport Advisory Committee 7th Floor HR Training Room 1st Tuesday 5:30 p m Kennydale Neighborhood-Vacant(Marcie Palmer resigned), Marleen Mandt Highlands Neighborhood-Philip Beckley, Michael O'Halloran Talbot Hill Neighborhood- Vacant North Renton Neighborhood-Marjorie Richter, Beverly Franklin ar South Renton Neighborhood-Robert Moran, Glenn Reynolds West Hill Neighborhood-Vacant ..� Renton Hill/Monterey Terrace-John Giuliani, Sr., Michael Shultz Airport Leaseholders-Allan Blake, Kurt Boswell,Howard Wolvington, Michael Rice Airport-at-Large-Diane Paholke, Michael Rogan, Kenneth Whitfield, Greg Garner The Boeing Company-Jan Fedor Aircraft Owner's and Pilot's Associations-Vacant, Karen Stemwell 1 1 t 1 1 ! Updated Jan 23 2004 ' xiii Readers Guide To The Budget ' The following Reader's Guide lists each major section of this document in the order that it appears and provides a brief description of what you will find in that section. Please refer to the Table of Contents for specific section locations and content details. Section 1: Introduction The Introduction presents the Mayor's budget message. His letter articulates ' City initiatives and issues for the 2003 Budget. Following this are the Financial and Operational Policies. Section 2. Budget at a Glance ' Here we present a condensed view of the budget, covering everything from a summary of the budget process to a brief economic overview. And in between , we provide summaries for fund types, department expenditures and employment history, new program decisions, and revenue sources and levels. Section 3: Operating Budget ' In this, the longest section, we present budget information organized by department an division. Each department, and each division within that department, presents its mission statement, core services, expenditures budget, staffing levels, and funding decision. The last subsection, labeled Other City Services, provides for miscellaneous services that benefit all the City department, such as the insurance fund. Section 4: Debt Services In a look back at what we've achieved, we offer an extensive overview of renton's debt program. It includes financial data on debt limitations, property tax rates and revenues, long-term debt service requirements, and a schedule of the City's overall outstanding debt. Section 5: Capital Improvement Program (CIP) , This project listing provides a summary of the six-year CIP plan. We list projects by activity and by managing department. , Section 6: Budget by Fund We begin with the expenditure budget comparisons by funds. Next is a display for each fund's revenue, expenditures, and fund balance that compares current program levels with those of past years. Xiv to kr Section 7: Details In order to best summarize specific information for some of our tables, we had to compress them and delete some associated details. Here we jim are providing the expanded tables complete with their related details. Section 8: The Appendix im In this appendix,we provide selected demographics,economic statistics, an index of salaries and pay ranges, and some general information about the City of Renton. We have also included here a glossary of commonly iN used budget terms. ift Budget Detail The Annual Detail Budget is issued as a separate document to support this budget. It provides actual and budget revenue and expenditures by account number, by year. XV This page is intentionally left blank .. 1 xvr JJF # �r �4 { { Y� R{Y 2004 Introduction ! Ila ! r r ! ! aw ! ! r �k, °� City of Renton,Washington BUDGET t � ! 1 1 1 1 1 1 1 1 1 1 ow & CITY OF RENTON MAU Mayor Kathy Keolker-Wheeler r r January 1, 2004 f Dear Citizens and Councilmembers: The 2004 Budget presented by our past Mayor and adopted in December 2003 by the City Council, of which I was a member, represents a sound budget. It maintains current levels of service to citizens and provides a small surplus of savings from 2003. As the Council reviewed the previous Mayor's final budget last year, we understood that it was a %W status quo plan. The Council made only three changes to the proposed 2004 Budget, all in capital budgets. The first change set aside $95,000 to begin the development of a plan for the area known as the Narco property, located across the Cedar River from our Community Center. We realized that the opening of the Aquatic Center, combined with numerous other summer activities, would place new pressures on our Community Center space. However, as a member of the Council, and now as Mayor, I agree that we need to begin planning for parks in a more comprehensive manner. Therefore, this $95,000 will remain as a reserve in the 2004 Budget until the Council and I talk more about our overall park needs and our city policies with regard to our park system. The second change was to reserve the $2.2 million in mitigation monies that King County is paying the City for performing work at the wastewater treatment plant located within our city limits. The County is altering the plant to generate electricity from the methane gas produced by treating the waste. This is a very interesting idea, but will translate into a utility tax reduction of over $150,000 annually for the City's general fund. The proposed Budget recommended that $2.2 million be dedicated to street and sidewalk improvements. Until the Council has the opportunity to discuss the use of these monies, this $2.2 million will remain in reserve. The third and final change was adding $1.5 million to the Transportation Capital Fund for the purpose of beginning to plan for streets in the south end of Lake Washington. This property, scheduled to be surplused by The Boeing Company, has been used for parking and factory use. There are no public streets and little other infrastructure in this area. In order to maximize the opportunity for development, the City agreed to invest in the infrastructure. This $1.5 million will permit us to begin planning for streets in this area so that we are ready to help developers access this site. This effort is already underway. No new programs were added to the 2004 Budget. While the City currently has a sound financial base, we know that another property tax initiative is pending. If passed, it will reduce the City's general governmental revenues by $5.2 million and force us to make unprecedented changes to our service levels. I am very mindful of this possibility as we proceed with discussions about available fund balance allocations. 1055 South Grady Way-Renton,Washington 98055-(425)430-6500/FAX(425)430-6523 R E N T O N Ir ®This paper contains 50%recycled material,30%post consumer AHEAD OF THE CURVE I look forward to continuing to provide the outstanding services to our citizens that we have delivered over the past twenty years during my service as a councilmember. Through collaboration, community involvement, and synergy, I have confidence that we will successfully �. meet the challenges before us. We will build on our solid foundation and rise to the next level. Sincerely, Kathy Keolker-Wheeler Mayor .. VW t A 6RCITY OF RENTON Mayor Jesse Tanner November 1, 2003 Dear City Councilmembers and Citizens: With this budget, our City makes a transition from one Administration to another. We are fortunate that this Administration's final budget will be carefully considered and adopted by a `r City Council with one member who will ultimately assume this office and provide leadership for our City. The order and continuity that is built into our system of government has the outgoing Administration and Council setting the budget and policy direction that the new Administration will use to govern during its first year in office. Over the past eight years I prepared - and you adopted - budgets with conservative revenue estimates and spending plans. Too many of our neighboring cities built budgets that could not be sustained, and we are watching them reduce their expenditures now to meet their revenue estimates. We knew the extraordinary economic growth of the past eight years could not continue indefinitely. Thus, since 1996, we have developed sustainable budgets. Each year, this strategy left us with fund balances, which we have used to fund one-time capital improvements. This strategy of living well within our means has helped us find the necessary dollars to invest in our downtown core. First, we invested in property left vacant by the relocation of auto dealers to our automall area adjacent to 1-405. On some of that property, we built a park, the Piazza. We augmented that open space with a new downtown facility, the Pavilion Building, which when completed in December, will provide many future private and public opportunities for the community to meet in downtown. We used some of our property to build one of the first high quality transit centers outside of Seattle. We built the downtown Parking Garage to provide parking capacity for transit center users, to supplement the Pavilion parking, and to provide parking for downtown core area uses. We have already reaped benefits from the garage with its use on Tuesday Market events and other downtown celebrations. We invested in the Renton School District's IKEA Performing Arts Center, which will bring people to our downtown core for special events such as the Jalisco Week celebration we had in September. Finally, we completed a Veteran's Memorial Park, utilizing ideas and financial support from many individuals to recognize those who served this nation. All of these improvements translated into setting a foundation, which the private sector enhanced. Leveraging our investment in the downtown property, private developers built 292 new multi-family housing units in our downtown core. With the move of our largest downtown retailer, McLendon's Hardware, to our largest empty retail space along Rainier Avenue, more housing and retail businesses will grow into the downtown core. Having McLendon's remain in our City in a prominent location is a positive accomplishment. Freeing up the current space in the downtown is also a plus. McLendon's property is a prime location near the river, and we already have developers interested in the land. 1055 South Grady Way-Renton,Washington 98055-(425)430-6500 J FAX(425)430-6523 RENT O N AHEAD OF THE CURVE This paper contains 50%recycled material,30%post consumer By the end of the year our new Aquatic Center will be completed and will be a marvelous facility, including a wave action machine, lazy river, and interactive play equipment. This new Aquatic Center, combined with the Community Center, the improved Skateboard Park, ball fields, and Library, all in the same area, defines the district as very family-oriented with an emphasis on youth activities. Over the past eight years we have supported neighborhood groups through our Neighborhood Program, which has matched over $150,000 of neighborhood investment for gateway signs, �. newsletters, and picnics for citizens and neighbors to meet each other. Neighborhood involvement translates into interested citizens, safer streets, and a connection between our citizens and their government. Taw Over the past few years, The Boeing Company has dramatically decreased the amount of property it owns and leases in our City, and the number of employees who work in our City. In prior years, City revenues would have had a corresponding downward spiral with these reductions. However, because of our successful economic development program, we have diversified our economic base and now are impacted less by Boeing business cycles. Our revenues have remained stable or have increased. However, The Boeing Company and its divisions are still a major presence and force in our community, and it is imperative that we continue to work with them as they plan future consolidation moves, and surplus additional property. Over the last year we have devoted an enormous amount of time planning for the large block of land owned by The Boeing Company. I have already presented my vision for this area to you. I see great possibilities that, if taken advantage of, will strengthen Renton's position of preeminence in this region well into this century. We can position ourselves through proper land use and zoning to take advantage of new and expanding industries, businesses, and employment opportunities that will help to maintain the quality of life in this community that truly makes us a world class city. .. As we have done with other areas of the City, we will need to invest in infrastructure in this area to help aid its redevelopment. My staff continues to work diligently with Boeing representatives .. on the specifics of infrastructure improvements, but I believe we will need to set aside $1.5 million from unallocated balances in the 2004 budget to jump start arterial street and utility improvements in the area. Overview This last budget is no different than previous ones, as it is also based on conservative revenue ... estimates and expenditures. I am proposing total expenditures of $145,700,500 in 2004. In addition, we will be setting aside appropriate reserves, for a total budget of$147,093,300. This is a 2.3 percent increase over our 2003 total budget. Of this total, $65,990,600 is for general - governmental purposes, including setting aside $70,000 for 2004 costs to maintain the new Parking Garage. This budget is 2.9 percent above the 2003 Budget. This is a very small increase, given that the General Governmental budget is where most of our operating staff costs w. are budgeted. up r Revenues. Building a budget begins with an analysis of our revenues. If we do not have the S, money to pay for services, then we must look to expenditures, because the City has limited options to generate more revenue. Our general operating needs are met through four basic areas: property, sales, and utility taxes, and charges for services. Our water, sewer, surface water, and IM solid waste needs are met through charges for services. Property taxes meet over 30.0 percent of our general government needs. As the Council is 6W aware, 2004 will be the second year the City has operated under the 1.0 percent limitations of I- 747. Under this statute, we are restricted from collecting more than a 1.0 percent increase in revenues from our regular levy each year. However, we are allowed to receive property taxes on w new construction over and above this 1.0 percent limitation. This source of revenue is surpassing all expectations. In 2004 the City will have a total assessed valuation of$6.2 billion, a 5.0 percent increase over last year. Of this total, a record $285 million is added from new ow construction, an astounding total. This is over $100 million higher than any amount we have ever added to the base in any given year, including the new construction for the Boeing Commercial Airplane Headquarters. 1W This new construction valuation will add over $907,000 of one-time monies to our revenue base. Again, because of the 1.0 percent levy limitation, we can add only 1.0 percent of this amount to our on-going levy. We are recommending we spend $450,000 of this amount on technology—as we have always done in the past. We are leaving the balance of over$450,000 for the Council to appropriate. The 1.0 percent limitation will result in a lower property tax rate. As illustrated in the following graph, over the past eight years our general property tax levy rate has decreased from the legal limit of$3.60 per $1,000 of Assessed Valuation (AV) to $3.16 per $1,000 of AV. This is a 12.0 percent decrease. Some of this decrease was due to the 1.0 percent limitation. However, prior to that, we began to lower this levy in an effort to make the City more attractive to home seekers "' and businesses. 3.6 r' 3.5-- 3A 3.3- 3.2- 3.14 .33.23.1 ■Property Tax Rate 3 6, 2.9 1995 1997 2000 2002 2004 bw Sales taxes also demonstrate our efforts in economic development. In the first six months of the year, the health of Renton businesses was stable,but not improving over 2002 when our sales tax rw receipts were actually lower by 1.2 percent from the previous year. Beginning with June sales, we began to see an increase from increased consumer purchases. As of October, our 2003 sales tax revenues are 5.0 percent higher than in 2002. This is remarkable in that we had expected •' Fry's Electronics to open earlier than their late August opening. Further, we assumed Sam's 60 40 r Club was beginning construction in March instead of May. Our revenues in the first six months of the year were actually doing fairly well. Since June, the growth has been much better than we we expected. Our 2004 sales tax estimates remain conservative. We continue to see layoffs at Boeing. r Interest rates are expected to increase in 2004. While these increases will likely be in small increments, they will quickly impact car and home sales. We are still in the midst of a jobless economic recovery. While we are gaining from the opening of Fry's Electronics and Sam's Club • in 2004, we are losing revenues from the relocation of Multiple Zones to Auburn in 2004. Finally, we must be extra vigilant in monitoring State actions that could impact our resources— particularly our sales tax collections. The proposal to change the source of sales tax collection and distribution from where the sale takes place to where the goods are delivered will translate into an annual loss of more than $1.2 million for the City of Renton. This means we would lose revenue equivalent to that received by one or more of our larger "Big Box" retail stores. Thus, our estimates "err" on the side of caution. We are recommending some small increases to boat launch fees, ball field lighting fees, and golf green fees on 18-hole play. I have referred previously for your consideration increases in certain utility impact fees. While I have also presented information on utility rates for your consideration, I am not recommending utility rate increases in this budget. Our projections for other revenue sources do not raise significant concerns, with the exception of electric utility and gambling taxes. Electric utility taxes are diminishing quickly because of the Washington Utilities and Transportation Commission's decision to permit Boeing to purchase their electricity from the open market and exempt them from paying utility tax on this purchase. This is costing the City approximately$500,000 in lost tax revenue annually. Gambling taxes are lower than expected by $200,000 and we believe this is a reaction to both the general economic conditions and to the fact that these establishments must compete with the casinos located on tribal lands. One of the larger Indian casinos is a mere twenty miles from our City, and is significantly larger than the card rooms permitted by State law. All other resources are expected to be at least equal to our original 2003 estimates. In recent years, Renton has had stronger population growth than the four-county Puget Sound economy, as r► well as stronger rates of new home construction. In the past five years, Renton's average population growth has been 3.0 percent annually. This compares to only 1.1 percent for the entire Puget Sound area. In the past year, Renton's population growth has been 2.0 percent as compared to a mere 0.7 percent for the region. We expect growth to continue. Expenditures. When developing our expenditure estimates, we analyze two things: the costs of the current staff and current program costs, and redeployment of the staff and other current resources to program priorities. Once these costs are analyzed, we then may begin to consider additions to or new programs and/or projects. .. We are a business of service provision, and staff costs are our greatest expenditure. With the cost of living increase and regular changes to salaries, the total salary costs will increase by $1.9 r r +r 1W million or 4.7 percent. Like the rest of the nation, we are struggling under the ever-increasing WN costs of providing health care benefits. Our employees have joined us in reviewing ways to lower these costs, and are sharing in the increased costs. Even with this positive approach, the City's 2004 Budget assumes a 10.0 percent increase in health costs. This equates to more than a aw $700,000 increase in healthcare costs alone. As stated earlier in this letter, despite these increases in employee costs, the overall general budget increase is just 2.9 percent, which reflects our significant attempt to create as many operating efficiencies and budget savings as possible •• within our current programs. These changes are highlighted in the detail section of the budget. While we have no new programs, we continue to meet ever-changing needs. My 2004 Budget ow includes monies to open and operate the new Aquatic Center without any changes in our other aquatic programs. We will generate approximately $550,000 in fees, and this revenue will help meet the operational costs of all our aquatic programs. .. The changes we made to the jail operations, using Yakima County instead of King County as our long-term inmate facility, will save us $100,000. My budget recommends we leave these dollars +r in the Police Department to meet the increased overtime costs of providing concentrated security at the Downtown Transit Center and other downtown locations. Opening the new police substation in the parking structure in 2004 will augment this effort. Im We have been working with our partners in Emergency 911 service provision. We scrutinized the Valley Communications Center budget the same way we did our own budget, with the resulting outcome that we have implemented budget principles, processes, and a format that will better serve as a management tool in the future. There is more work to do but, through this process, we were able to identify reserves over and above those required for Valley Comm's continued operations that have been designated to pay for the debt service on the new building for 2004 — and likely for 2005 and 2006. This will result in a reduced direct cost to the City's budget for the next three years. .. My recommendation included in this budget is to dedicate some of the monies that would have to been required for this debt service, coupled with other one-time revenues, to complete our wireless communications network. This network, using 802.11 technology, permits Police and Fire officers to access the City's network in the field. As the Council observed in a recent demonstration, Valley Comm's existing wireless modem system can be easily overwhelmed by the amount of data transferred from our Police and Fire records management systems. They can access their own records management systems without human intervention, and can do it more quickly because they do not have to go through as many pieces of technology. This provides �r faster and more efficient field operations. When this new technological initiative is completely finished, we will maximize its investment by providing access to street and parks crews. The 2004 investment is $500,000. The total investment in this project will be approximately $700,000, as we already have one section of the City on 802.11 at the present time. As referenced above, the 2004 Budget implements the second year of a three-year installation of our Fire Department Records Management System. This system will ultimately provide our fire emergency response crews with much improved information while enroute to calls, and while r operating in the field. r. to go As you are aware, we are also receiving $2.2 million from King County for mitigation at the wastewater treatment facility. In compliance with the County's mitigation policy, we have we allocated the funds to our street and sidewalk systems. We will add $500,000 to our reserves to improve Strander Boulevard, thus placing nearly $1.5 million in this account. We will also dedicate $1.2 million to State Route 169 Improvements, thereby demonstrating to the State and .r the region our resolve to improve that corridor. Sidewalks and walkways will receive over $300,000 of these funds and the remainder will be used for our Arterial Rehabilitation Program. • The 2004 Budget includes over $800,000 for capital improvements to our parks and facilities. Next year, the City will replace the playground equipment at Sunset Park and Jones Park. The Boat Launch area will have over $150,000 of improvements. The Parks Division of the r Community Services Department will resurface Springbrook Trail and the carpet at our main Library will be replaced. We will do work that is not necessarily exciting but very necessary, such as replacing the Community Center roof. The Budget also proposes $95,000 to develop a master site plan for the 57-acre open space referred to as the Narco site — named for the brick manufacturing plant formerly located on the *� property. The facility was purchased in 1993 with Open Space Funds. It is across the river from our Community Center and new Aquatic Center, and along our Cedar River Trail. The residential and commercial growth in our City has put new stresses on our developed downtown park properties, and it is now time to begin planning for its long-term use. The Future The last eight years have laid a solid foundation upon which to build the future. We began with a new City Hall. It is well used for regional meetings, and is the envy of many of our neighboring cities. We invested heavily in our downtown core. The Piazza, Pavilion Building, and Parking Garage have set the stage for more development and for new businesses. The IKEA Performing Arts Center is another asset in which we invested in a joint partnership with the School District, the private sector, IKEA, and many individuals from the Renton community. It, too, will bring people to our downtown core and add to the vitality of our City. We have built for our children. The new Aquatic Center will be a regional draw, but we are pricing it to ensure our citizens receive the greatest benefits from it. r We invested in walkways and sidewalks throughout our neighborhoods. We have provided funds for neighborhood beautification and improvement projects. We have set aside even more dollars to continue these efforts in the next years. Our streets are well maintained. Between Washington State and City funds, all of Grady Way and Lind Avenue have had major overlays in the past three years. We completed the construction of Fire Station 14 in the Valley, purchased property for the construction of a future new fire station in Kennydale, and purchased a site and completed the construction of Fire Station 12 in the Highlands. We have set aside $1.5 million to meet other potential opportunities in the Highlands in order to enrich an area that has an active neighborhood base. r r r. or We continue to dedicate over $1 million each year to the maintenance of our assets. We rw completed more athletic fields at our eastern boundary— at Ron Regis Park. We added acreage for the future development of Heather Downs Park. The County will release more park land to us to the east of our City as our city limits stretch in that direction. 1W I am extremely proud of the foundation we have laid. However, we did not complete everything. Each year there will be new challenges,but there are a few major ones that I want to highlight. We need to plan for the replacement of our Parks Maintenance Facility. Our current facility on Maple Valley Highway has many constraints, the greatest of which is that the State needs to have some of that land for their planned - and much needed — improvements to the Highway. Therefore, this facility is quickly becoming the number one capital facility that the City needs. r As mentioned earlier, we must plan for infrastructure improvements on the Boeing property. We will be able to share these costs with future developers. But, as with all economic development, the City will have to identify its willingness to invest in order to maximize the use of property. �r. The completion of the Cedar River Trail will be a major long-term investment. We have held $200,000 in reserve for this purpose, but it will be a $2 million project to connect the trail from the end of the Cedar River around Boeing property to Coulon Park. The Heather Downs property needs to be developed. Now that we have the acreage reserved for future generations, we will need to install some playground equipment, walkways, open play areas, and other improvements on the property. An unfortunate incident allowed us to replace the Highlands Community Center. However, the North Highlands Community Center also needs to be replaced. It is extremely substandard, and is greatly needed by this very important community. Ball field lighting needs to be expanded. We do generate some income from this activity, which continues to grow as King County reduces its recreation programs. It is a need we continue to have. Technological investment will not stop. We have been fortunate enough to find a minimum of °' $1 million a year to meet technological demands. We have met our needs with cash — some cities borrowed for their investment. The greatest challenge before the City in this area is aw records management for the entire City. That will be another multi-million-dollar system. Over the past eight years we have fully funded the Equipment Rental Fund with one exception— aw dollars set aside for the replacement of fire engines and a ladder truck. These are major replacement costs. A new fire engine will cost more than $400,000. Our current fleet is on an eight-year replacement cycle for front line vehicles. With the construction of Fire Station 12 and Im the purchase of land for Fire Station 15, we made a decision to extend the replacement cycle to ten years for front line vehicles. Our maintenance analysis indicates that this should not effect our operations. But we do have to plan for replacement of at least one and possibly two vehicles or r. in 2005. However, if our economic development efforts continue to be successful, the fire mitigation fund should be able to pick up the major portion of these costs. Even with these challenges, I think the economy is holding well. We learned of the additional dollars from new construction after the budget was established. We began to see the increase in Sales Tax and Real Estate Excise Tax over the past four months. This will leave the City in a very healthy position. I realize there are growing operational needs, particularly in the area of public safety. Therefore, as the Council reviews the budget, and the additional dollars are identified, I would not be opposed, if the newly elected Mayor also concurs, to adding some public safety positions. As these would be recurring costs, they would have to be sustained over time by recurring revenues. Given the fact that our region continues to be involved in one of its worst recessions in history, some might look at the future, pull back, and reduce programs and staff. I look at the future with confidence that our City's revenues will grow to meet our needs. Our population growth is expected to be 1.3 percent and 1.4 percent, respectively, for 2004 and 2005. This is still roughly double the regional growth rate. We will annex more land to the east of our current city limits, " and more housing will bring more families into our City. We will work with the regional leaders on the complex issues related to other Potential Annexation Areas. One of the things we must guard against is to simply allow the County Government to devolve its budget shortfalls in these annexation areas onto us, with resulting reductions of service to our citizens. I encourage the City Council and the new Mayor to continue to be cautiously optimistican attitude I believe has been a hallmark of my administration. Now I am looking forward to the time my service in local government will come to an end. I present this Budget to you and I look forward to providing a smooth transition of a City that is on the move and in sound financial condition. Sincerely, Jesse Tanner Mayor a. ,. Financial and Operational Policies The Renton City Council approved the 2004 Adopted Budget based on specific financial and operational policies. These policies, in turn, are based on these key budget request principles: • Budget requests will pay for themselves in measurable dollars. 1W • Budget requests will adhere to Council priorities and strategies. • Budget requests will have a return on investment. 0 Nonrecurring budget requests are identified. +r. • Productivity improvements and cost effectiveness are measurable. Following is a list of the City of Renton's financial and operational policies, and strategies for implementing them. r 1. The City shall maintain short-term and long-term fiscal stability. • Fund ongoing operations using ongoing revenues. (This also applies to ongoing capital improvement costs and rehabilitation and renovation project costs.) 1rr • Monitor and, where necessary, adjust all operating revenue and expenditures in order to ensure that, over time, its expenditures do not exceed its revenues. • Continue to improve operating revenue and expenditure reports so that managers can make timely financial adjustments. �r . Prepare annually a set of six-year budget projections and rate increases for all its operating and capital funds in order to forecast both revenues and expenditures. r • Evaluate budget initiatives as part of these six-year budget projections. 1W • Link all initiatives to Business Plan Goals and the six-year projection model to better understand the long-term financial effects of sustaining each initiative. ■r • Continue to conservatively project revenues and budget expenditures at 100 percent in order to ensure budget solvency. to • Accept new requirements for service delivery only when adequate funding is available. No to Introduction 1-1 2. The City shall maintain sufficient liquidity to meet normal operating and contingency obligations. • Continue to maintain general governmental and enterprise fund balances , equal to one month's (8 percent) operating expenditures for all operating funds. • Maintain an insurance reserve for property, casualty,and medical claims in an amount equal to consultant or actuarial requirements. The City is working on the development of an actuarially determined loss ' reserve level. At year-end 2003, the City projects a reserve of$7,600,000 or 11 percent of general governmental expenditures, as a catastrophic loss reserve in the Insurance Fund. • Replenish the insurance reserve portion of the insurance fund in the following year either by transfer or premium. , • Budget termination benefits in nondepartmental budgets in an amount equal to average termination costs. The 2004 budget identifies $276,300 for termination payments. Retirement costs, appropriation for unused sick and vacation leave time, and other liability issues are included in this amount. This amount reflects the anticipated cost of retirements and attrition. 3. The City shall protect itself from catastrophic losses. • Maintain a contingency account equal to 8 percent of general governmental operating expenses without grants and nonrecurring transfers. Currently, the City combines its insurance actuarial and contingency requirements in the Insurance Fund. At year-end 2003, the City projects to have $7,600,000, or 11 percent of general governmental expenditures, to meet both insurance actuarial and contingency needs. • Purchase excess medical, property, and liability insurance to cover major losses, as deemed appropriate by the City's risk management program. Through the Washington Cities Insurance Authority, the City of Renton carries excess coverage in all areas. These are found in the Insurance r1 Fund information. • Only use the contingency account for either unusual fiscal conditions or catastrophic losses outside insured limits, with any expenditure requiring five Council votes. This is current practice. The contingency account could be reduced as a ri result of actual operations. Each year the contingency balance is analyzed. A plan is developed to ensure that the balance is maintained according to policy. The plan can include transferring savings directly to the account from other funds, increasing future year premiums to repay past higher expenditures, or making a budget appropriation from future year revenue directly in the contingency account. 1.2 Introduction , rr 4. The City shall have service users pay their fair share of program costs. • City utilities and the airport shall continue to be 100 percent user supported. • The City's golf course operations shall be self-supporting, with the original acquisition paid for from general governmental revenue. The Maplewood Golf Course currently funds 100 percent of operations, new debt and capital improvement projects through golf course fees. Ire 0 User fees shall contribute an average of 50 percent toward all recreation services and operations, with the exception of the Renton Senior Activity Center. • The City shall continue to pay 100 percent of the cost of the Renton Senior Activity Center operations, with the users continuing to pay the full cost of special events. • Developers shall continue to pay at least 65 percent of the cost of reviewing and processing their permits. • Interfund charges shall continue to occur only when needed for enterprise, external chargeable, mitigation, or grant-related services and capital projects. • The City shall continue to review annually all fees, charges, and rates to determine whether they meet targeted cost coverage. The City shall continue to make adjustments in conjunction with the budget process. The following fees were increased in 2004:golf course green fees, water, sewer and surface water system development fees, athletic field light fees, and boat launch fees. In addition,fees were adopted for the new aquatic center 5. The City shall operate utilities in a responsive and fiscally sound manner. • Conduct utility rate studies at least every five years in order to update assumptions and ensure the long-term solvency and viability of its utilities. A Utility Rate Model update was completed in 2002. In 2003 a bond reserve fund was created per refunding bond issue requirements. The reserve requirement represents the maximum annual debt service. A rate stabilization fund was also created. The purpose of the fund is to set aside net revenue for future strategic opportunities in establishing the waterworks infrastructure. Introduction 1.3 • Review and adjust annually, if necessary, utility rates in order to reflect t inflation and construction goals, maintain covenants, and avoid major periodic increases. The City adjusts water, wastewater(sewer), surface water (storm drainage), and garbage rates as required. The 2004 rate increases for Renton services are as follows: water 3 percent, wastewater 3 percent, surface water and garbage 0 percent. • Continue to pass through to ratepayers the cost of utility contractual ' services over which the City has no control in a manner consistent with Council direction. King County/Wastewater Treatment rates, tipping fees, and hazardous waste charges are handled in this manner Wastewater Treatment rates and tipping fees will not increase in 2004. • Include an annual capital contribution for Waterworks Utility rates equal to 1.5 percent of net assets. The 2004 transfer is based on the amount of excess fund balance available. The amount of the transfer is $1,731,000. • Continue to maintain fund balances in enterprise funds at levels established through rate studies or at levels equal to a target of 45 days, with a minimum of 30 days, of O&M expenses that are necessary to meet operating, capital, and contingency requirements. NA • Continue to use excess fund balances to offset rate increases where possible and use any remaining balances for approved capital purposes. 6. The City shall maintain and meet infrastructure and capital needs. • Continue to give priority to maintaining existing capital assets over acquisition or construction of new facilities when making capital funding decisions. • Adopt a six-year Capital Facilities Plan and a six-year Capital Improvements Program Plan that identify all growth-related and major maintenance projects and costs; also identify funding strategies. The City adopted a Capital Facilities Plan as part of its Comprehensive , Plan. A separately issued City of Renton Capital Improvements Program document has been published for 2004 trough 2009 • Dedicate the first year of property taxes generated from newly incorporated areas to the Capital Fund. , • Dedicate 50 percent of sales tax generated from new businesses each year to the Capital Fund. (These dollars shall provide the basis for the funding strategy.) • Continue to maximize County, State, and Federal grants, loan interest programs, and other intergovernmental sources for capital needs when it is consistent with City plans and policies. 1-4 Introduction Ir �„ • Use voted general obligation bonds and special levies to finance infrastructure improvements for public benefits that support quality of life and that do not necessarily generate cost savings on revenue streams. • Continue to identify and include all ongoing operation and maintenance costs prior to undertaking a capital project as part of the policy discussion. 7. The City shall provide both a long-term and a short-term debt ,r. strategy that allow it to meet current and future needs through borrowed capital without imposing a severe financial burden. • Continue to review all forms of funding to determine the least costly method and the most appropriate type of financing. The City reviews each project to determine if revenue bonds,LIDs, Ow or general voter-approved or council manic debt is the most appropriate. • When bonds are used to finance debt, issue bonds for a maximum r` of 20 years or for the life of the asset, whichever takes less time. • Continue to evaluate the costs and benefits of borrowing versus .. cash financing programs and projects. • Develop a long-term program to meet equipment needs, including vehicles, computers, and copiers. The 2004 budget includes$ 1,350,000 in Municipal Facilities CIP to meet technology information and copier needs. Continue to use nonvoter-approved debt as an alternative to other financing options if the capital expenditure is the most cost- effective alternative, urgent, unanticipated, or necessary to generate revenue or prevent economic loss. 8. The City shall establish accountability in budget monitoring. • Continue to set total appropriations at the fund level. Appropriations are adopted at fund level in the budget. • Make department directors responsible for managing their budgets within the total appropriated budget. • Approve any budget adjustment between funds. • Continue the process whereby the Mayor approves budget adjustments within a fund and reports them to the Council. (Adjustments affecting program implementation require Council approval.) • Continue to record departmental expenditures consistent with the State of Washington Budget, Accounting, and Reporting System. j Introduction /_5 M t 9. The City shall establish consistent compensation standards for itself. • Set minimum pay levels in the compensation policy at the 60th percentile when compared with the median pay of comparable jurisdictions. Current compensation is between the 60 and 75 percentile for nonpublic safety personnel and the 90 to 95 percentile for public safety personnel. • Have Human Resources review reclassification requests on a quarterly basis, with the Mayor approving all recommendations prior to implementation. The Council shall approve all reclassifications involving a change in pay grade prior to implementation. • Allow Human Resources to place new hires up to step C without Council concurrence. The Council shall approve all higher step employment placements. 10. The City shall provide financial reports in a timely and understandable , manner. • Continue to provide monthly budget reports outlining the status of revenue and expenditures to all departments, the Mayor, and the Council. • Continue to distribute quarterly financial reports discussing major trends, the status of Renton financial operations, and other related information to all managers, the Mayor, and the Council. Also make them available to all other interested parties. Quarterly reports are prepared and submitted to interested parties. • Continue to distribute a comprehensive annual financial report,prepared in accordance with generally accepted accounting principles, to all interested parties and to the Government Finance Officers Association for certification. The CAFR is prepared and audited annually and submitted for compliance review. • Continue to present budget documents in a format that provides for logical comparison with prior years whenever possible. 1 1t 1.6 Introduction 2004 Budget at a Glance AM la Yl 'r C11 i vlll fr s *City of Renton,Washington BUDGET Renton Citizens City Council Mayor Muncipal Court Judge Don Persson,President; Kathy Keolker-Wheeler Terry Jurado .. Terri Briere;Dan Clawson; 425-430-6500 425-430-6550 Randy Carman;Denis Law; Toni Nelson,and Marcie Palmer. 425-430-6501 Chief Administrative Officer Jay Covington .. 425-430-6500 Community Services Planning/Building/ Economic Development, Administrative,Judicial, Dennis Culp Public Works Neighborhoods, and and Legal Services Administrator Gregg Zimmerman, Strategic Planning 425-430-6500 425-430-6600 Administrator Alex Pietsch,Administrator 425-430-7394 425-430-6580 Mayor's Office Facilities Derek Todd = Peter Renner, Director Development Services Economic Development Neil Watts,Director Ben Wolters,Director City Clerk/Cable Mgr. Parks Bonnie Walton Leslie Betlach, Director Maintenance Services Neighborhoods Michael Stenhouse,Director Court Services Recreation Joe McGuire, Director Sylvia Allen,Director Transportation Systems Strategic Planning Sandra Meyer,Director Hearing Examiner �w Human Services Fred Kaufman Karen Bergsvik,ManagerUtility Systems Lys Hornsby,Director City Attorney Library Warren Barber Fontes, P.S. Clark Petersen, Director Police Fire Human Resources Finance and Garry Anderson,Chief A.Lee Wheeler,Chief and Risk Management Information Services 425-430-7507 425-430-7501 Michael Webby,Administrator Victoria Runkle,Administrator 425-430-7650 425-430-6858 •• Operations/Support Operations Kevin Milosevich,Deputy Chief Art Larson,Deputy Fire Chief Human Resources Finance Elaine Gregory,Director � Patrol Operations Emergency Response Civil Service Commission Information Services Patrol Services Administration/ Risk Management Support Services Print and Mail Investigations Glen Gordon, Operations Deputy Fire Chief Administrative Services Prevention Bureau ... Staff Services Training Auxiliary Services Disaster Management City of Renton Corporate Organization Structure up or Xudgd at a q&nce an L The Budget Process The City of Renton develops its budget every year from February through September. In each odd-numbered year, the City develops a two-year budget which includes a Forecast year. The Forecast year is not adopted. The Mayor and the Council review the City's revenues and services in order to determine if they need to make significant changes to the budget. In reviewing the anticipated revenue, the Mayor's first priority is to ensure that the City is able to continue providing the same levels of service. This may require obtaining additional funds because the same service level now costs more. For example, as our population increases, we need more police officers to maintain the same response times. City departments estimate the costs of providing existing base services for the budget year. In addition, they submit requests for new programs that they would like the Mayor to consider. The Mayor evaluates the department requests and can recommend new programs for Council approval within the context of the Council's adopted Business Plan Goals. The Mayor and the Council hold a strategic planning retreat in the spring of each year in order to adopt these Business Plan Goals. At that time,the Council sets policy direction and priorities for the next budget cycle. They also determine whether the City's current levels of service are meeting the needs of our community. The Mayor must provide to the Council by October 31 a proposed budget for the following year. The Mayor also provides them with an estimate of expected revenue in order to meet the costs of providing City services. The Council reviews the budget and any revisions in November and December. It must approve a balanced budget for all City expenditures by the beginning of the budget year, which is January for the City of Renton. In order to obtain citizen opinion about proposed expenditures, the City holds two public budget hearings. Once the Council adopts the budget, the Mayor must ensure that expenditures are made within legal limits. If the economy changes or the City identifies unanticipated needs during the year that require changing the budget, the Mayor will recommend those changes. A Council-adopted ordinance must accompany all budget increases. If revenues fall short, the Mayor can make decreases to the budget to ensure that the City does not overspend available resources. The Mayor will work closely with the Council whenever changes to the budget must be made. Budget at a Glance 2-1 i Basis of Accounting Whichever basis of accounting that the City chooses to use will determine when revenue and expenditures or expenses are recognized in the accounts and reported in the financial statements. All our governmental bodies account for funds by using the modified accrual basis of accounting. These governments recognize their revenue when they become measurable and available, and they generally recognize their expenditures when they incur the related fund liability. However, all proprietary funds and pension trust funds are accounted for using the accrual basis of accounting. Under this basis of accounting, the revenue is recognized when it is earned, and the expenses are recognized when they are incurred. i 1 1 1 1 1 i 2_2 Budget at a Glance w Table 2-1. Schedule of the Budget Process Description Feb Mar Apr May Jun July Aug Sep Oct Nov Dec Jan The budget process and time limits are established by State law.The City of Renton adheres to the following procedures. 1. The Mayor,Council,and staff meet to set priorities D (Council/staff retreat). 2. Council Committee of the Whole adopts the Business Plan D Goals and Strategies. 3. Budget instructions,salary and benefit computations,and forms are prepared and distributed to departments on or D D before July 1. 4. Six-year Transportation Capital Improvement Program and associated budget adjustments are adopted by Council,by D Resolution. 5. Departments prepare and submit new operating programs, positions and reclassifications,and six-year capital D D improvements. b` 6. Departments prepare line item(baseline)budget requests and submit to Finance by the second week of August. 7. Baseline budget requests,revenue assumptions,new programs,and capital improvement requests are compiled into D a document for the Mayor's review in September. 8. The Mayor reviews budget requests with each department Iro during the first two weeks in September,with decisions made D by the end of September. 9. The property tax levy is established by ordinance the first D Monday in October,or when available. 10.The Mayor's Preliminary Budget is prepared and filed with the City Clerk by the first working day in November;available for D public review. 11.The City Clerk publishes a notice of filing the preliminary budget,and designates the date,time,and place of the public D hearing on the final budget. 12.Council Committee of the Whole conducts budget hearings with r department heads during the month of November.The D hearings are open to the public. 111110 13.The final hearing on the proposed budget must begin on or before the first Monday of December and may continue until D the 25th day prior to the next fiscal year. 14.Year-end budget adjustments for the current budget year are D presented to the Council for adoption by ordinance. 15.The City Council approves amendments to the proposed budget and,following the public hearing,adopts a final D balanced budget,by ordinance,prior to January 1. 16.The final budget as adopted is published,distributed,and made available to the public during the first three months of the D ensuing year. Budget at a Glance 2-3 Financial Structure The City's budget comprises seven major fund types or groups. The following is a general overview of each fund type. General Governmental Funds These funds are used to account for resources that are generally not dedicated for a specific purpose. They are used to meet the basic services that your local government provides. Major Revenues Primary Services • Taxes • Police protection • Fees,licenses,and permits • Fire protection/emergency medical services • Fines and forfeitures • Parks and recreation • Intergovernmental(Federal,State) • Municipal Courttlegal services • Library services • Street maintenance/planning • Economic development/planning • Administrative functions Special Revenue Funds i These funds are used to account for revenues that are to be used for a specific purpose as required by law or administrative action. Major Revenues Primary Services • State and Federal grants • Economic development • Taxes • Cable communications • Street overlay • Art fund Debt Service Funds These funds are used to account for the accumulation of dedicated revenue and payment of principal and interest related to the City's general obligation bond issues. Major Revenues Primary Services • Property tax levies • Payment of principal and interest on outstanding bonds • Real estate excise tax • Special assessments 2-4 Budget at a Glance ir. rr Capital Improvement Funds These funds are used to account for the acquisition and construction of major capital facilities and equipment. All projects supported by these funds can be found in the 2002-2007 City of Renton Capital Improvement Program. Major Revenues Primary Services • Federal and State grants . Capital improvement projects • Special assessments • Property tax • Sales tax • Real estate excise tax • Impact mitigation Enterprise Funds These funds are used to account for the operations that are financed and operated in a manner similar to private business enterprises. Major Revenues Primary Services • Service(user)charges • City utilities • Federal and State grants . Renton Municipal Airport • Revenue bonds . Maplewood Golf Course • State loans Internal Service Funds These funds are used to account for the goods and services furnished by one city department for another department on a cost reimbursement basis. Major Revenues Primary Services • Charges to other city departments Fleet management • Insurance,health/property liability Fiduciary Funds These funds are used to account for assets held by the City in a trustee capacity. Major Revenues Primary Services • Investment interest • Fire pension fund Budget at a Glance 2-5 i Please refer to the following tables and figures for specific information on the budget, fund groups, and employment history. In table 2-2, we provide details on revenue and expenditure categories. In table 2-3, we provide sources and amounts of revenue by year from 2001 through 2004. In figure 2-1, we show the budget percentages for each fund type and the General Governmental Fund, by department. In table 2-4, we provide specifics for fund expenditures and in figure 2-2,we graphically present the history of employment for the City of Renton. 2-6 Budget at a Glance Table 2-2. The Total Budget for 2004 General Special Debt Capital Internal Govmt Revenue Services Impvmts Enterprise Services Fiduciary Total Revenue Property Tax 19,395,900 512,600 19,908,500 Sales Tax 17,181,000 130,000 17,311,000 Utility& Natural Gas 9,504,000 35,000 9,539,000 .• Gambling Excise Tax 2,380,000 2,380,000 Other Taxes 2,580,000 1,000,000 3,580,000 Fees& Permits 1,830,100 1,936,400 31,400 3,797,900 r Federal and State Grants 200,000 331,600 2,150,000 2,681,600 Intergov and Interfund Revenue 6,047,500 348,500 350,000 676,700 40,000 7,462,700 Charges for Services 2,932,300 925,000 33,126,200 1,446,000 38,429,500 Other Revenues 2,748,800 73,400 22,400 4,683,200 13,345,600 10,350,500 110,000 31,333,900 Total New Revenue 64,799,600 918,500 535,000 11,044,600 47,179,900 11,796,500 150,000 136,424,100 Use of Prior-Year Revenue 1,191,000 55,500 0 4,064,600 5,878,800 0 232,100 11,422,000 Total Resources $65,990,600 $974,000 $535,000 $15,109,200 $53,058,700$11,796,500 $382,100 $147,846,100 Expenditures Legislative 193,100 193,100 Administrative and Judicial 2,736,900 86,600 2,823,500 Legal Services 1,080,200 1,080,200 Econ Dev, Neigh, Strgic Ping 1,223,900 200,000 150,000 1,573,900 Human Resources& Risk Mgmt 651,100 8,900,200 9,551,300 Finance and Information Sery 3,296,800 1,350,000 4,646,800 Police 15,027,900 15,027,900 Fire 12,232,100 12,232,100 Jim Planning/Building/Public Works 10,158,600 8,460,400 43,119,500 2,340,400 64,078,900 Community Services 12,405,300 331,600 1,151,000 2,072,200 15,960,100 Interfund Transfers 980,500 353,500 10,300 3,760,800 1,881,000 6,986,100 IN. Other City Services 3,378,100 1,674,100 297,400 382,100 5,731,700 Debt Service 2,556,100 518,500 3,540,300 6,614,900 Total Committed Expenditures 65,920,600 971,700 528,800 14,872,200 52,287,100 11,538,000 382,100 146,500,500 Increase to Reserves 70,000 2,300 6,200 237,000 771,600 258,500 0 1,345,600 Total Expenditures $65,990,600 $974,000 $535,000 $15,109,200 $53,058,700$11,796,500 $382,100 $147,846,100 Ir. Budget at a Glance 1.7 Table 2-3. Revenue Detail Over Time 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Tax Revenues Property Taxes 16,776,846 18,381,694 19,541,000 19,352,806 19,908,500 1.9% Retail Sales and Use Tax 16,724,786 16,431,456 17,055,000 17,334,831 17,653,000 3.5% Utility Taxes 10,348,682 8,669,865 9,130,000 8,952,000 9,197,000 0.7% Real Estate Excise Tax 2,895,147 2,709,652 2,305,000 3,104,519 2,311,000 0.3% Gambling Excise Tax 2,322,136 2,110,861 2,455,000 1,922,211 2,380,000 -3.1% Other Taxes 1,150,932 1,598,319 1,245,000 1,485,714 1,269,000 1.9% Total Tax Revenue 50,218,529 49,901,847 51,731,000 52,152,081 52,718,500 1.9% Operating Revenue Licenses and Permits Business Licenses and Permits 2,522,223 2,333,878 2,374,400 2,139,911 2,375,300 0.0% Building Permits 1,528,797 1,883,233 1,345,500 2,129,296 1,394,500 3.6% Non-Business Licenses/Permits 50,938 43,869 34,000 57,315 28,100 -17.4% Total Licenses and Permits 4,101,958 4,260,980 3,753,900 4,326,522 3,797,900 1.2% Intergovernmental Revenue Federal Grants 2,145,634 3,934,701 5,492,161 4,912,009 2,338,200 -57.4% State Shared Revenue 2,309,603 2,391,930 1,989,800 1,758,741 2,091,800 5.1% Intrgovl Service and Interlocal Grants 2,160,313 1,126,747 1,240,000 1,479,319 1,169,000 -5.7% Total Intergovernmental Revenue 6,615,550 7,453,378 8,721,961 8,150,069 5,599,000 -35.8% Charges for Services Utility and Environment 28,820,964 30,239,382 30,366,400 31,287,637 31,386,600 3.4% Recreation 2,407,640 2,475,373 2,357,800 2,470,275 2,969,200 25.9% Plan Checking Fees 665,777 730,376 550,000 943,892 566,500 3.0% Planning/Zoning/EIS Fees 512,696 205,960 1,121,000 1,164,803 121,000 -89.2% Mitigation Fees:Transp, Fire&Parks 1,133,230 1,904,095 950,000 1,237,051 925,000 -2.6% Other Transportation 52,903 6,476 5,000 5,546 4,900 -2.0% Other Charges for Services 2,479,733 2,448,584 2,333,100 1,939,938 2,347,000 0.6% Total Charges for Services 36,072,943 38,010,246 37,683,300 39,049,142 38,320,200 1.7% Total Operating Revenue 46,790,451 49,724,604 50,159,161 51,525,733 47,717,100 -4.9% Other Revenues Fines and Forfeits 993,093 1,043,199 957,100 991,753 985,000 2.9% Aw Interest Earnings 3,838,898 1,642,302 1,713,700 2,510,785 1,451,800 -15.3% Rents/Leases/Concessions 2,365,785 2,473,800 2,395,200 2,442,067 2,446,600 2.1% Employee Insurance Premiums 5,163,412 5,750,910 6,361,600 6,719,636 7,076,800 11.2% Intrfund Depart. Service Charges 4,266,798 4,676,755 4,405,200 4,390,232 4,251,900 -3.5% Other Revenue 2,266,379 2,145,055 2,306,306 2,072,747 1,663,400 -27.9% Interfund Transfers 24,614,377 33,769,767 11,915,194 12,773,312 18,113,000 52.0% Total Other Revenue 43,508,742 51,501,788 30,054,300 31,900,532 35,988,500 19.7% TOTAL NEW REVENUES $140,517,722 $151,128,239 $131,944,461 $135,578,346$136,424,100 3.4% 2_8 Budget ata Glance Figure 2-1. Fund Croups ,r. Internal Serv/Fiduciary-8% General Governmental-45% Community Services 12,405,300 Streets 6,055,400 General Fire Governmental 12,232,100 by City Services Department 16,663,300 Police 15,027,900 \ Debt& ransfer out 3,5600 .. Special Rev/Debt Sery-1% Capital Improvement-10 Enterprise-36% s General Governmental 65,920,600 Special Revenue 971,700 Debt Service 528,800 Capital Project 14,872,200 bw Enterprise: Utilities 48,872,400 Airport 805,900 Golf Course 2,608,800 Internal Service 11,538,000 Fiduciary 382,100 Total Committed Expenditures $146,500,500 Budget ata Glance Z_9 i Figure 2-2. Employment History- City of Renton 700MAdmitistrative pr- 600 MOW pCommunity Services 500 400 - pEnterpris a/Utilizes 300 - -- - 200 —_ OP lanning/P ublic Works 100 — —--- — M F re 0 1999 2000 2001 2002 2003 2004 Actual Actual Actual Actual Actual Budget 0Police 2004 Changes to Staffing— 8.1 FTE Increase Community Services Department: The 1.0 FTE Limited Term Capital Improvement Project Coordinator position for the Parking Garage ended in 2003. The 1.0 FTE Limited Term Capital Improvement Project Coordinator position for Fire Station 12 will end in February 2004. The opening of the Aquatics Center in 2004 results in an addition of 10.2 FTE equivalents. All positions added are part time. Positions include the following: pool manager, assistant manager, lifeguards, instructors, concession staff, guest service staff, custodial service staff and others. Legislative Department: Part time help decreased by 0.1 FTE 2004 FTE Count The total authorized FTE count for the City is 696.3 (regular, full-time, and limited term, and part time temporary and intermittent staff). 2-10 Budget at a Glance Table 2-4. Expenditure Over Time .. 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Salaries and Wages Salaries 34,091,564 36,086,856 38,487,378 37,540,681 40,158,000 4.3% Overtime 1,743,607 1,982,522 1,734,800 1,952,333 1,896,900 9.3% Total Salaries and Wages $35,835,171 $38,069,378 $40,222,178 $39,493,014 $42,054,900 4.6% Personnel Benefits Retirement/FICA 3,750,360 3,474,202 3,743,500 3,665,760 3,871,200 3.4% Medical and Employee Insurance 10,343,584 11,574,404 13,306,000 12,976,344 13,758,000 3.4% Total Personnel Benefits $14,093,944 $15,048,606 $17,049,500 $16,642,104 $17,629,200 3.4% Supplies Operating Supplies/Equipment $3,999,179 $3,781,993 $4,946,500 $3,894,536 $5,051,400 2.1% �. Other Services and Charges Professional Services 11,120,250 11,179,462 13,586,383 11,698,081 11,853,300 -12.8% Operating Rentals and Leases 3,280,955 3,225,799 3,440,700 2,660,228 2,968,500 -13.7% Property/Liability Insurance 2,830,934 2,967,571 3,824,800 3,829,319 3,487,400 -8.8% Public Utility Services 9,089,589 10,089,982 10,292,000 9,432,968 10,475,900 1.8% Operating Services and Charges 3,567,617 3,461,667 4,247,875 3,351,695 3,738,000 -12.0% Total Other Services and Charges $29,889,345 $30,924,481 $35,391,758 $30,972,291 $32,523,100 -8.1% Intergovernmental Services Total Intergovernmental Services $4,265,724 $4,419,324 $4,683,300 $4,482,436 $4,733,400 1.1% Capital Outlay Land, Buildings, and Equipment 6,879,817 11,511,053 23,222,025 15,203,002 2,427,300 -89.5% Construction 16,687,324 13,273,801 26,811,500 15,996,000 25,150,400 -6.2% Total Capital Outlay $23,567,141 $24,784,854 $50,033,525 $31,199,002 $27,577,700 -44.9% . Debt Service(Principal and Interest) Principal 4,802,196 6,325,459 4,692,200 4,707,131 3,898,100 -16.9% Interest and Related Debt Costs 2,244,867 3,007,956 3,440,500 3,236,263 2,972,000 -13.6% Total Debt Service $7,047,063 $9,333,415 $8,132,700 $7,943,394 $6,870,100 -15.5% Interfund Payments and Transfers $18,152,136 $15,805,956 $14,070,646 $12,068,858 $10,060,700 -28.5% Total Committed Expenditures $136,849,703 $142,168,007 $174,530,107 $146,695,635 $146,500,500 -16.1 +rr Budget at a Glance �_ ECONOMIC OVERVIEW The adage"when Boeing gets a cold, Renton gets pneumonia" is officially no longer applicable to the City's fiscal health. While Boeing continues to be very important to the City and to the region,major changes occurred in the late 1990's to the region and the City that mitigated the overall impact Boeing had on our economy. Employment within the City of Renton over the past twelve years, as measured by Business License payments, is as follows: Employment Decreased by Oyer 8,000 Employees Between 2002 and 2003 50,000 40,000 30,000 20,000 10,000 ■Boeing 0 ■Employment Other '92 '93 '94 '95 '96 '97 198 199 100 101 '02 '03 , In the early 1990's when Boeing employment fell, all other revenue fell. Home values decreased, and assessed valuation with new construction actually decreased or remained flat between 1992 and 1996. In 1992 and 1993 Renton was in a recession. Boeing employment is actually lower today than it was in 1993. Yet, this past year, a record number of homes sold in the City of Renton. Home values are higher than last year and new construction valuation in 2003 was valued at a record$285 million dollars. The total valuation of all property within the city limits of Renton is now at $6.3 billion dollars. Why the Difference?In 1993 Renton embarked on an assertive economic development program. This program has many aspects. The City changed the way we issued building permits—becoming a model for many other cities and an example the State uses to illustrate how cities can be more effective in encouraging private enterprise. The State's tax system, given the numerous Initiatives in the 1990's, emphasizes sales taxes over other sources of revenue. The City of Renton has to work with that constraint in order to grow its economy. To that end, the City aggressively sought regional retail businesses. We have IKEA, Wal Mart, Sam's Club, and Fry's Electronics stores. We have also re-zoned property that Boeing is selling on our northern boundary, and stated it must be used for commercial/retail purposes. At the Same Time the Economic Base Has Changed. As will be illustrated, all this effort has brought forth major increases in our property and sales tax receipts. ' However, as these changes occur,there are other major changes in our economic base. A State Initiative, I-747, limits our annual general property tax levy to one percent of the previous year's total,plus new construction. This is not a major issue in times of low inflation, as the City had already limited its base to reflect salary agreements. However,when inflation increases again, this will have a major impact on our revenue. 242 Budget at a Glance 1`a to Also in the past few years, the State exempted sales tax on manufacturing goods and activities. This lowers the City's sales tax collections by$1 million per year. Added to that, the State agreed to eliminate the Motor Vehicle Excise Yr Tax, which created an annual loss of over$600,000. Another voter- approved Initiative eliminated the Vehicle License Fee. This $15 fee was on each vehicle licensed. The fee generated$350,000 to$450,000 to annually and was directed entirely to the maintenance of the city's streets. The final actual change was the State's decision to permit Boeing and other so large organizations to purchase their electricity on the open market. This practice, known as "wheeling," ensures that businesses are getting the lowest cost possible for their electricity. The electricity is then sent through the wires to owned by Puget Sound Energy. We applaud efforts to keep costs low for businesses. However, by doing this, the State of Washington's Utilities and Transportation Commission(WUTC) also exempted these businesses from Ow paying the utility tax on this commodity. This change impacted the city's general governmental revenues by over$400,000. The companies have both purchased electricity on the open market, and switched their use from natural gas to electricity. Thus, we have lost in both areas. According to the State's Department of Revenue, we will lose over$100,000 annually in every circumstance from the natural gas utility tax switch. The Future. Washington cities must operate within this fiscal environment. Another Initiative to lower property taxes has been filed. This effort would lower the cities and all other junior taxing districts, exempting school districts, by 25 percent. This would be a loss to general governmental revenues of$5.2 million. These are the revenues that pay for public safety and other basic services. These are not monies used to meet the utilities and other special revenues the City has that are very limited in their uses. Whether this Initiative passes or not, constant pressure remains on the City to maintain services at the lowest cost possible. To that end, the City continues its economic development efforts. In 2003 the City worked with the Boeing Company to define the land use of property that Boeing is vacating in Renton. Through that process, there are now 50 acres of land zoned retail and mixed use at the northern boundary of our city. This adds real value to property that was once parking lots. The agreement with Boeing spans over 150 acres and articulates a vision of the City for the property at the south end of Lake Washington; ensures that space will be used for the highest use possible to generate value for both Boeing and the City; and will create good jobs and purposes for the residents. The agreement also requires the City to invest nearly $33 million dollars for infrastructure as the property is vacated. Summary. The State economic base will continue to change. Renton, however, will continue to be a growing voice in the Puget Sound. Renton had the fastest growing housing market in King County over the past year. In Renton, land is still available less than 15 minutes from downtown Seattle, in a geographic area where all three of the area's transportation systems meet. We have Budget at a Glance 2_13 brought to the City large regional retailers—IKEA and Fry's, in particular, exist nowhere else in the Puget Sound area. Finally, the City is embarking on a total reshaping of its destiny with the new Boeing agreement that will change the use of that area over the next 50 years. The following are highlights of our General Governmental and Enterprise revenues for 2004. Please refer to the Revenue Manual for details of every revenue source over the past few years, and our assumptions for the future. General Governmental Revenues. Most of the City's general services, such as police, fire,parks, libraries, street, building, and economic development are paid from general-governmental type of revenues. These include, but are not limited to, property, sales and utility taxes, charges for services and other miscellaneous fees. Property Taxes. , Property tax and assessed valuation are very important to the City of Renton. Due to a voter-approved Initiative, the City can increase its property tax levy by only one- percent, plus new construction and annexations. This means that without new construction, in particular, the City can increase its levy by only $200,000 in 2005. While this is a significant amount of money for the average individual, when this amount is spread across the $6.3 billion in assessed valuation the amount of the increase is less than one-third of one Assessed Valuation Grew by 6.5% Between 2003 and cent for each 2004 $1,000 of Assessed $7,500,000,000 Valuation. The ❑New Const average home $6,000,000,000 X4,500,000,000 3Tota I AV value in Renton is approximately $3,000,000,000 $230,000. This �,Soo,000,0$0 $200,000 increase $0 a" 14- 0 means that a �1. � oo oo ,00 ,0`1' ,o°` homeowner pays $7.30 more a year. Further, $200,000 a year will not cover the annual salary increases for police officers. Thus, we need new construction, plus growth in all other areas of revenue to pay for ongoing services. t Property tax comprises approximately 30 percent of our total general governmental revenue sources. In 2004, our total levy will be $20 million. Of this total over $900,000 is generated from $285 million of new construction. This was a record year. This graph illustrates our assessed valuation has grown from$3.1 million at the beginning of the last recession to over$6.3 million in 2004. 2.14 Budget at a Glance aft, to Since 1995, the City chose to lower its tax rate. Our legal property tax rate in 1995 was $3.60. In 1998, in order to encourage economic development, the City decided to impose a lower levy to lower the tax rate. This, combined with kw the Statewide Initiative, has lowered the tax rate from $3.60 to $3.16 in the past decade. to General Go\emmental Property Tax Rate Decreases by 12.4 Percent in the Past Decade r $3.60 $3.40 —♦—Tax Rate rr $3.20- $3.00 95 96 97 98 99 '00 '01 '02 '03 '04 �r tr Sales Taxes. Sales tax receipts comprise approximately 24 percent of resources for general governmental purposes. Renton's sales tax receipts mirrored the national ,r economy in 2003. We receive sales tax collections two months after they are paid at the source. Thus, there is a two-month lag between collections and receipts. Between November 2002 and May 2003, our total receipts grew by only 1.5 percent. However, beginning in June, collections began to grow substantially and by the end of the year, our total receipts were 6.6 percent ahead of last year. 2003 Sales Tax Receipts began to grow by June $1,800,000 25% $1,500,000 20% $1,200,000 15% U 2 $900,000 ► 10% C: $600,000 ' ► 5% Q $300,000 0% 1 $- -5% J01 Jac�a��rQ�\�,aA,J�P,J\A Jr,���,���,& �2��p,� 2002 Amt Received QJQ�Do�ooX2003 Amt Received 5e %Change Budget at a Glance 2-15 The monthly receipts tell the story of the change through 2003. Between January and May receipts, our collections grew only by no more than 1.5 percent in any given month. In fact, during two months receipts were lower than receipts in 2002. In June, collections were nearly 5 percent higher. The July receipts—May collections were actually 20 percent higher. The remainder of the year's sales taxes grew each month over the previous year's receipts. This growth rate is not expected to continue. We will lose one major sales tax payer in 2004. While this loss will be offset by gains from Sam's Club, it also means that the revenue generated from Sam's Club will not be a net gain for Renton. Further, the 2003 sales tax from construction activity comprised 13 percent of our total collections -$2.1 million of the $16 million generated. This was nearly 12 percent higher than last year; reflected the construction of not only housing development but also the building of two major new commercial enterprises: Sam's Club and the Paccar building. We do expect to see this again once construction begins on the fifty acres of Boeing property. However, that will not begin until late 2004 or 2005. Overall, we expect to have a good year in sales tax receipts, but one that reflects more closely the actuals of 2003. Sales Tax Collections were 3.2 Percent Above Estimates in 2003 $16,500,000 $16,000,000 0 Budget $15,500,000 0 Collections $15,000,000 $14,500,000 $14,000,000 i4tf 100 101 '02 '03 '04 Building Activity Building activity generates various types of revenue. As noted, sales taxes are generated from building activity. Building and plan check fees are imposed on construction activities. When homes and commercial production occurs within the City, the City also receives revenue from mitigation fees and connection related charges in the utilities area. Renton Issues 519 SF Permits in 2003 600 $120,000,000 c E 450 $90,0009000 .o a� CU o_ 2 0 300 $60,000,000 > E z150 $30,000,000 d 0 $ Renton Kent Redmond Number of Permits —*—Valuation 2_16 Budget at a Glance Renton has had a phenomenal few years in the area of residential construction. Between 1999 and 2003,residential construction averaged 13.3 units per 1,000 of population in Renton as compared to 7.1 units region wide. The following graph shows the comparison of single family homes in Renton, Kent, and Redmond. We have been tracking these same cities for the past two years based on the proximity and the similarity in cities. Renton issued 519 single family housing permits in 2003, as compared to Kent's 298, and Redmond's 251. Based on the valuation, Renton's average single family house permit was for a $210,000 home. In Kent the valuation was $175,500. Redmond's total valuation of$67.5 million translated into an average $268,000 home. yr Building and Plan Check Fees Surpass Budget by more than One Million Dollars ■Plan Check $4,000,000 ■Bldg $3,000,000 $2,000,000 $1,000,000 $0 99 100 101 '02 '03 Bdgt '03 Act The real story here is the number of single-family housing permits. Renton and Redmond also issued 33 and 22 permits, respectively, for apartments and condos for total housing units of 135 and 161. Kent's numbers identify no permits for multi-housing units. In 2003, over$2.9 million was generated from Building and Plan Check fees. Our budget for these two types of revenue was just $1.8 million. This total represented 4.6 percent of our total general governmental resources. Budget at a Glance 2_17 + Utility Taxes. On the utilities of water, sewer, solid waste, electric, natural gas, and all phone usage, the city imposes a six percent(6%) utility tax on the total cost. In 2003 we collected nearly $9 million from these combined sources. However, there were some challenges in this amount. The actual collected was 4 percent lower than we expected. As stated earlier, the real issues are found in the electric and natural gas utilities. The following illustrates the estimates and the actuals for 2003: 03 Actual 03 Budget % Difference Electricity $2,977,193 $3,300,000 (10%) Natural Gas 836,314 1,175,000 (40%) Transfer Station 387,710 425,000 (9%) Cable TV 595,988 530,000 19% Telephone 1,289,484 1,300,000 (1%) Cellular 1,137,231 1,000,000 14% City Utilities 1,856.450 1 725.000 1 800 Total Utilities $9,080,370 $9,455,000 (40/6) The gains and losses by major type is as follows: Collections Over and Under Estimates $200,000 $100,00 $ $0 __ M It-- - -$100,000 -$200,000 -$300,000 -$400,000 City Electric Natural Gas Cell Phone Over/Under Est $131,450 ($322,807) 1 ($338,686) $137,231 ($10,516) The 2004 estimates reflect 2003 estimates. This means the 2004 natural gas and electric utility estimates are overstated by $600,000. This will be corrected in 2005. Other Funds. New construction generates several different kinds of revenue. As illustrated, there were over 500 single-family permits issued. Each home pays a park and fire mitigation fee as well as connection charges for water/sewer services. These revenue sources are also significantly higher than budget. The mitigation fees generated$848,280 on estimates of$450,000. All of this revenue is used for one-time capital investment. In 2004 these are budgeted at approximately $450,000. 1.18 Budget at a Glance JYr Connection fees for all pipe utilities were expected to generate $1 million dollars. The actual revenue from these sources of revenue was $1,200,000. This revenue is used to offset the City's infrastructure costs. Real Estate Valuation and Changes. M Another aspect of the local economy is the valuation of real estate. There is an interesting balance between affordable homes and ensuring the valuation of the property within a City continues to increase; or, at least hold its value. Over the past six years we have been tracking all home sales within the City of Renton. The following graph illustrates how property value has changed over that period. Number of Homes Sold Grew by 30 Percent $300,000 1,800 �Number ofHomes Sold $225,000 f-Median price in � 1,350 $150,000 900 i w o � $75,000 450 z $0 0 '97 198 199 100 101 '02 '03 In 2003 there were nearly 1,500 homes sold within our geographic boundaries. This is 30 percent more than sold in 2002. The table below illustrates the number of homes sold in each price range. In 2003 there were 102 homes sold with a price tag of$400,000 or more. This is double the number in 2002. 97 98 99 00 01 02 03 10K+ 145 128 133 152 68 59 53 100K + 549 613 550 522 429 437 486 200K+ 95 189 200 259 389 470 649 300K + 30 38 45 78 117 170 210 400K+ 4 25 28 30 45 60 102 Total 823 993 956 1041 1048 1196 1500 Budget at a Glance 2.19 On each property sold within the City limits, there is a City excise tax of one-half of one percent of its selling price. State law dictates this revenue must be used for one- time capital items or the debt service for capital expenditures. The following graph demonstrates our collections and estimates. We tend to be conservative on the estimate of this source of revenue. Since it can be used for only capital items, when we receive the monies from this source it does not have a major impact on our operations or addressing the needs. Real Estate Excise Tax Collections $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 ■Budget $500,000 ■Tax Ttl $0 '98 199 100 101 '02 '03 '04 BDGT BDGT ENTERPRISE FUNDS The City operates four utilities: water, sewer, surface water, and solid waste. These are divided into two lines of business: water/sewer and solid waste. These two must operate like a business. They must generate income to cover their expenditures. They pay for some services they receive from the General Fund. However, short of that, none of their revenue comes to the general governmental services. These businesses generate most of their income from rates charged for services. Water, sewer, surface water, and sewer treatment all have a monthly fee charged to all users. The rates are as follows: 1996 1997 1998 1999 2000 2001 2002 2003 2004 Water $10.50 $10.50 $10.50 $10.50 $10.50 $10.50 $10.50 10.5 10.82 Water Usage/1000 cf $17.60 $17.60 $18.13 Wastewater 12.29 12.29 12.29 12.29 12.29 12.29 12.29 12.66 13.04 Surface Water 5.23 5.23 5.23 5.23 5.23 5.39 5.39 5.39 5.39 K.C.Sewer Treatment 19.10 19.10 19.10 19.10 19.50 19.75 23.40 23.40 23.40 Vq Solid Waste 10.45 11.5 11.95 12.55 12.8 13.44 13.44 13.44 13.44 Total $57.57 $58.62 $59.07 $59.67 $60.32 $61.37 $82.62 $82.99 $84.21 J 2.20 Budget at a Glance it Ir As illustrated, rates have not increased much over the past nine years. In fact, the rates the City charges for water and sewer did not change from 1996 through 2002. Surface Water has had only one increase in the same period. Garbage rates increased with the new contract the City has with the private company that picks up the waste. This, however, has remained consistent for the past four years. King County is responsible for sewer treatment work. This is the area with the largest increases over the past nine years. The City only does the billing for the County. We have no authority for setting the rates. Interest Earnings. he The City has an average daily investment portfolio of approximately $85 million. We expect that to decrease a bit in 2004 because we have depleted large amounts of cash for large capital projects. Fire Station 12, the Parking Garage, Swimming Pool, and the Pavilion Building are all nearly complete, and used over$12 million of cash reserves that the city set aside for these projects over the past eight years. IIS The actual principal balance is not a major issue in our ability to generate investment earnings. The investment rates are our real challenge. We actually generated more in 2003 than we had originally estimated. Interest rates are slowly increasing,but are not approaching the level in 2002. For 2004,we kept our estimates at essentially 2003 levels. Investment Interest Ends Betterthan Estimated ❑Fiduciary Fund $4,000,000 ❑proprietary Funds $3,000,0000 Capital Funds $2,000,000 ■General Gov't $1,000,000 $0 101 '02 '03 Bdgt '03 Act '04 CONCLUSION Generally, we believe that in Renton, at least, the 2004 economy will be better than the 2003 economy. We have major economic development events occurring within our City. Housing activity will continue. We know there is development interest in the first 50 acres of vacant land on the Boeing property. One of our best known retailers, McLendon's Hardware Store, will move from their restricted downtown location to a 100,000 square foot building on our major arterial—Rainier Way. IKEA and Fry's Electronics continue to anchor our northern and southern boundaries. Our trials are created from external forces. The utility tax change and the possible Property Tax Initiative create significant Budget at a Glance 2_11 challenges for us. As we continue to build on our economic base, that base is eroded through Initiatives and State actions. We have met the earlier constraints on our revenues. The next Property Tax Initiative, if it passes,will force us into very difficult choices. This Initiative impacts general governmental activities: police, fire, parks, library, streets, and other basic services. It does not impact the total budget, it impacts about 50 percent of our budget. This loss translates into an 8 percent loss of revenue for the basic services. This is a very serious reduction of , resources for basic services. As always, the City of Renton is dedicated to doing the most with ' the resources we have. We have been able to market the City and watch revenues grow even with the reductions we have had to date. We will do the same in the future. ' l 1 i 2.22 Budget at a Glance rk - �r z rs s r► h��"z i"rr 2004 R ' ........................ Operating Budget - - 'lop T: a� r 9r ?n. City of Renton,Washington BUDGET — 1 1 1 1 1 1 1 1 1 1 1 1 I 1 1 1 1 Jahoducam r This section is a highlight of each department, beginning with an overview of the staffing and the budgets of all departments. The information on the first two pages for each department section allows a quick comparison of ' the departments to each other. In each departmental section, the overall budget for the department is provided. The information includes an organization chart and the budget appropriations by categories. We also present an historical view of the department's expenditures in the department section. ' Over the past three years, departments have been defining their customers, mission statement, core services, and ways to measure those core services and performance outcomes. This information is supplied both at the department and the division levels throughout a department's presentation. The purpose of this work is to begin to better define the value of tax dollars for citizens and taxpayers. Performance indicators have been added in each Department to establish a base line and demonstrate workload. Each department also provides at the end of each section a list of all positions authorized. State law requires that the budget identify all positions. The staffing page, called a position listing, identifies the position grade and bargaining unit for each position. The pay rages for the position are found in the appendix. The pay ranges also must be adopted as a part of the annual budget. ' Operating Budget 3-1 Table 3-1. Staffing Comparison by Department (Sheet I of 2) 2001 2002 2003 2003 2004 Actual Actual Adj Bdgt Actual Budget Regular Full-Time,Part-Time,Limited Term, Temporary and Intermittent Staff Legislative Services City Council Members 7.0 7.0 7.0 7.0 7.0 City Council Liaison 1.1 1.1 1.1 1.1 1.0 Total Legislative 8.1 8.1 8.1 8.1 8.0 Administrative,Judicial,and Legal Services Mayor's Office 7.0 7.0 7.0 7.0 7.0 City Clerk 5.0 5.0 5.0 5.0 5.0 ' City Attorney 0.0 0.0 0.0 0.0 0.0 Hearing Examiner 1.5 1.5 1.5 1.5 1.5 Municipal Court 13.7 14.7 14.7 14.7 14.7 ' Total Administrative,Judicial, and Legal Services 27.2 28.2 28.2 28.2 28.2 Community Services ' Admin, Facilities, Parks and Recreation 122.5 122.5 122.5 121.5 130.7 Human Services/CDBG 6.2 5.2 5.2 5.2 5.2 Library Services 23.5 23.5 23.5 23.5 23.5 Municipal Golf Course 20.4 20.4 20.4 20.4 20.4 Total Community Services 172.6 171.6 171.6 170.6 179.8 Econ Dev,Neighborhoods,and Strategic Planning Econ Dev, Neighborhoods, and Strategic Planning 13.3 13.8 13.3 13.3 13.3 Total Econ Dev, Neighborhoods, and Strategic Planning 13.3 13.8 13.3 13.3 13.3 Finance and Information Services Finance 21.5 21.5 21.5 21.5 21.5 Information Systems 13.8 13.8 13.8 13.8 13.8 Total Finance and Information Services 35.3 35.3 35.3 35.3 35.3 Fire Administration 5.0 6.0 6.0 6.0 6.0 Emergency Response 98.0 98.0 98.0 98.0 98.0 Prevention 10.0 10.0 10.0 10.0 10.0 Training 3.0 3.0 3.0 3.0 3.0 Total Fire 116.0 117.0 117.0 117.0 117.0 Human Resources/Risk Management , Administration/Civil Service Commission 6.4 6.4 6.4 6.4 5.4 Risk Management 2.0 2.0 2.0 2.0 3.0 Total Human Resources/Risk Management 8.4 8.4 8.4 8.4 8.4 3-2 Operating Budget 6 6 Table 3-1. Staffing Comparison by Department (Sheet 2 of 2) 2001 2002 2003 2003 2004 Actual Actual Adj Bdgt Actual Budget so Planning/Building/Public Works Administration 4.1 4.1 4.1 4.1 4.1 Development Services 40.7 40.7 40.7 40.7 40.7 Transportation 39.8 39.8 39.3 39.3 39.3 Utility Systems 25.3 26.7 26.7 26.7 26.7 Maintenance Services 66.3 66.3 67.3 67.3 67.3 r Total Planning/Building/Public Works 176.2 177.6 178.1 178.1 178.1 Police aw Administration 4.0 4.0 4.0 4.0 4.0 Patrol Operations 53.0 55.0 55.0 55.0 55.0 Patrol Services 10.2 11.2 11.2 11.2 11.2 to Investigations 18.0 21.0 21.0 21.0 21.0 Administrative Services 10.0 10.0 10.0 10.0 10.0 Staff Services 11.0 11.0 11.0 11.0 11.0 wr Auxiliary Services 16.0 16.0 16.0 16.0 16.0 Total Police 122.2 128.2 128.2 128.2 128.2 Total All Staffing 679.3 688.2 688.2 687.2 696.3 L Operating Budget 3-3 Table 3-2. Operating Budgets, Capital Improvements, and Designated Expenses (Sheet 1 of2 , 2001 2002 2003 2003 2004 Change , Department Actual Actual Adj Bdgt Actual Budget 2003/2004 Legislative Legislative(City Council) 155,655 171,037 185,600 180,159 193,100 4.0% , Total Legislative 155,655 171,037 185,600 180,159 193,100 4.0% Administrative,Judicial,and Legal Services , Mayor's Office 704,557 728,450 835,000 747,179 816,400 -2.2% City Clerk 391,464 384,713 439,900 404,554 445,800 1.3% Court Services 1,176,725 1,222,113 1,310,400 1,253,794 1,339,900 2.3% , City Attorney 1,000,907 971,312 1,049,500 981,227 1,080,200 2.9% Hearing Examiner 126,580 117,212 129,700 120,095 134,800 3.9% Total AJLS 3,400,233 3,423,800 3,764,500 3,506,849 3,817,100 1.4% ' Community Services Admin/Facilities/Parks Maint/Recreation 9,440,574 11,031,819 9,577,100 9,031,144 10,407,900 8.7% Human Services 509,175 533,013 531,500 499,549 534,100 0.5% CDBG Block Grants 260,388 264,536 336,561 292,538 331,600 -1.5% Library 1,357,485 1,425,145 1,512,300 1,470,933 1,532,200 1.3% Golf Course 2,396,180 2,078,763 2,242,600 2,194,938 2,288,800 2.1% Total Community Services 13,963,802 15,333,276 14,200,061 13,489,102 15,094,600 6.3% Econ Dev, Neighborhoods and Strategic Planning "+ Econ Dev, Neighborhoods&Strategic Planning 1,084,221 1,111,505 1,420,300 1,014,907 1,223,900 -13.8% Total EDNSP 1,084,221 1,111,505 1,420,300 1,014,907 1,223,900 -13.8% Finance and Information Services Finance 1,483,563 1,591,454 1,720,300 1,659,711 1,766,200 2.7% Information Systems 1,269,969 1,432,585 1,529,000 1,426,355 1,530,600 0.1% Total Finance and Information Services 2,753,532 3,024,039 3,249,300 3,086,066 3,296,800 1.5% Fire Administration 874,607 897,969 1,176,200 1,107,656 850,900 -27.7% , Emergency Response 8,789,556 9,199,995 9,728,800 9,608,368 10,073,600 3.5% Prevention 745,193 808,454 868,100 833,753 889,400 2.5% Training 347,633 365,843 394,500 370,635 403,100 2.2% , Disaster Management 27,672 9,958 15,100 17,139 15,100 0.0% Total Fire 10,784,661 11,282,219 12,182,700 11,937,551 12,232,100 0.4% Human Resources and Risk Management ' Personnel Administration/Civil Svc 621,084 635,558 724,000 595,413 651,100 -10.1% Risk Management 7,424,780 7,261,355 9,553,500 9,117,162 9,017,600 -5.6% ' Total Human Resources/Risk Mgt 8,045,864 7,896,913 10,2779500 9,712,575 9,668,700 -5.9% 3-4 Operating Budget to 10 Table 3-2. Operating Budgets, Capital Improvements, and Designated Expenses (Sheet 2 of 2) 2001 2002 2003 2003 2004 Change Department Actual Actual Adj Bdgt Actual Budget 2003/2004 Planning/Building/Public Works Administration 286,099 297,909 349,800 320,390 363,100 3.8% Development Services 2,820,630 2,896,697 3,167,000 2,950,750 3,231,500 2.0% Maintenance Services 16,110,775 17,597,323 18,575,394 16,432,346 17,549,600 -5.5% Transportation Systems 3,867,372 3,852,459 4,252,300 3,998,472 4,315,800 1.5% Utility Systems 23,806,666 21,641,946 24,228,152 23,082,148 20,042,300 -17.3% r Total Planning/Bldg/Pub Wks 46,891,542 46,286,334 50,572,646 46,784,106 45,502,300 -10.0% Police No Administration 1,834,060 1,792,907 1,858,200 1,862,314 1,549,600 -16.6% Patrol Operations 5,087,723 5,513,115 5,726,600 5,481,823 5,962,900 4.1% Patrol Services 884,865 1,089,633 1,243,100 1,151,535 1,291,700 3.9% r Investigations 1,873,430 1,828,370 2,151,200 2,110,575 2,233,300 3.8% Administrative Services 944,315 1,002,546 1,149,400 1,118,329 1,179,900 2.7% Staff Services 561,560 572,418 636,700 592,418 658,600 3.4% Auxiliary Services 1,717,876 1,960,713 2,206,600 1,874,562 2,151,900 -2.5% Total Police 12,903,829 13,759,702 14,971,800 14,191,556 15,027,900 0.4% it Other City Services Other City Services 7,991,038 7,363,889 5,095,200 5,130,894 4,358,600 -14.5% Limited GO Bonds 2,726,156 2,862,364 2,835,700 2,797,620 2,556,100 -9.9% Total Other City Services 10,717,194 10,226,253 7,930,900 7,928,514 6,914,700 -12.8% Total Operating Budget 110,700,533 112,515,078 118,605,307 111,681,385 112,821,200 -4.9% Capital Improvement Program(CIP) Impact Mitigation 2,900,936 1,953,866 8,246,200 5,409,161 1,689,300 -79.5% City Hall/Garage 535,981 5,588,238 3,923,575 2,289,468 1,638,700 -58.2% Aquatic Center 0 100,453 4,899,500 3,775,975 0 -100.0% Municipal Facilities 3,273,748 5,313,713 8,802,200 5,201,289 3,014,900 -65.7% Transportation 9,185,979 5,712,870 12,053,125 7,564,652 8,485,400 -29.6% Ir CDBG 0 0 0 0 0 N/A Golf Course 126,125 137,404 359,000 3,590 320,000 -10.9% Waterworks Utility 8,397,029 8,174,313 15,132,900 8,392,005 16,830,000 11.2% Total CIP Program and Other CIP Costs 24,419,798 26,980,857 53,416,500 32,636,140 31,978,300 -40.1% Other Designated Expenses 1,729,372 2,672,072 2,358,300 2,228,110 1,551,000 -34.2% Total Committed Expenditures 136,849,703 142,168,007 174,530,107 146,695,635 146,500,500 -16.1% Operating Budget 3-5 This page is intentionally left blank 3.6 Operating Budget ' 2004 Legislative — L. .. } — No City of Renton,Washington BUDGET w'Y 1 1 1 1 1 Don Persson 1 Council President Julia Medzegian 1 Council Liaison 1 Terri Briere Dan Clawson Randy Corman Denis Law Toni Nelson Marcie Palmer 1 Council President Pro Tem 1 Legislative Department Organization 1 1 1 1 oexg s hT&W r s r In this section you will find the Legislative Department Mission Statement with a stated core service and accomplishments for the year 2003. Mission Statement The City Council (table 3-3) assesses the needs of the public and sets priorities; develops and adopts the annual budget, ordinances, resolutions, and policy alternatives to meet those needs, consistent with City goals and objectives; and provides coordination and evaluation of programs and service objectives. Table 3-3. City Council Members and Committees Council Member Term Term Expires 2004 Committee Chair Committee Meeting Days Time Don Persson 4 Years 12/31/07 Committee of the Whole 1st 2nd 3rd 4th Mondays 06:30 PM Toni Nelson 4 Years 12/31/07 Community Services 2°d and 4th Mondays 05:00 PM Randy Corman 4 Years 12/31/05 Finance 2nd and 4th Mondays 05:30 PM Terri Briere 4 Years 12/31/05 Planning&Development 1st and 3`d Thursdays 02:00 PM r Denis Law .4 Years 12/31/07 Public Safety 1st and 3`d Mondays 05:30 PM Marcie Palmer 4 Years 12/31/07 Transportation/Aviation 1st and 3`d Thursdays 04:00 PM Dan Clawson 4 Years 12/31/05 Utilities 1st and 3`d Thursdays 03:00 PM r Core Services • Legislation that governs the City Outcomes • Approve the City budget, all appropriations, levies, taxes, and grants. • Adopt the Land Use Code. 2003 Accomplishments • Authorized extending the Washington City and County Pipeline Safety Consortium Interlocal agreement through December 31, 2004 • Went on record supporting and encouraging The Boeing Company to select Washington State as the home of the 7E7 aircraft and Boeing's future generations of commercial aircraft • Agreed to fund the aging sidewalk replacement program. Operating Budget-Legislative 3-7 2003 Accomplishments (continued) • Agreed to recognize the Matricula Consular as legal identification for Mexican citizens living in the United States • Agreed to use the 2002 Local Law Enforcement Block Grant to fund the City's Domestic Violence Victim Advocacy program , •Adopted the following: • City of Renton's West Nile Virus Response Plan ' • "City of Renton Action Plan for Protecting Salmonid Species and Habitat" • Ordinance that amends Renton's penal code making it illegal to i make or possess auto theft tools • 2003 Long-Range Park, Recreation and Open Space Plan , • Approved the following • Valley Special Response Team Interlocal agreement which creates ' a multi jurisdictional team to effectively respond to serious crime occurrences • Rezone of a 21.3-acre site located at 800 Garden Ave. N. from , Heavy Industrial to Center Office Residential 3 (Fry's Rezone) • Joint human services application and funding program agreement with South King County cities • Awarded the bid for the following: • Pavilion Building renovations • Construction of the Henry Moses Aquatic Center • 2003 Airport Taxiway Lighting, Signage and Paving Improvements • Kennydale Lakefront Sewer Improvements An overview of the Legislative Department expenditures is show in figure 3-1, followed by expenditures by category. Figure 3-1. Legislative Overview Expenditure Comparison $200,000 $160,000 ._-� ---•---,�---- -" $120,000 $80,000 $40,000 $0 1996 1997 1998 1999 2000 2001 2002 2003 2004 budget 3-8 Operating Budget-Legislative ' to os Expenditure Budget by Category-Legislative 2001 2002 2003 2003 2004 Change ow Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 109,170 120,724 129,600 130,905 134,900 4.1% Part-Time Salaries 0 0 1,000 0 0 -100.0% it Overtime 549 0 0 0 0 N/A Personnel Benefits 36,802 42,732 44,500 40,797 48,100 8.1% Supplies 1,139 1,013 1,200 859 1,200 0.0% go Other Services and Charges 7,994 6,568 9,300 7,598 8,900 -4.3% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 0 0 0 0 0 N/A Ir Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 155,655 171,037 185,600 180,159 193,100 4.0% to CIP 0 0 0 0 0 N/A Total 155,655 171,037 185,600 180,159 193,100 4.0% Illy Funding Decisions-Legislative 2003 Adjusted Budget $185,600 2004 Budget Changes Salaries 5,300 Benefits 3,700 Intermittent Salaries&Benefits -1,100 Travel, Repairs,and maintenance -400 Total 2004 Budget $193,100 to Staffing Levels (Full-Time Equivalent Employees-FTE) -Legislative 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 8.0 8.0 8.0 8.0 8.0 0.0% Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part-Time 0.1 0.1 0.1 0.1 0.0 -100.0% Total FTE 8.1 8.1 8.1 8.1 8.0 -1.2% r Divisions by Fund Number The Legislative Services/City Council Department is included in the General Fund (000). L Operating Budget-Legislative 3-9 Table 3-4. Position Listing-Legislative 2001 2002 2003 2003 2004 Actual Actual Budget Actual Budget Grade Title s Legislative Services/City Council City Council Members(Elected) 7.0 7.0 7.0 7.0 7.0 N11 City Council Liaison 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 8.0 8.0 8.0 8.0 8.0 Intermittent Part-Time 0.1 0.1 0.1 0.1 0.0 Total Legislative Services 8.1 8.1 8.1 8.1 8.0 ' 1 1 1 1 t 1 � 1 1 3-10 Operating Budget-Legislative ' 2004 Administrative,Judicial, and Legal Services PIAZZA tlfl ni RE�'I�1\xx �il+f r r Y� r r r *City of Renton,Washington BUDGET Mayor , Kathy Keolker-Wheeler 1 Chief Administrative Officer Jay Covington 1 ................................................................. Mayor's Office City Clerk/ Court Services Hearing Examiner City Attorney 5 Cable Manager 14.7 1.5 5 Note: This department has 28.2 total full-time equivalent employees. Administrative, Judicial, and Legal Services Department Organization ' 1 r r r r r and Seutweli r In this section you will find Administrative, Judicial, and Legal Services Department Mission Statement with a summary list of core services provided Irr by division. Following the core services list,we include the mission statements of each division, along with lists of their outcomes, accomplishments for the r year 2003, and action plans for the year 2004. Mission Statement Provide executive leadership and management for the Renton city government according to the mission, goals, and strategies for the City. Division Core Services .. Mayor's Office • Manage internal and external issues and programs • Coordinate community relations • Facilitate city-wide communication efforts City Clerk • Legislative support r. • City-wide records management • Government access television channel operations • Cable franchise administration • Audio-visual services t • Information and referral services Operating Budget-Administrative,Judicial,and Legal Services 3-11 City Attorney ' • Misdemeanor prosecution • Ordinance drafting and contract review • Defense and litigation • Day-to-day legal advice and preventative maintenance , Hearing Examiner • Provide a hearing forum for the public to participate in the , City's development process and for them to affect the look and livability of their neighborhood and city. , • Provide a forum where the development community can fairly present proposals and explain their benefits and compliance with City regulations and policies. , • Provide reports in a timely fashion that provide facts and conclusions that may be used by the public and the City Council ' to judge land use projects proposed within the City. Court Services ' • Case management • Customer service • Administrative services An overview of Administrative, Judicial and Legal Services Department expenditures is shown in figure 3-2, followed by expenditures by division and category. 3-12 Operating Budget-Administrative,Judicial and Legal Services Department r. r Figure 3-2. Administrative, Judicial, and Legal Services Overview Expenditure Comparison 4,000,000 3,200,000 2,400,000 1,600,000 800,000 0 1996 1997 1998 1999 2000 2001 2002 2003 2004 budget llrr Expenditure Budget by Division-Administrative,Judicial, and Legal Services 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Mayor's Office 704,557 728,450 835,000 747,179 816,400 -2.2% City Clerk 391,464 384,713 439,900 404,554 445,800 1.3% City Attorney 1,000,907 971,312 1,049,500 981,227 1,080,200 2.9% Hearing Examiner 126,580 117,212 129,700 120,095 134,800 3.9% us Court Services 1,176,725 1,222,113 1,310,400 1,253,694 1,339,900 2.3% Operating Total 3,400,233 3,423,800 3,764,500 3,506,749 3,817,100 1.4% CIP 0 0 0 0 0 N/A Ma Total 3,400,233 3,423,800 3,764,500 3,506,749 3,817,100 1.4% Expenditure Budget by Category-Administrative, Judicial, and Legal Services 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 1,445,357 1508118 1,607,600 1 597071 1,673,600 4 1% `t Part-Time Salaries 44,110 7,262 19,200 11,328 13,600 -29.2% Overtime 5,348 5,050 10,200 10,797 5,000 -51.0% Personnel Benefits 341,700 350,572 400,000 390,736 428,500 7.1% Supplies 38,315 29,669 29,100 27,168 24,000 --17.5% Other Services and Charges 1,480,733 1473770 1,653,800 1 424 295 1,629,800 -1 5% Intergovernmental Services 38,648 39,777 44,600 36,619 42,600 -4.5% Capital Outlay 6,022 9,582 0 8,735 0 N/A Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 3,400,233 3,423,800 3 764,500 3,506 749 3,817,100 1 4% CIP 0 0 0 0 0 N/A Total 3,400,233 3,423 800 3,764,500 3,506 749 3,817 100 1.4% Operating Budget-Administrative,Judicial and Legal Services Department 3-13 Major Department Changes for 2004 Major department changes are given below, followed by staffing levels. Personnel Costs: Salaries ($67,000 -All Divisions) Department salary increases include 3 percent cost of living, and 1.1 percent step increases, longevity, and reclassifications. ' Benefits ($29,700 -All Divisions) Department increases include 10 percent medical, 12 percent dental, and the new state rates for industrial insurance. Supplies, Other Services and Charges: Contract Costs ($47,200 - City Attorney, Court Services) Contract increases include $30,700 in Prosecutor/Legal Staff Services for a total 4 0 in Public Defender Conflict and 12 500 in annual budget of$1,080,200, $ ,00 $ , g Interpreter fees to meet increasing demands. Equipment Rental (-$300 - Mayor's Office) Total funding in the Equipment Rental Fund to cover equipment replacement and maintenance charges for all City fleet vehicles will decrease by 14.5 percent. This change is due to a reduction in the number of vehicles that need to be replaced, and lower maintenance costs. Monthly premiums from departments to reimburse the , Equipment Rental Fund may differ since department costs are calculated based on assigned vehicles and their,associated replacement and maintenance schedules. 2003 Funding Items: Other Services and Charges (-$25,000 - Mayor's Office) Received sponsorship donation of$25,000 to increase Fourth of July events funding for 2003. With no sponsor at the time of the adoption of the 2004 budget the appropriation is $4,000 for this event. Other Operating Changes: Department Savings (-$66,000 - All Divisions) Department net changes are a result of management efforts to examine department core services and line item true-ups based on prior years. Changes include-$13,000 in j part-time salariesibenefits and overtime,-$11,300 in supplies and training,-$40,000 in professional services and fees, and-$1,700 miscellaneous items. I 3-1¢ Operating Budget-Administrative,Judicial and Legal Services Department to i. Staffing Levels by Division-Administrative,Judicial, and Legal Services 2001 2002 2003 2003 2004 Change im Actual Actual Adj Bdgt Actual Budget 2003/2004 Mayor's Office 7.0 7.0 7.0 7.0 7.0 0.0% City Clerk 5.0 5.0 5.0 5.0 5.0 0.0% City Attorney 0.0 0.0 0.0 0.0 0.0 N/A Hearing Examiner 1.5 1.5 1.5 1.5 1.5 0.0% Court Services 13.7 14.7 14.7 14.7 14.7 0.0% Total FTE 27.2 28.2 28.2 28.2 28.2 0.0% Divisions by Fund Number The Administrative, Judicial, and Legal Services Department includes the operations of the following divisions: in the General Fund(000) and department number listed: 000/003 Mayor's Office 000/012 City Clerk 000/006 City Attorney 000/011 Hearing Examiner 000/002 Court Services Mayor's Office Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for the Mayor's Office Division expenditures, 2004 funding decisions, and staffing levels. ,r• Mission Statement Provide executive leadership and administrative direction for the City of Renton to serve the interests of the community according to the mission, policies, and guidelines adopted by the Renton City Council. Outcomes • Promote and enhance the City's positive image • Provide opportunities for residents to become informed about and connected to the City • Promote a positive working environment for City employees • Ensure regional decisions have considered Renton's interests • Promote a positive quality of life for Renton residents • Provide opportunities for employees to become informed and connected ' Operating Budget-Administrative,Judicial and Legal Services Department 3-15 2003 Accomplishments Administration • Conducted workshops with the Mayor, Council, and Department ' Administrators to review and refine the City's Vision, Mission, and Business Plan Goals. • Provided executive management in the implementation of the 2003 portion of ' the City's Business Plan contained within the City's annual operating budget. • Provided leadership and direction in regional issues including Transportation, ' Water Quality, the Endangered Species Act, Water Resource Inventory Areas, Pipeline Safety, Emergency Communications, Land Use, and other efforts. • Worked with State and Federal Legislators to bring legislative and monetary assistance to Renton. • Provided strategic direction and oversight for City operations including the , annual Comprehensive Plan update, the preparation of the 2003 Budget, and overall City operations. Mayor's Office ' • Provided direction and oversight for various internal and external programs and issues. Provided analytical support and consultation for the direction of departmental, citywide, and regional programs, procedures, and initiatives. • Provided customer assistance to both internal and external customers. Facilitated resolution of citizen concerns regarding various issues. Responded to approximately 800 telephone calls and/or office visits. Provided written communication to more than 125 external customers. Sent out 1,178 New ' Resident Welcome Packets. • Coordinated and disseminated public information to internal and external customers through press releases, a monthly community newsletter (CitySource), the employee newsletter(Grady Grapevine), an award-winning community calendar, and a nationally recognized city website. Provided in- house consultation to staff on public information dissemination, brochure and newsletter production, and web page production. • Organized and coordinated the 18th annual IKEA Renton River Days ' community festival,the City's volunteer program,the annual tour of municipal facilities for approximately 1,000 third graders from the Renton School District, and many other special events, groundbreakings, an Independence Day fireworks event at Coupon Park, and other events and activities. • Coordinated delegation visits and other activities and events associated with Renton's Sister City relationships with Cuautla, Jalisco, Mexico and Nishiwaki, Japan. 3-16 Operating Budget-Administrative,Judicial and Legal Services Department ' x 2004 Action Plan Administration { ' • Conduct workshops with the Mayor, Council, and Department Administrators to review and refine the City's Vision, Mission, and Business Plan Goals. • Provide strategic direction and oversight for the annual update of the Comprehensive Plan and 2004 Budget. • Work with State and Federal Legislators to bring legislative and monetary assistance to Renton. • Provide strategic leadership and direction in the region for responses to a variety of issues such as Land Use, Transportation, Potential Annexation Areas, the Endangered Species Act, and Water Quality. • Provide strategic leadership and oversight for the City's business and operational plans scheduled for the implementation in 2004. Mayor's Office • Direct the implementation of citywide Outcome Management and provide direction and oversight for the implementation of the citywide a employee recognition program. Provide analytical support and 9 consultation for the direction of departmental, citywide, and regional programs,procedures, and initiatives. • Provide continued customer service to internal and external customers. Facilitate resolution of citizen concerns regarding various issues. • Coordinate and disseminate public information through press releases, the community newsletter(CitySource), the employee newsletter (Grady Grapevine), the community calendar, and the City's website. ' • Coordinate citywide special events (including the 19th annual Renton River Days festival and a second annual Independence Day fireworks display at Coulon Park), groundbreakings and dedication ceremonies, the City's volunteer program, and the Sister City program. ' Operating Budget-Administrative,Judicial and Legal Services Department 3-17 Expenditure Budget by Category-Mayor's Office 2001 2002 2003 2003 2004 Change ' Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 467,031 496,261 521,100 521,036 542,500 4.1% Part-Time Salaries 24,416 2,622 6,200 3,860 6,400 3.2% ' Overtime 3,184 2,607 0 4,993 0 N/A Personnel Benefits 103,926 102,733 112,100 111,149 120,200 7.2% Supplies 7,234 2,950 4,000 3,161 4,000 0.0% ' Other Services and Charges 98,765 121,277 191,600 102,980 143,300 -25.2% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 0 0 0 0 0 N/A ' Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 704,557 728,450 835,000 747,179 816,400 -2.2% , CIP 0 0 0 0 0 N/A Total 704,557 728,450 835,000 747,179 816,400 -2.2% Funding Decisions-Mayor's Office ' 2003 Adjusted Budget $835,000 2004 Budget Changes Salaries 21,600 ' Benefits 8,100 Professional Services -15,000 Community Relations Contracts -3,000 ' Training -5,000 Equipment Rental -300 Fourth of July(2003 funding) -25,000 , Total 2004 Budget $816,400 Staffing Levels (Full-Time Equivalent Employees-FTE) -Mayor's Office 2001 2002 2003 2003 2004 Change , Actual Actual Adj Bdgt Actual Budget 200312004 Regular 7.0 7.0 7.0 7.0 7.0 0.0% Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part-Time 0.1 0.0 0.0 0.0 0.0 N/A Total FTE 7.1 7.0 7.0 7.0 7.0 0.0% 3-18 Operating Budget-Administrative,Judicial and Legal Services Department u. City Clerk Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for City Clerk Division expenditures, 2004 to funding decisions, and staffing levels. Mission Statement "' The City Clerk Division is dedicated to preserving the City's official records and maintaining and providing accurate and timely information through to various forms of media to meet the needs of the community and City departments. Outcomes u. • Public process ensured for informed decision-making • Compliance with laws, policies and mandates r. • Customers receive timely and accurate information • Residents are informed of City and community issues and events via televised programming • Access to available cable technology services for residents • Enhanced presentations for audiences 2003 Accomplishments • Managed completion of City-wide Records Inventory project. • Assisted in development and processing of ten Policy and Procedures. • Developed new informational desk manual for City elected officials. • Directed conversion of Council Chambers audio recording system from analog to digital. • Produced 12 new programs and updated reader board announcements for cable television Channel 21. • Processed and indexed over 850 new records; including 65 Ordinances, 71 Resolutions, 40 public disclosure requests, 206 recorded documents 2004 Action Plan • Recommend emerging computer technologies to improve communication, w. provide information to City Council and to engage the community. • Analyze results of departmental records inventories and lead development of Vital Records Disaster Recovery Program. • Begin development of records management manuals. • Conduct enhanced training for all departments on public disclosure and electronic records management. Operating Budget-Administrative,Judicial and Legal Services Department 3-19 Io • Facilitate open public government and improve access to public , information. Expenditure Budget by Category- City Clerk 2001 2002 2003 2003 2004 Change ' Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 251,543 240,151 255,100 253,742 265,600 4.1% Part-Time Salaries 0 0 0 0 0 N/A , Overtime 0 86 0 124 0 N/A Personnel Benefits 56,989 57,206 68,600 67,334 74,000 7.9% Supplies 7,727 3,993 6,100 4,091 6,600 8.2% ' Other Services and Charges 30,534 43,500 65,500 33,909 57,000 -13.0% Intergovernmental Services 38,648 39,777 44,600 36,619 42,600 -4.5% Capital Outlay 6,022 0 0 8,735 0 N/A Debt Service 0 0 0 0 0 N/A , Interfund Payments 0 0 0 0 0 N/A Operating Total 391,464 384,713 439,900 404,554 445,800 1.3% CIP 0 0 0 0 0 N/A ' Total 391,464 384,713 439,900 404,554 445,800 1.3% Funding Decisions- City Clerk , 2003 Adjusted Budget $439,900 2004 Budget Changes , Salaries 10,500 Benefits 5,400 Advertising -4,000 , Codification -5,200 Voter Registration -2,000 All Other 1,200 ' Total 2004 Budget $445,800 Staffing Levels (Full-Time Equivalent Employees-FTE) - City Clerk 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 5.0 5.0 5.0 5.0 5.0 0.0% Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 5.0 5.0 5.0 5.0 5.0 0.0% 3-20 Operating Budget-Administrative,Judicial and Legal Services Department , to City Attorney Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for City Attorney Division expenditures, 2004 funding decisions, and staffing levels. Mission Statement Provide quality legal representation to the City and its employees in a timely, effective, and positive manner. Outcomes • Efficient, effective, and fair administration of justice • Efficient and effective administration of the City government • Reduction of unnecessary economic losses and provision of efficient, effective, and fair dispute resolution mechanisms • Efficient and effective administration of City government and reduction of unnecessary economic losses. 2003 Accomplishments • Obtain summary judgments of dismissal on the Plano case, the Lucas Children's Trust case and the civil rights portion of the Bosteder case. • Provided ordinance drafting and contract review, in general on the first day r„ after the materials were submitted to the City Attorney's office. • Kept up with changes in the law and forwarded copies of the relevant cases or statutes to the department head for dissemination within that department. • Assisted in City-Boeing negotiations concerning comprehensive plan, zoning and development agreement and gave legal advice to staff concerning these ,,. issues and environmental and other reviews necessary to that effort. • Worked with City staff on River Rock lease renewal, Chastain trail issues,jail contract, Barfield purchase and Edlund and Koram purchase. • Handled numerous bidding irregularities in contract issues for capital improvement projects. 2004 Action Plan • Provide ordinance drafting and contract review for routine matters on the first +� day after receipt by City Attorney's office. Provide more complicated matters within the week. Provide very complicated or extensive matters on a prearranged date. • Aggressively defend litigation matters alleging negligence, with a result favorable to the City 80 percent of the time. Operating Budget-Administrative,Judicial and Legal Services Department 3-21 • Provide training to a City department on a substantive area of the , law at least twice each calendar year. • Keep up with changes in statutory and case law and provide , information concerning the changes to the department administrator for dissemination. Expenditure Budget by Category- City Attorney t 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 , Regular Salaries 0 0 0 0 0 N/A Part-Time Salaries 0 0 0 0 0 N/A Overtime 0 0 0 0 0 N/A Personnel Benefits 0 0 0 0 0 N/A Supplies 18,055 14,103 3,300 13,901 3,300 0.0% Other Services and Charges 982,851 957,209 1,046,200 967,326 1,076,900 2.9% ' Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 0 0 0 0 0 N/A Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A ' Operating Total 1,000,907 971,312 1,049,500 981,227 1,080,200 2.9% CIP 0 0 0 0 0 N/A Total 1,000,907 971,312 1,049,500 981,227 1,080,200 2.9% , Funding Decisions- City Attorney 2003 Adjusted Budget $1,049,500 2004 Budget Changes Contract increase 30,700 Total 2004 Budget $1,080,200 3-22 Operating Budget-Administrative,Judicial and Legal Services Department , Hearing Examiner Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Hearing Examiner Division expenditures, 2004 funding decisions, and staffing levels. Mission Statement 1W Provide decisions and recommendations for the public and City Council through a fair, impartial, open legal process. Provide compliance with laws, policies, and mandates. Provide a public process that results in informed decision-making. Outcomes r • Provide reports in a timely fashion that provide facts and conclusions that may be used by the public and the City Council to judge land use projects proposed within the City. 2003 Accomplishments .. • Reported out decisions in a timely fashion on land use permits. • Reported out decisions in a timely fashion on other administrative subjects, including forfeiture and impoundment proceedings. 2004 Action Plan .w • Consider and apply land use regulatory codes. • Hear appeals regarding SEPA or Administrative decisions. L L L Operating Budget-Administrative,Judicial and Legal Services Department 3-23 Expenditure Budget by Category-Hearing Examiner 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 100,787 102,601 107,400 103,591 111,800 4.1% Part-Time Salaries 0 0 0 0 0 N/A Overtime 0 0 0 173 0 N/A Personnel Benefits 14,608 13,441 14,600 15,069 15,300 4.8% Supplies 297 188 700 34 700 0.0% , Other Services and Charges 10,888 982 7,000 1,228 7,000 0.0% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 0 0 0 0 0 N/A , Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 126,580 117,212 129,700 120,095 134,800 3.9% , CIP 0 0 0 0 0 N/A Total 126,580 117,212 129,700 120,095 134,800 3.9% Funding Decisions-Hearing Examiner 2003 Adjusted Budget $129,700 2004 Budget Changes Salaries 4,400 Benefits 700 Total 2004 Budget $134,800 Staffing Levels (Full-Time Equivalent Employees-FTE) -Hearing Examiner 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 1.5 1.5 1.5 1.5 1.5 0.0% Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 1.5 1.5 1.5 1.5 1.5 0.0% 3-24 Operating Budget-Administrative,Judicial and Legal Services Department ' Court Services Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Court Services Division expenditures, 2004 r' funding decisions, and staffing levels. Mission Statement Renton Municipal Court will perform all court functions in accordance with national standards, for the public and support services. Outcomes • Assist public in court processes r • Implement and comply with laws • Provide justice with dignity in a timely manner +� • Provide a neutral setting to resolve disputes 2003 Accomplishments • Court processes US Passport Applications. • Court personnel answer telephones in person and answer questions from public regarding court business. • Mandatory recordings of court proceedings are made digitally. • No negative audit findings. 2004 Action Plan r. ,• Survey public via Utility Billing to assess satisfaction and expectations of court services. w • Train court staff regarding new legislation. • Monitor status of court related claims and respond as appropriate. • Establish baseline for filing to disposition dates. it 0 Collect and summarize complaints from the correspondence to Mayor's Office, City Council and Court. w rrr Operating Budget-Administrative,Judicial and Legal Services Department 3-25 Expenditure Budget by Category- Court Services 2001 2002 2003 2003 2004 Change Actual Actual Adj 13dgt Actual Budget 2003/2004 Regular Salaries 625,995 669,105 724,000 718,702 753,700 4.1% Part-Time Salaries 19,694 4,640 13,000 7,468 7,200 -44.6% Overtime 2,163 2,357 10,200 5,507 5,000 -51.0% Personnel Benefits 166,176 177,192 204,700 197,184 219,000 7.0% Supplies 5,002 8,435 15,000 5,981 9,400 -37.3% Other Services and Charges 357,694 350,802 343,500 318,852 345,600 0.6% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 0 9,582 0 0 0 N/A Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 1,176,725 1,222,113 1,310,400 1,253,694 1,339,900 2.3% CIP 0 0 0 0 0 N/A Total 1,176,725 1,222,113 1,310,400 1,253,694 1,339,900 2_3% Funding Decisions- Court Services 2003 Adjusted Budget $1,310,400 2004 Budget Changes Salaries 30,500 Benefits 15,500 Overtime, Part Time Salaries/Benefits -13,000 Supplies&Small tools -5,600 Judges Pro Tern -6,300 Professional Services/Public Defender Conflict 4,000 Interpreter fees 12,500 Witness fees -5,600 All Other -2,500 Total 2004 Budget $1,339,900 Staffing Levels(Full-Time Equivalent Employees-FTE) - Court Services 2001 2002 2003 2003 2004 Change Actual Actual Adj l3dgt Actual Budget 2003/2004 Regular 13.0 14.0 14.0 14.0 14.0 0.0% Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part-Time 0.7 0.7 0.7 0.7 0.7 N/A Total IFTE 13.7 14.7 14.7 14.7 14.7 0.0% 3-26 Operating Budget-Administrative,Judicial and Legal Services Department r Table 3-5. Administrative, Judicial, and Legal Services Performance and Workload Indicators 2001 2002 2003 2003 2004 r Actual Actual Forecast Actual Forecast Mayor's Office Renton's Web Site Total Hits for the Year 1,131,971 1,672,066 1,800,000 1,935,531 2,200,000 aw New Resident Welcome Packets Mailed Out 900 1,126 950 1,178 1,200 Court Services Jury Trials Set 711 797 750 841 820 aw Jury Trials Heard 18 14 30 22 25 Non-Jury Trials Set 250 204 260 210 225 Non-Jury Trials Heard 20 17 30 12 15 10 Interpreters Used 398 349 400 415 400 Cases Heard using Interpreters 1,226 1,300 Pre-Sentence and Evaluations 246 256 250 518 750 or Probation(monthly average) 412 424 440 433 420 Court Cost Recoupment Public Defense $136,239 $136,823 $130,000 $139,755 $130,000 it Probation $162,250 $153,818 $150,000 $147,376 $180,000 Hearing Examiner Total Cases 107 48 113 58 92 Property Forfeitures 3 3 6 8 8 Vehicle Impounds 9 5 10 15 15 w SEPA Appeals 5 2 5 0 3 Administrative Appeals 10 2 12 1 10 Other Jurisdiction Cases 4 1 11 10 10 w Conditional Use Permits 5 8 7 1 3 Preliminary Plats 18 7 18 8 10 Site Approvals 8 6 11 7 10 1W Short Plats 14 8 11 6 8 Variances 5 1 6 0 2 Special Permit for Fill and Grade 1 2 3 0 2 Waiver of Street Improvements 0 0 0 0 0 Rezones 15 1 10 1 4 Shoreline Management 1 2 3 0 4 Other 0 0 0 1 3 City Clerk Ordinances Processed 49 60 50 65 55 Resolutions Processed 63 61 60 71 65 New Contracts 202 218 200 200 215 Contract Addenda 58 71 50 115 80 New Index Cards(mainframe) 810 885 1,500 856 900 Videos Produced(excluding Council Meetings) 13 12 26 12 15 Council Minutes Published 42 42 42 44 42 Recorded Documents 175 190 200 206 200 ' Operating Budget-Administrative,Judicial and Legal Services Department 3-17 Table 3-6. Administrative, Judicial, and Legal Services Department Position Listing 2001 2002 2003 2003 2004 Actual Actual Budget Actual Budget Grade Title Mayor's Office Mayor(Elected) 1.0 1.0 1.0 1.0 1.0 M53 Chief Administrative Officer 1.0 1.0 1.0 1.0 1.0 M30 Assistant to Chief Administrative Officer 1.0 1.0 1.0 1.0 1.0 M25 Community Relations Manager 1.0 1.0 1.0 1.0 1.0 N12 Community Relations Specialist 1.0 1.0 1.0 1.0 1.0 , N13 Executive Secretary 1.0 1.0 1.0 1.0 1.0 N05 Secretary 1 1.0 1.0 1.0 1.0 1.0 Total Mayor's Office 7.0 7.0 7.0 7.0 7.0 City Clerk Division M30 City Clerk/Cable Manager 1.0 1.0 1.0 1.0 1.0 M17 Deputy City Clerk 1.0 1.0 1.0 1.0 1.0 , Al2 Multimedia/Records Specialist 1.0 1.0 1.0 1.0 1.0 All Records Management Coordinator 1.0 1.0 1.0 1.0 1.0 A09 Records Management Specialist 1.0 1.0 1.0 1.0 1.0 Total City Clerk Division 5.0 5.0 5.0 5.0 5.0 Hearing Examiner Services Division M35 Hearing Examiner 1.0 1.0 1.0 1.0 1.0 A07 Hearing Examiner's Secretary 0.5 0.5 0.5 0.5 0.5 Total Hearing Examiner Division 1.5 1.5 1.5 1.5 1.5 Court Services Municipal Court Judge(Elected) 1.0 1.0 1.0 1.0 1.0 M30 Court Services Director 1.0 1.0 1.0 1.0 1.0 A18 Probation Officer 0.0 1.0 1.0 1.0 1.0 All Judicial Specialist(Lead) 2.0 2.0 2.0 2.0 2.0 A08 Judicial Specialist 9.0 9.0 9.0 9.0 9.0 Total Regular Staffing 13.0 14.0 14.0 14.0 14.0 Intermittent Part-Time 0.7 0.7 0.7 0.7 0.7 Total Court Services Division 13.7 14.7 14.7 14.7 14.7 ` Total Regular Staffing 26.5 27.5 27.5 27.5 27.5 I> Total Intermittent Part-Time 0.7 0.7 0.7 0.7 0.7 Total Administrative,Judicial,and Legal Services 27.2 28.2 28.2 28.2 28.2 .t r 3-28 Operating Budget-Administrative,Judicial and Legal Services Department 2004 Economic Development Oil— 90 M * City of Renton,Washington BUDGET Administrator Alex Pietsch 1 Administrative Support 2 Economic Development Neighborhoods Strategic Planning , 3 1 6.3 Note: This department has 13.3 total full-time equivalent employees. Economic Development, Neighborhoods, and Strategic Planning Department Organization 1 1 tilt Nek"o4we-&, ar d up srJr ngs In this section you will find the Economic,Neighborhoods, and Strategic Planning Development Mission Statement with a summary list of core services provided by division. Following the core services list, we include the mission statements of each division, along with lists of their outcomes, ,w accomplishments for the year 2003, and action plans for the year 2004. Mission Statement Enhance the vitality and livability of the Renton community by creating a prosperous economy and quality neighborhoods r Core Services • Economic development r • Neighborhood program • Land use and planning • Legislative Affairs Outcomes • Broaden the City's tax base, diversify employment, and increase property values. r" • Improve Renton's image in the community and throughout the region. • Increase neighbor-to-neighbor and neighbor-to-City communication to to foster a more livable community. • Promote neighborhood identification and beautification. w. • Provide a framework to direct growth consistent with City values and ensure predictability for property owners through comprehensive planning and zoning, while providing creative solutions to land uses. • Influence national and regional decisions that affect the City. Operating Budget-Economic Development 3-19 t 2003 Accomplishments , • Sales tax revenue increased by 1.16 percent and Hotel/Motel tax revenue increased by 3percent from June 2002 to June 2003. • Efforts to bring key new business to Renton resulted in construction revenue increasing by 2 percent. • Effective marketing and redevelopment efforts resulted in 43 positive news articles and a 500 percent increase in visits to the Renton Chamber and RentonMarket websites in 2002. • The Neighborhood program served over 9,300 residents and 3,000 households. The number of neighborhood picnics increased by 30 percent and grants totaling $32,000 were distributed for neighborhood improvements. • Successfully lobbied the 2003 State Legislature on 81 percent of the issues pursued, an increase from 64 percent in 2002. 2004 Action Plan • Attract new businesses to Renton to increase sales tax revenue and jobs and promote Renton's business investment opportunities. • Increase the number of residents served by the neighborhood program through neighborhood picnics and newsletters. • Implement Urban Center North development strategies and complete the state- mandated Comprehensive Plan update,Endangered Species Act and Critical Areas ' Updates. • Lobby county, state, and federal representatives to promote Renton's interests, and pursue funding opportunities for infrastructure and economic development. • Promote Renton's economic goals by supporting and pursuing transportation and other infrastructure goals in state and regional forums, including the Regional Transportation Improvement District. 1 3-30 Operating Budget-Economic Development Major Department Changes for 2004 Personnel Costs rs Salaries ($17,000) Departmental salary increases include a 3 percent cost of living increase, and to 1.1 percent for step increases, longevity, and reclassifications. Benefits ($11,800) Departmental increases include 10 percent for medical, 12 percent for dental. And the new state rates for Industrial Insurance. Other Operating Changes: Department Net Changes (-$37,000) Department net changes are a result of management efforts to examine department core services and line item true-ups based on prior years. Changes include -$17,000 in salaries,-$6,000 in supplies, -$6,000 in training, -$1,000 in Repairs and Maintenance,-$6,000 in Printing and Binding and-$1,000 in Postage. Consultant Services (-$50,000) Changes are due to the completion of an analysis required by the Growth Management Act and Endangered Species Act Action Plan that established lakeshore and riparian buffer widths. The Consulting budget is now$66,000. w Neighborhood Grant Administration (410,000) Changes are based on prior years actual for administering the program. The budget is now $2,000, which will not result in reduced services. 2003 Funding Item: Consultant Services (-159,200) Funding for other consulting projects were for 2003 only. r Operating Budget-Economic Development 3-31 Figure 3-3. Economic Development Overview Expenditure Comparison $1,500,000 $1,200,000 $900,000 $600,000 $300,000 $0 • • 1996 1997 1998 1999 2000 2001 2002 2003 2004 budget Note:The Economic Development Neighborhoods,and Strategic Planning Department was created in 1997. Expenditure Budget by Category-Economic Development, Neighborhoods, and Strategic Planning 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 681,456 736,810 803,700 681,620 819,600 2.0% Part-Time Salaries 0 32,956 31,600 0 32,600 3.2% Overtime 1,821 945 2,500 1,179 2,600 4.0% Personnel Benefits 152,386 160,529 177,300 151,528 189,100 6.7% Supplies 12,601 11,932 24,300 8,538 18,300 -24.7% , Other Services and Charges 223,838 166,061 370,900 162,164 151,700 -59.1% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 12,119 2,272 10,000 9,878 10,000 0.0% Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 1,084,221 1,111,505 1,420,300 1,014,907 1,223,900 -13.8% CIP 0 0 0 0 0 N/A Total 1,084,221 1,111,505 1,420,300 1,014,907 1,223,900 -13.8% j all 3-31 Operating Budget-Economic Development 11x1 1r Funding Decisions-Economic Development, Neighborhoods, and Strategic Planning 2003 Adjusted Budget 1,420,300 I` 2004 Budget Changes Salaries 17,000 Benefits 11,800 Supplies -6,000 Consultant Services -50,000 Neighborhood Grant Admin -10,000 2003 Funding-consulting -159,200 Total 2004 Budget 1,223,900 ft Staffing Levels (Full-Time Equivalent Employees-FTE) -Economic Development, Neighborhoods, and Strategic Planning 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 12.0 12.0 12.0 12.0 12.0 0.0% Temporary Part-Time 1.1 1.6 1.1 1.1 1.1 0.0% Intermittent Part-Time 0.2 0.2 0.2 0.2 0.2 0.0% Total FTE 13.3 13.8 13.3 13.3 13.3 0.0% 11r Table 3-7. Economic Development Performance and Workload Indicators 2001 2002 2003 2003 2004 Actual Actual Forecast Actual Forecast Neighborhood Liaisons to Which Training and Support are Provided 15 18 20 20 10 Code Amendments Adopted 8 22 10 20 10 Comp Plan Amendments Completed 4 2 10 10 10 Annexations/Pre-zones Analyzed and/or Completed 9 0 6 7 0 Neighborhood Associations/Residents N/A 25/8,768 N/A 28/10,598 28/12,000 Resident Picnic Attendance N/A 1,100 N/A 1,375 1,500 Number of positive news articles N/A N/A N/A 60 50 Operating Budget-Economic Development 3-33 Table 3-8. Economic Development, Neighborhoods, and Strategic Planning Position Listing 2001 2002 2003 2003 2004 Actual Actual Budget Actual Budget Grade Title M49 Economic Development Administrator 1.0 1.0 1.0 1.0 1.0 M38 Economic Development Director 1.0 1.0 1.0 1.0 1.0 M32 Development Manager 1.0 1.0 1.0 1.0 1.0 M32 Principal Planner 1.0 1.0 1.0 1.0 1.0 A23 Senior Planner 3.0 3.0 3.0 3.0 3.0 A16 Economic Development Specialist 1.0 1.0 1.0 1.0 1.0 A13 Planning Technician 1.0 1.0 1.0 1.0 1.0 N11 Admin Secretary II/Economic Assistant 1.0 1.0 1.0 1.0 1.0 A09 Admin Secretary 1.0 1.0 1.0 1.0 1.0 Al2 Neighborhood Coordinator(LT) 1.0 0.0 0.0 0.0 0.0 Al2 Neighborhood Coordinator 0.0 1.0 1.0 1.0 1.0 Total Regular Staffing 12.0 12.0 12.0 12.0 12.0 Temporary Part-Time 1.1 1.6 1.1 1.1 1.1 Intermittent Part-Time 0.2 0.2 0.2 0.2 0.2 Total Economic Development,Neighborhoods,and Strategic Planning Department 13.3 13.8 13.3 13.3 13.3 J 3-34 Operating Budget-Economic Development am 2004 .. Finance and Information Services r 7�77 Ynr t,i 1r i IT N .rr *City of Renton,Washington BUDGET Administrator Victoria Runkle 1 L ministrative Support 1 I Finance Information Services , 19.5 13 8 Print and Mail Services Note:This department has 35.3 total full-time equivalent employees. Finance and Information Services Department Organization �- �utaiwe and .7nAwmada smice-'i 11s In this section you will find the Finance and Information Services Mission Statement with a summary list of core services provided by division. Following the core services list, we include the mission statements of each division, along with lists of their outcomes, accomplishments for the year 2003, and action plans for the year 2004. Mission Statement Manage the financial and technical affairs of the City, to support all City operations through comprehensive and integrated financial and information services while complying with applicable Federal, State, and local regulations. Division Core Services Finance- Manage the financial affairs of the City. • Financial and Regulatory Accountability • Fiscal Analysis • Payroll Processing • Utility Customer Services r� Information Services- Manage the computer systems, communications, data support, print services, and mail management of the City. • Citywide Voice/Data Communications • Operating and Database Systems • Strategic Applications • Technical Support Help Desk • Print Services and Mail Management An overview of the Finance and Information Services expenditures is shown in figure 3-4, followed by expenditures by division and category. ' Operating Budget-Finance and Information Services 3-35 Figure 3-4. Finance and Information Services Overview j Expenditure Comparison $3,500,000 $2,800,000 41 - $2,100,000 --------- $1,400,000 $700,000 $0 1996 1997 1998 1999 2000 2001 2002 2003 2004 , budget Expenditure Budget by Division-Finance and Information Services 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Finance 1,483,563 1,591,454 1,720,300 1,659,710 1,766,200 2.7% Information Services 1,269,969 1,432,585 1,529,000 1,426,355 1,530,600 0.1% Operating Total 2,753,532 3,024,039 3,249,300 3,086,065 3,296,800 1.5% CIP 0 0 0 0 0 N/A Total 2,753,532 3,024,039 3,249,300 3,086,065 3,296,800 1.5% Expenditure Budget by Category-Finance and Information Services 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 1,586,178 1,753,533 1,886,900 1,873,464 1,956,800 3.7% Part Time Salaries 94,296 108,851 51,400 90,511 62,000 20.6% Overtime 27,572 28,205 9,800 23,558 45,200 361.2% Personnel Benefits 384,649 390,891 439,800 415,020 472,000 7.3% Supplies 131,836 150,578 137,500 135,422 130,500 -5.1% Other Services&Charges 529,001 584,755 702,700 546,793 620,300 -11.7% Capital Outlay 0 7,226 21,200 1,296 10,000 -52.8% Interfund Payments 0 0 0 0 0 N/A Operating Total 2,753,532 3,024,039 3,249,300 3,086,065 3,296,800 1.5% CIP 0 0 0 0 0 N/A Total 2,753,532 3,024,039 3,249,300 3,086,065 3,296,800 1.5% 3-36 Operating Budget-Finance and Information Services , Major Department Changes for 2004 Major department changes are given below, followed by staffing levels. Personnel Costs: Salaries ($80,500-All Divisions) r" Departmental salary increases include 3 percent cost of living, and 1.1 percent step increases, longevity, and reclassifications. Benefits ($32,200 - All Divisions) Departmental increases include 10 percent medical, 12 percent dental, and the new state rates for industrial insurance. Overtime ($35,400 -All Divisions) Increased in order to maintain weekend coverage for monthly routine maintenance and on-call availability for Emergency Services maintenance 24/7. Other Operating Changes: Department Net Changes (-$100,600) Department changes are a result of management efforts to examine department core services and line item true-ups based on prior years. Changes include r. telephone systems -$25,000, training -$31,000, repairs -$18,000, capital one time items -$11,200, other miscellaneous items - $15,400. Salaries in the Finance Division have been reallocated to part time salaries in the Information Services Division. Staffing Levels by Division-Finance and Information Services 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Finance 21.5 21.5 21.5 21.5 21.5 0.0% Information Services 13.8 13.8 13.8 13.8 13.8 0.0% Total FTE 35.3 35.3 35.3 35.3 35.3 0.0% Divisions by Fund Number The Finance and Information Services Department is included in the General Fund (000/004). Operating Budget-Finance and Information Services 3-37 Finance Division , Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Finance Division expenditures, 2004 funding decisions, and staffing levels. Mission Statement Directly monitor and report all cost centers of the City and to support all city operations through comprehensive and integrated financial information services while complying with all mandated regulations. Outcomes ' • Meet Federal, State, and local regulations by auditing, managing, paying billing, and reporting all the City's financial activity • Fulfill City directives by publishing a balanced budget and other financial , information tools on a timely and accurate basis for decision-makers and citizens. • Meet the City's obligation to pay employees accurately and timely while adhering to all internal and external guidelines to minimize the risk of fraud and meet Federal and State requirements. • Manage all residential, commercial, and third party vendor utility customer needs in a courteous, timely way and with respect. 2003 Accomplishments • Paid private vendors within 45 days of invoice date, 92 percent of the time. • Performed financial activities resulting in clean audits for more than 10 years. • Collected an average of 90,percent of invoices billed to persons and organizations with which we conducted business for the year. • Month end closing consistently achieved by the 3rd business day of the month. • Began to accept credit card Utility Billing payments over the phone, serving approximately 150 customers per month. 2004 Action Plan • Continue month end closings by the 3rd business day of each month. • Produce annual financial report for 2003 with GASB34 implementation by May 30, 2004 for audit review. • Pay vendors within 30 days of invoice, 75 percent of the time. 3-38 Operating Budget-Finance and Information Services • Create performance outcomes that are quantifiable, measurable and connected to budget allocations. • Implement an electronic funds transfer payment program with vendors to reduce paper and postage costs. Expenditure Budget by Category-Finance Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 994,044 1,077,741 1,163,400 1,142,181 1,203,600 3.5% Part Time Salaries 21,451 19,121 0 17,405 0 N/A Overtime 8,645 6,324 7,300 5,192 17,600 141.1% Personnel Benefits 240,652 249,807 275,600 256,169 295,600 7.3% Supplies 14,413 27,015 15,900 11,476 13,900 -12.6% Other Services&Charges 204,358 205,364 254,100 227,288 235,500 -7.3% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 0 6,082 4,000 0 0 -100.0% Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 1,483,563 1,591,454 1,720,300 1,659,710 1,766,200 2.7% CIP 0 0 0 0 0 N/A Total 1,483,563 1,591,454 1,720,300 1,659,710 1,766,200 2.7% 1K Funding Decisions-Finance Division 2003 Adjusted Budget $1,720,300 2004 Budget Changes Salaries 47,700 Salary reallocation to I.S. Division -7,500 Overtime 10,300 Benefits 20,000 Supplies -2,000 Training -13,000 Machinery&Equipment -4,000 All Other -5,600 Total 2004 Budget $1,766,200 Staffing Levels (Full-Time Equivalent Employees-FTE) -Finance Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 21.5 21.5 21.5 21.5 21.5 0.0% Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 21.5 21.5 21.5 21.5 21.5 0.0% Operating Budget-Finance and Information Services 3-39 Information Services Following the mission statement and lists of outcomes, accomplishments, and action plans,we include charts for Information Services Division expenditures,2004 funding decisions, and staffing levels. Mission Statement Provide communication and data support to meet departmental function and record keeping,and supply technical support services to all computer system users in the City. Outcomes • Provide reliable voice and data communications to all City facilities. • Provide secure operational and data base management systems as a foundation for file,print services, and strategic applications. , • Provide strategic application programs to enable Departments to achieve their goals in a timely and efficient manner. • Provide technical support and assistance to City users. • Meet departments document copying/printing and mailing needs. 2003 Accomplishments • Implemented Remote Field Reporting and provided Valley Communications data connectivity to all police vehicles for access to criminal records and mug shoots. • Replaced 96 desktop computers and 29 mobile laptops for the Police Department. • Consolidated the City's copiers to a two-year contract with six additional copiers r�1 without increasing lease costs. • Negotiated a three-year contract with Qwest, for a savings of$25,000. • Migrated the City's financial accounting system from Informix to Microsoft's SQL reducing the number of data bases requiring support and license fees. 1 t 3-40 Operating Budget-Finance and Information Services NK 2004 Action Plan • Assure telephone and voice mail systems, the data network and electronic mail are operational 99 percent of the time. �" • Assure that strategic applications have an uptime of 99 percent and malfunctions cause less than 8 hours of service interruption per application aw per year. • Provide help desk service response levels so that: ire, a) Routine requests are responded to by the end of the next business day and resolved within two business days. b) Urgent requests are responded to within four business hours and resolved within one business day. c) Mission critical requests are responded to within thirty minutes and work will begin within two hours. • Assure that print/mail requests receive a proof within two business days and products are delivered within four business days of proof approval. • Increase the availability of the Public Safety wireless network to an 80 percent City wide coverage area for all equipped City vehicles. Operating Budget-Finance and Information Services 3-41 Expenditure Budget by Category-Information Services 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 592,134 675,791 723,500 731,283 753,200 4.1% Part Time Salaries 72,845 89,731 51,400 73,106 62,000 20.6% Overtime 18,927 21,881 2,500 18,367 27,600 1004.0% Personnel Benefits 143,997 141,084 164,200 158,851 176,400 7.4% Supplies 117,423 123,563 121,600 123,946 116,600 -4.1% Other Services&Charges 324,643 379,391 448,600 319,506 384,800 -14.2% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 0 1,144 17,200 1,296 10,000 -41.9% Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 1,269,969 1,432,585 1,529,000 1,426,355 1,530,600 0.1% CIP 0 0 0 0 0 N/A Total 1,269,969 1,432,585 1,529,000 1,426,355 1,530,600 0.1% Funding Decisions-Information Services 2003 Adjusted Budget $1,529,000 2004 Budget Changes Salaries 32,800 Part Time Salaries Reallocation 7,500 Overtime 25,100 Benefits 12,200 Supplies -5,000 Training -18,000 Telephone System Maintenance -25,000 Repairs and Maintenance -15,000 Machinery&Equipment -7,200 All Other -5,800 Total 2004 Budget $1,530,600 Staffing Levels (Full-Time Equivalent Employees-FTE) -Information Services 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 12.0 12.0 12.0 12.0 12.0 0.0% Temporary Part-Time 0.5 0.5 0.5 0.5 0.5 0.0% Intermittent Part-Time 1.3 1.3 1.3 1.3 1.3 0.0% Total FTE 13.8 13.8 13.8 13.8 13.8 0.0% 3-42 Operating Budget-Finance and Information Services Ila Table 3-9. Finance and Information Services Department Performance and Workload Indicators 2001 2002 2003 2003 2004 Actual Actual Forecast Actual Forecast 'r Utility Billing Total Customers 16,662 17,255 17,850 18,085 18,600 Payroll Number of Employees Paid(per W-2 count) 1,094 1,058 1,100 1,089 1,100 Print Shop Mail Machine Production 267,134 287,811 300,000 337,000 350,000 am Operations Number of Accounts Receivable Billings 1,891 1,728 1,778 1,802 1,830 Number of Vendor Checks 10,987 10,939 11,000 11,186 11,500 69 Information Services Calls for Service 2,035 2,014 2,100 2,236 3,000 IN Table 3-10. Finance and Information Services Position Listing(Sheet I of 2) ON 2001 2002 2003 2003 2004 Actual Actual Budget Actual Budget Grade Title Finance Division Finance and Information Services M49 Administrator 1.0 1.0 1.0 1.0 1.0 M38 Fiscal Services Director 1.0 1.0 1.0 1.0 1.0 M25 Finance Analyst Supervisor 3.0 3.0 3.0 3.0 3.0 A18 Accountant 1.0 1.0 1.0 1.0 1.0 as N16 Finance Analyst III 2.0 2.0 2.0 2.0 2.0 A13 Grant Accountant 0.0 0.5 0.5 0.5 0.5 A13 Grant Accountant(LT) 0.5 0.0 0.0 0.0 0.0 IN A13 Accounting Supervisor 1.0 1.0 1.0 1.0 1.0 A13 Utility Accounts Supervisor 1.0 1.0 1.0 1.0 1.0 N13 Finance Analyst II 1.0 1.0 2.0 1.0 1.0 N13 Finance Analyst II (I-T) 1.0 1.0 0.0 0.0 0.0 N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0 N10 Accounting Technician (Payroll) 1.0 1.0 1.0 1.0 1.0 N10 Finance Analyst 1 0.0 0.0 0.0 1.0 1.0 A09 Accounting Assistant IV 1.0 5.0 5.0 5.0 5.0 A07 Accounting Assistant III 3.0 0.0 0.0 2.0 2.0 A05 Accounting Assistant II 3.0 2.0 2.0 0.0 0.0 ' Total Regular Staffing 21.5 21.5 21.5 21.5 21.5 Total Finance Division 21.5 21.5 21.5 21.5 21.5 Operating Budget-Finance and!?formation Services 3-43 Table 3-10. Finance and Information Services Position Listing(Sheet 2 of 2) ' 2001 2002 2003 2003 2004 Actual Actual Budget Actual Budget Grade Title Information Services Division M34 Information Services Manager 1.0 1.0 1.0 1.0 1.0 ' A32 Network Systems Supervisor 1.0 1.0 1.0 1.0 1.0 A30 Application Support Supervisor 1.0 1.0 1.0 1.0 1.0 M30 Information Systems Supervisor 1.0 1.0 1.0 1.0 1.0 A24 Technical Support Coordinator 1.0 1.0 1.0 1.0 1.0 A24 Sr. Network Systems Specialist 1.0 1.0 1.0 1.0 1.0 A21 Systems Analyst 1.0 1.0 1.0 1.0 1.0 A20 Network Systems Specialist 1.0 1.0 1.0 1.0 1.0 A13 Print&Mail Coordinator 1.0 1.0 1.0 1.0 1.0 A10 Form/Graphic Technician 1.0 1.0 1.0 1.0 1.0 A09 Accounting Assistant IV 0.0 1.0 1.0 0.0 0.0 A07 Print&Mail Operator 1.0 1.0 1.0 1.0 1.0 A05 Accounting Assistant II 1.0 0.0 0.0 1.0 1.0 Total Regular Staffing 12.0 12.0 12.0 12.0 12.0 Temporary Part Time 0.5 0.5 0.5 0.5 0.5 Intermittent Part Time 1.3 1.3 1.3 1.3 1.3 Total Information Services Division 13.8 13.8 13.8 13.8 13.8 Total Regular Staffing 33.5 33.5 33.5 33.5 33.5 Total Temporary Part Time 0.5 0.5 0.5 0.5 0.5 'W Total Intermittent Part Time 1.3 1.3 1.3 1.3 1.3 Total Finance and Information Services 35.3 35.3 35.3 35.3 35.3 3-44 Operating Budget-Finance and Information Services , 2004 9 Human Resources and Risk Management JN/ PI��ZA ' CITY i41NTON ,' Aw F< . � ut 1 ' sI1/ i ?R+� City of Renton,Washington BUDGET 9r Administrator , Michael Webby 1 Human Resources Civil Service Commission Risk Management 3.5 0.9 3 Note: This department has 8.4 total full-time equivalent employees. ' Human Resources and Risk Management Department Organization ' 1 r r aw Xwnan ic?zj, m"m and Jr?b k J&umg"netd r In this section you will find the Human Resources and Risk Management Department Mission Statement with a summary list of core services provided by division. Following the core services list, we include the mission statements of each division, along with lists of their outcomes, accomplishments for the year 2003, and action plans for the year 2004. r.. Mission Statement Provide a broad range of employee and risk management services in a timely, responsive, and reliable manner to employees, residents, and the general public. Ir Core Services •. Administration and Civil Service • Recruitment and selection • Classification and compensation 0 Employee relations • Employee training and development Risk Management • Property and liability insurance • Workplace health and safety r • Employee benefits ft An overview of Human Resources and Risk Management expenditures is show in figure 3-5, followed by expenditures by division and category. +r r L L Ooperating Budget-Human Resources and Risk Management 3-45 Figure 3-S. Human Resources and Risk Management Overview , Expenditure Comparison , $12,500,000 $10,000,000 $7,500,000 .. $5,000,000 • ------ A---------*' $2,500,000 $0 1996 1997 1998 1999 2000 2001 2002 2003 2004 budget , Expenditure Budget by Division-Human Resources and Risk Management , 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Administration 521,003 550,744 627,000 509,419 551,600 -12.0% Civil Service 100,080 84,814 97,000 85,994 99,500 2.6% Risk Management 7,424,780 7,261,355 9,553,500 99117,162 2,721,300 -71.5% Risk Management-Healthcare 0 0 0 0 6,296,300 100.0% ' Operating Total 8,045,863 7,896,913 10,277,500 9,712,575 9,668,700 -5.9% CIP 0 0 0 0 0 N/A , Total 89045,863 7,896,913 10,277,500 9,712,575 9,668,700 -5.9% Expenditure Budget by Category-Human Resources and Risk Management ' 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 ' Regular Salaries 459,370 467,638 491,100 491,307 511,200 4.1% Part-Time Salaries 7,364 6,957 8,100 7,555 8,300 2.5% Overtime 0 0 2,400 28 2,500 4.2% Personnel Benefits 5,211,704 5,766,076 6,658,100 6,203,067 6,451,300 -3.1% Supplies 3,434 4,312 21,400 3,562 21,400 0.0% Other Services and Charges 2,190,863 1,479,759 2,916,800 2,829,135 2,550,700 -12.6% Intergovernmental Services 2,128 1,171 3,500 1,821 3,500 0.0% Capital Outlay 0 0 0 0 0 N/A Debt Service 0 0 0 0 0 N/A Interfund Payments 171,000 171,000 176,100 176,100 119,800 -32.0% Operating Total 8,045,863 7,896,913 10,277,500 9,712,575 9,668,700 -5.9% CIP 0 0 0 0 0 N/A Total 8,045,863 7,896,913 10,277,500 9,712,575 9,668,700 -5.9% i i 3-46 Ooperating Budget-Human Resources and Risk Management Major Department Changes for 2004 Major department changes are given below, followed by staffing levels. r. Personnel Costs: Salaries ($20,400 -All Divisions) +� Department salary increases include 3 percent cost of living, and 1.1 percent step increases, longevity, and reclassifications. +• Benefits ($7,400 -All Divisions) Department increases include 10 percent medical, 12 percent dental, and the new state rates for industrial insurance. �r Salaries & Benefits ($0 -All Divisions) The Insurance Fund is being split into two separate funds beginning in 2004. All healthcare related items have been transferred from fund 502 to a new fund 512 Insurance - Healthcare. One of the Assistant Human Resources Analyst positions is dedicated to healthcare related functions and has been transferred from the Human Resources Division to the new Healthcare Insurance Fund. Insurance Fund ($33,800 -Risk Management) Changes of$48,800 to cover Citywide anticipated property and liability insurance costs, and-$15,000 in industrial insurance costs. Healthcare Insurance Fund (-$71,100 - Risk Management) Healthcare increases for 2004 include 10 percent medical and 12 percent dental. The 2003 expenditure budget in the Insurance Fund did not reflect the anticipated changes to the union contracts under negotiations which resulted in lower costs for the City. The net change is a budget decrease. Interfund Payments: Indirect Cost of Service (-$56,300 - Risk Management) The transfer of one FTE from the General Fund, Human Resources Department to the Healthcare Insurance Fund eliminated a portion of the indirect cost. Cost of service to the General Fund increased by 3 percent. 2003 Funding Items: ow Other Services and Charges (-$500,000 -Insurance Fund) Increased 2003 appropriations in anticipation of additional liability costs. Other Operating Changes: ur Department Net Changes (-$39,100 -All Divisions) Department net changes are a result of management efforts to examine department core services and line item true-ups based on prior years. Changes include -$19,000 in city wide training; -$12,000 in professional services for testing and advertising, and-$8,100 in Health and Wellness program. Ooperating Budget-Human Resources and Risk Management 3-47 Staffing Levels by Division-Human Resources and Risk Management 2001 2002 2003 2003 2004 Change ' Actual Actual Adj Bdgt Actual Budget 2003/2004 Administration 5.5 5.5 5.5 5.5 4.5 -18.2% Civil Service 0.9 0.9 0.9 0.9 0.9 0.0% ' Risk Management 2.0 2.0 2.0 2.0 2.0 0.0% Risk Management- Healthcare 0.0 0.0 0.0 0.0 1.0 100.0% Total FTE 8.4 8.4 8.4 8.4 8.4 0.0% ' Divisions by Fund Number The Human Resources and Risk Management Department includes the operations of the following ' divisions: 000 General Fund Administration 000 General Fund Civil Service Commission 502 Insurance Fund Risk Management 512 Heathcare Risk Management, Healthcare , Insurance Fund r i 3-48 Ooperating Budget-Human Resources and Risk Management Administration and Civil Service Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Administration and Civil Service Division ow expenditures, 2004 funding decisions, and staffing levels. Mission Statement r" Provide a broad range of employee and risk management services in a timely, responsive, and reliable manner to employees, residents, and the general public. Outcomes • Maintain an equitable and competitive salary structure. • Maintain a positive work environment based on mutual trust and respect. r. • Provide City employee with a broad range of training programs. • Hire and retain a diverse workforce that is skilled and motivated. of 2003 Accomplishments • Coordinated employee group meetings, which included union, management and employee benefit committees. • Coordinated and delivered 3,900 hours of training on employee benefits, retirement and other specialized training. • 28 percent of new hires were women and minorities. • Less than 3 percent of new hires failed probation. • Recruitment costs have not increased more than 5 percent. • Completed negotiations for all open collective bargaining agreements. 2004 Action Plan • Recruit applicants that reflect our community's diversity. 1W • Complete employment registers in less than 45 days. • Implement Veteran's Preference Points for Non Civil Service recruitments. • Implement new testing and selection procedures for Police department positions. • Improve response times for classification and compensation requests. �r L Ooperating Budget-Human Resources and Risk Management 3-49 Expenditure Budget by Category-Administration and Civil Service Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 368,465 372,121 390,400 390,690 358,000 -8.3% Part-Time Salaries 7,364 6,957 8,100 7,555 8,300 2.5% Overtime 0 0 2,400 0 2,500 4.2% Personnel Benefits 81,357 75,572 82,200 80,745 73,900 -10.1% , Supplies 3,434 4,312 21,400 3,562 21,400 0.0% Other Services and Charges 160,463 176,596 219,500 112,861 187,000 -14.8% Intergovernmental Services 0 0 0 0 0 N/A , Capital Outlay 0 0 0 0 0 N/A Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 621,083 635,558 724,000 595,413 651,100 -10.1% CIP 0 0 0 0 0 N/A Total 621,083 635,558 724,000 595,413 651,100 -10.1% Funding Decisions-Administration and Civil Service Division 2003 Adjusted Budget $724,000 2004 Budget Changes Salaries 16,300 Benefits 5,500 Salaries&Benefits,transfer 1 FTE to Insurance Fund -62,200 ' City wide training -19,000 Advertising -5,000 Drug/Alcohol and Medical Sery testing -7,000 ' All Other -1,500 Total 2004 Budget $651,100 Staffing Levels by Division-Administration and Civil Service Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Administration 5.5 5.5 5.5 5.5 4.5 -18.2% Civil Service 0.9 0.9 0.9 0.9 0.9 0.0% Total FTE 6.4 6.4 6.4 6.4 5.4 -15.6% I 3-50 Ooperating Budget-Human Resources and Risk Management No ,r Risk Management Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Risk Management Division expenditures, 2004 funding decisions, and staffing levels. Mission Statement Provide comprehensive loss control services by organizing, coordinating, and directing all activities related to the Risk Management Division. Outcomes • Protect and preserve public assets. • Maintain a comprehensive menu of affordable benefits. • Provide a safe workplace that minimizes occupational risk and financial r loss. 2003 Accomplishments • Served as a board member of Washington Cities Insurance Authority. • The City's Human Resource Program was certified to be 100 percent compliant with Washington Cities Insurance Authority's audit standards. irr • The Labor/Management Committee processed cost containment design measures effective 1/1/03. n" • Delivered 2,261 staff hours of safety related training and education. • No job threatening injuries or illnesses occurred. r 2004 Action Plan • Expand benefit education for employees. • Develop and implement a separate Health Benefits fund. • Review and update the Employee Safety Manual. • Conduct safety and loss control inspection of all City facilities. Ooperating Budget-Human Resources and Risk Management 3-51 Expenditure Budget by Category-Risk Management Division 2001 2002 2003 2003 2004 Change , Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 90,905 95,517 100,700 100,617 153,200 52.1% Part-Time Salaries 0 0 0 0 0 N/A , Overtime 0 0 0 28 0 N/A Personnel Benefits 5,130,347 5,690,504 6,575,900 6,122,322 6,377,400 -3.0% Supplies 0 0 0 0 0 N/A Other Services and Charges 2,030,400 1,303,163 2,697,300 2,716,274 2,363,700 -12.4% Intergovernmental Services 2,128 1,171 3,500 1,821 3,500 0.0% Capital Outlay 0 0 0 0 0 N/A Debt Service 0 0 0 0 0 N/A Interfund Payments 171,000 171,000 176,100 176,100 119,800 -32.0% Operating Total 7,424,780 7,261,355 9,553,500 9,117,162 9,017,600 -5.6% CIP 0 0 0 0 0 N/A Total 7,424,780 7,261,355 9,553,500 9,117,162 9,017,600 -5.6% Funding Decisions-Risk Management Division 2003 Adjusted Budget $9,553,500 2004 Budget Changes Salaries 4,100 Benefits 1,900 Salaries&Benefits,transfer 1 FTE from General Fund 62,200 City Healthcare -71,100 Health&Wellness program -8,100 City Liability and Property Insurance 48,800 Industrial Insurance -15,000 Interfund Payment -56,300 All Other -2,400 Liability Costs(2003 funding) -500,000 Total 2004 Budget $9,017,600 Staffing Levels(Full-Time Equivalent Employees-FTE) -Risk Management Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 2.0 2.0 2.0 2.0 3.0 50.0% Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 2.0 2.0 2.0 2.0 3.0 50.0% 3-51 Ooperating Budget-Human Resources and Risk Management IIs 1W Table 3-11. Human Resources and Risk Management Department Performance and Workload Indicators 2001 2002 2003 2003 2004 1 Actual Actual Forecast Actual Forecast General Training Total Hours of Training n/a 3,885 2,366 3,900 2,366 Safety Training Total Hours of Training n/a 2,110 2,383 2,261 2,383 Applications aw Processed 2,600 3,397 3,000 2,142 3,000 %that were Women&Minorities n/a n/a 28% 58% 58% Employees Hired/Promoted Hired/Promoted 63 66 60 55 50 %that were Women&Minorities n/a n/a 28% 34% 33% Risk Management Claims 287 141 150 150 150 Table 3-12. Human Resources and Risk Management Position Listing 2001 2002 2003 2003 2004 Grade Title Actual Actual Budget Actual Budget Administration/Civil Service Commission M49 Human Resources/Risk Management Administrator 1.0 1.0 1.0 1.0 1.0 M30 Human Resources Manager 1.0 1.0 1.0 1.0 1.0 Human Resources Analyst/Civil Service Coordinator M20 (0.5 Administration/0.5 Civil Service) 1.0 1.0 1.0 1.0 1.0 Assistant Human Resources Analyst N11 (0.6 Administration/0.4 Civil Service) 1.0 1.0 1.0 1.0 1.0 N11 Assistant Human Resources Analyst 1.0 1.0 1.0 1.0 0.0 N09 Human Resources Systems Technician 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 6.0 6.0 6.0 6.0 5.0 Temporary Part-Time 0.4 0.4 0.4 0.4 0.4 Total Administration/Civil Service Commission 6.4 6.4 6.4 6.4 5.4 Risk Management M20 Safety Officer 1.0 1.0 1.0 1.0 1.0 N11 Assistant Human Resources Analyst 0.0 0.0 0.0 0.0 1.0 N05 Secretary 1 1.0 1.0 1.0 1.0 1.0 so Total Risk Management 2.0 2.0 2.0 2.0 3.0 Total Regular Staffing 8.0 8.0 8.0 8.0 8.0 Total Temporary Part-Time 0.4 0.4 0.4 0.4 0.4 Ow Total Human Resources and Risk Management 8.4 8.4 8.4 8.4 8.4 4 Ooperating Budget-Human Resources and Risk Management 3-53 This page is intentionally left blank , I t t I I 1 i 1 I I t 3-54 Ooperating Budget-Human Resources and Risk Management 2004 �r aw Police Department Ow do { "i r�s rr r t` __ � r City of Renton,Washington BUDGET l Police Chief Garry Anderson , 1 Administrative Support 2 Information/ Media Chaplains/ Volunteers Deputy Chief 1 Patrol Patrol Investigations Administrative Staff Auxiliary Operations Services 21 Services Services Services 55 11.2 10 11 16 Animal Control Community Electronic Programs Home Detention/ Jail School Resource Officers Program Training Note: The department has 128.2 total full-time equivalent employees. Police Department Organization aw J dice Dei +r In this section you will find the Police Department Mission Statement with a summary list of core services provided by division. Following the core services list, we include the mission statements of each division, along with lists of their outcomes, accomplishments for the year 2003, and action plans ,. for the year 2004. Mission Statement The Renton Police Department, in partnership with our community, is dedicated to, preventing crime, enforcing laws, arresting offenders, resolving community problems, and improving the quality of life. Core Services Administration • Maximize department effectiveness with appropriate allocation of resources and technology. • Provide enhanced leadership opportunity, supporting community service and individual growth. ins • Strategically position resources and services, ensuring successful response to service needs and law enforcement emerging issues. rre Patrol Operations • Prevent criminal conduct. • Enforce laws and ordinances. • Investigate criminal offenses. • Detecting and preserving evidence and property • Apprehend offenders. 1W #0 L L Operating Budget-Police Department 3-55 Patrol Services • Provide traffic enforcement • Investigate major motor vehicle accidents • Parking enforcement • Resolve animal complaints • Plan and organize special events • Resolve critical incidents Investigations • Conduct criminal investigations • Collect and disseminate intelligence • Recover stolen property • Arrest and prosecute offenders • Process, store, and release evidence and property Administrative Services • Provide department personnel services ' • Provide crime prevention and community relations programs • Provide personnel and department equipment needs • Administer a volunteer staff • Planning and research • Maintain professional standards Staff Services • Record and disseminate information to department members and other agencies. ' • Organize and store information • Provide service to the public ' • Provide security for City Hall Auxiliary Services • Maintain a safe, secure, and contraband free jail environment • Evaluate inmate health and living conditions • Provide a cost effective and safe Electronic Home Monitoring Program An overview of the Police Department expenditures is shown in figure 3-6, followed by expenditures by division and category. No 3-56 Operating Budget-Police Department Figure 3-6. Police Department Overview fMs Expenditure Comparison $20,000,000 $16,000,000 $12,000,000 ♦__, • --- ♦---- ---♦- �► $8,000,000 $4,000,000 $0 1996 1997 1998 1999 2000 2001 2002 2003 2004 budget Ilr Expenditure Budget by Division-Police Department 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Irr Administration 1,834,060 1,792,907 1,858,200 1,862,314 1,549,600 -16.6% Patrol Operations 5,087,723 5,513,115 5,726,600 5,481,823 5,962,900 4.1% Patrol Services 884,865 1,089,633 1,243,100 1,151,535 1,291,700 3.9% Investigations 1,873,430 1,828,370 2,151,200 2,110,575 2,233,300 3.8% Administrative Services 944,315 1,002,546 1,149,400 1,118,329 1,179,900 2.7% Staff Services 561,560 572,418 636,700 592,418 658,600 3.4% Auxiliary Services 1,717,876 1,960,713 2,206,600 1,874,562 2,151,900 -2.5% Operating Total 12,903,829 13,759,702 14,971,800 14,191,556 15,027,900 0.4% CIP 0 0 0 0 0 N/A r Total 12,903,829 13,759,702 14,971,800 14,191,556 15,027,900 0.4% Expenditure Budget by Category-Police Department 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 r Regular Salaries 7,138,004 7,577,699 8,351,500 7,807,452 8,693,800 4.1% Part-Time Salaries 8,852 0 6,700 14,789 6,900 3.0% Overtime 697,235 838,736 585,800 809,851 709,900 21.2% Personnel Benefits 2,131,469 2,275,624 2,448,200 2,635,963 2,309,700 -5.7% Supplies 435,581 339,633 469,200 507,619 469,200 0.0% Other Services and Charges 1,217,359 1,340,537 1,589,300 1,189,137 1,387,300 -12.7% Intergovernmental Services 1,263,351 1,387,473 1,496,100 1,224,112 1,426,100 -4.7% Capital Outlay 11,978 0 25,000 2,633 25,000 0.0% as Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 12,903,829 13,759,702 14,971,800 14,191,556 15,027,900 0.4% CIP 0 0 0 0 0 N/A Total 12,903,829 13,759,702 14,971,800 14,191,556 15,027,900 0.4% Operating Budget-Police Department 3-57 Major Department Changes for 2004 ' Major department changes are given below, followed by staffing levels. Personnel Costs: Salaries ($366,600 -All Divisions) Department salary increases include 3 percent cost of living, and 1.1 percent step increases, longevity, and reclassifications. Benefits ($170,900 -All Divisions) , Departmental increases include 10 percent medical, 12 percent dental, and the new state rates for industrial insurance. Overtime ($100,000 -All Divisions) Additional funding provided from the reduction in Jail Services contract. The department was not allocated sufficient funding to cover the increase in overtime activity during the last three years. Retiree Healthcare (-$309,400 -Administration) Transfer funding for Leoffl retirees medical premiums from Police and Fire departments to Other City Services. Supplies, Other Services and Charges: Equipment Rental (-$145,200 - All Divisions) Total funding in the Equipment Rental Fund to cover equipment replacement and maintenance charges for all City fleet vehicles will decrease by 14.5 percent. This change is due to a reduction in the number of vehicles that need to be replaced, and lower maintenance costs. Monthly premiums from departments to reimburse the Equipment Rental Fund may differ since department costs are calculated based on assigned vehicles and their associated replacement and maintenance schedules. Contract Costs (-$120,000 -Administration, Auxiliary Services) Valley Communications budget increase of$30,000 for a total department budget of $946,000. The budget for the maintenance on the New World system is being changed by -$50,000 as the project is nearing completion. The 2004 budget is $68,500. Jail Services contract with King County is being changed by -$100,000 due to a reduction of services from King County. The 2004 budget is $451,300. u 3-58 Operating Budget-Police Department r. ow Other Operating Changes: Department Net Changes (-$6,800 -All Divisions) to Department net changes are a result of management efforts to examine department core services and line item true-ups based on prior years. Changes include-$4,800 for Washington Crime Information Center(WACIC), and-$2,000 for Subpoena services. to Staffing Levels by Division-Police Department ow 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Administration 4.0 4.0 4.0 4.0 4.0 0.0% w, Patrol Operations 53.0 55.0 55.0 55.0 55.0 0.0% Patrol Services 10.2 11.2 11.2 11.2 11.2 0.0% Investigations- 18.0 21.0 21.0 21.0 21.0 0.0% 11r Administrative Services 10.0 10.0 10.0 10.0 10.0 0.0% Staff Services 11.0 11.0 11.0 11.0 11.0 0.0% Auxiliary Services 16.0 16.0 16.0 16.0 16.0 0.0% to Total FTE 122.2 128.2 128.2 128.2 128.2 0.0% "Includes VNET office No Divisions by Fund Number x101 The Police Department includes the operations of all the following divisions in the General Fund(000): Administration Patrol Operations rrr Patrol Services Investigations Administrative Services Staff Services Auxiliary Services L i Operating Budget-Police Department 3-59 Administration Division Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Administration Division expenditures, 2004 funding decisions, and staffing levels. Mission Statement To meet the vision of being a nationally recognized and regional leader in providing comprehensive,professional law enforcement services by preventing crime, enforcing laws, arresting offenders, resolving community problems, and improving the quality of life. Outcomes • Deaths and bodily injury resulting from crime will be 10 percent below the national rate. • The department will recover 65 percent of the value of property lost due to criminal activity. • The number of violent crimes committed per thousand population will be below the national rate. • The department will achieve a 25 percent clearance ratio of all reported crimes. • The department will be fiscally responsible for administrating the annual budget. • 85 percent of our customers will rate our service as satisfactory. 2003 Accomplishments • The number of violent crimes committed per thousand population was maintained below the national rate. • The department achieved a 25 percent clearance ratio of all reported crimes. • The department will be fiscally responsible for administrating the annual budget. • Implemented new entry level testing process, thereby reducing department resources and attracting a larger pool of qualified applicants. 2004 Action Plan • A "wireless" downtown/transit center precinct will be established with facilities located in the new parking garage. • Reduce crime, fear of crime, and overtime expenditures in downtown and transit center areas. • Prepare and achieve the CALEA (Commission on Accreditation for Law Enforcement Agencies, Inc.) re-accreditation. so 3-60 Operating Budget-Police Department �Ir Expenditure Budget by Category-Administration Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 350,605 312,070 323,800 314,740 337,100 4.1% Part-Time Salaries 0 0 0 0 0 N/A Overtime 2,752 999 4,900 4,897 5,100 4.1% Personnel Benefits 335,619 336,275 368,400 454,878 63,800 -82.7% Supplies 37,703 9,004 12,600 9,309 12,600 0.0% Other Services and Charges 125,406 169,277 186,300 162,526 138,800 -25.5% Intergovernmental Services 981,975 965,282 937,200 915,964 967,200 3.2% Capital Outlay 0 0 25,000 0 25,000 0.0% Debt Service 0 0 0 0 0 N/A it Interfund Payments 0 0 0 0 0 N/A Operating Total 1,834,060 1,792,907 1,858,200 1,862,314 1,549,600 -16.6% CIP 0 0 0 0 0 N/A Iw Total 1,834,060 1,792,907 1,858,200 1,862,314 1,549,600 -16.6% Funding Decisions-Administration Division to 2003 Adjusted Budget $1,858,200 2004 Budget Changes 16 Salaries 13,500 Benefits 4,800 Benefits, Leoff1 Retirees Medical moved to Other City Services -309,400 llft Equipment Rental 2,500 Computer Maintenance -50,000 Valley Communications/Police dispatch&800mhz radio 30,000 Total 2004 Budget $1,549,600 Staffing Levels (Full-Time Equivalent Employees-FTE) -Administration Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 4.0 4.0 4.0 4.0 4.0 0.0% Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 4.0 4.0 4.0 4.0 4.0 0.0% r L L Operating Budget-Police Department 3-61 1 Patrol Operations Division Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Patrol Operations Division expenditures, 2004 funding decisions, and staffing levels. Mission Statement To meet the vision of being a nationally recognized and regional leader in providing comprehensive, professional law enforcement services by preventing crime, enforcing laws, arresting offenders, resolving community problems, and improving the quality of life. Outcomes The average response time is: • Priority I 3.50 minutes • Priority 11 8.00 minutes • Priority III 12.00 minutes • Priority IV 21.00 minutes • The department can achieve a 25 percent clearance ratio of all UCR Part I crimes reported. • Violent crime as defined by the UCR Part I crimes is below the national average per 100,000 population. • 85 percent of our customers rate our service as satisfactory 2003 Accomplishments • Response times achieved. Jan-May 2003 • Priority 1 3.99 • Priority 11 7.67 • Priority III 10.55 • Priority IV 22.62 • The department achieved a 25 percent clearance ratio of all UCR Part I crimes reported. • Violent crime as defined by the UCR Part I crimes is below the national average per 100,000 population. • Provided 2,000 additional hours of police officer presence in downtown and transit center, reducing crime and the fear of crime in district. • Equipped and trained all members of the Civil Disturbance Unit Regional Team 3-62 Operating Budget-Police Department 2004 Action Plan • Create new patrol officer evaluation form. • Reduce crime and improve quality of life issues in Transient Center and downtown. • Achieve an 85 percent approval rating on 2004 Citizen Survey. `r Expenditure Budget by Category-Patrol Operations Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 3,396,532 3,566,894 3,831,600 3,559,214 3,988,700 4.1% Part-Time Salaries 0 0 0 0 0 N/A Overtime 399,193 485,188 352,700 418,506 467,300 32.5% Personnel Benefits 858,376 921,124 939,300 1,001,431 1,020,200 8.6% Supplies 14,204 14,361 25,000 116,062 25,000 0.0% Other Services and Charges 419,418 525,548 578,000 383,977 461,700 -20.1% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 0 0 0 2,633 0 N/A Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 5,087,723 5,513,115 5,726,600 5,481,823 5,962,900 4.1% CIP 0 0 0 0 0 N/A Total 5,087,723 5,513,115 5,726,600 5,481,823 5,962,900 4.1% Funding Decisions-Patrol Operations Division 2003 Adjusted Budget $5,726,600 2004 Budget Changes Salaries 171,700 Benefits 80,900 iW Overtime,funding from Jail Services Contract 100,000 Equipment Rental -116,300 Total 2004 Budget $5,962,900 i Staffing Levels (Full-Time Equivalent Employees-FTE) -Patrol Operations Division an 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 53.0 55.0 55.0 55.0 55.0 0.0% Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 53.0 55.0 55.0 55.0 55.0 0.0% as I Operating Budget-Police Department 3-63 Patrol Services Division , Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Patrol Services Division expenditures, 2004 funding decisions, and staffing levels. Mission Statement To meet the vision of being a nationally recognized and regional leader in providing comprehensive, professional law enforcement services by preventing crime, enforcing laws, arresting offenders, resolving community problems, and improving the quality of life. Outcomes • Based on speed studies conducted by Traffic Engineering, the average motor vehicle speed does not exceed the posted speed limit by 20 percent, 80 percent of the time. • The factors, which resulted in the accident, can be determined in 90 percent of all major motor vehicle accidents. • The Division will achieve a 75 percent clearance ratio on all accidents where crime was determined to have been committed. • Parking violations will be enforced consistently citywide. • Enforcement of animal control complaints will increase by 10 percent. • An operations plan and after-action report will be developed and reviewed on 100 percent of all special events. • Minimal risk of injury to officers and citizens during situations where the Valley i Special Response Team is utilized. 2003 Accomplishments • Traffic Engineering conducted speed studies, showing that 80 percent of motor vehicles do not exceed the posted speed limit by 20 percent. • Completed 60 residential neighborhood traffic patrols. • Issued 8,000 traffic and parking citations. • Responded and managed 50 critical incidents requiring the expertise of the Special Response Team. 2004 Action Plans • Improve deployment of traffic enforcement resources to address neighborhood concerns and reduce accidents. • Reduce overtime expenditures and loss of scheduled time due to Special Response Team Training. r 3-64 Operating Budget-Police Department WK No ow Expenditure Budget by Category-Patrol Services Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 566,241 701,204 805,300 730,220 838,300 4.1% Part-Time Salaries 0 0 0 0 0 N/A Overtime 38,454 61,815 69,500 68,982 72,300 4.0% Personnel Benefits 158,769 205,585 230,200 224,660 246,800 7.2% Supplies 9,618 9,991 8,800 14,315 8,800 0.0% Other Services and Charges 96,187 109,530 121,700 103,165 117,900 -3.1% bw Intergovernmental Services 10,880 1,508 7,600 10,193 7,600 0.0% Capital Outlay 4,716 0 0 0 0 N/A Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 884,865 1,089,633 1,243,100 1,151,535 1,291,700 3.9% CIP 0 0 0 0 0 N/A Total 884,865 1,089,633 1,243,100 1,151,535 1,291,700 3.9% Yr Funding Decisions-Patrol Services Division 2003 Adjusted Budget $1,243,100 2004 Budget Changes Salaries 35,800 Benefits 16,600 Equipment Rental -3,800 Total 2004 Budget $1,291,700 Staffing Levels (Full-Time Equivalent Employees-FTE) -Patrol Services Division IN 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 10.2 11.2 11.2 11.2 11.2 0.0% Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 10.2 11.2 11.2 11.2 11.2 0.0% s ar L Operating Budget-Police Department 3-65 Investigation Division Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Investigation Division expenditures, 2004 funding decisions, and staffing levels. Mission Statement To meet the vision of being a nationally recognized and regional leader in providing comprehensive,professional law enforcement services by preventing crime, enforcing laws, arresting offenders,resolving community problems, and improving the quality of life. Outcomes t • The department can achieve a 16.5 percent clearance ratio of all property crimes reported. • The department can recover 65 percent of the value of all stolen property. • The division can achieve a 75 percent clearance ratio of cases assigned for follow-up investigation. • 80 percent of our customers rate our service as satisfactory. • Found property is returned to its rightful owner within 30 days of the owner being identified. • The total number of items held for evidence is reduced by 10 percent annually by the destruction of firearms, the destruction of narcotics, and the disposal via auction. 2003 Accomplishments • The department achieved a 16.5 percent clearance ratio of all property crimes reported. • The department recovered 65 percent of the value of all stolen property. • The division achieved a 75 percent clearance ratio of cases assigned for follow-up investigation. 2004 Action Plans • Implement the Pawn and Evidence modules of the Records Management System to increase clearance ratios of property crimes and the recovery of the value of stolen property. • Increase successful prosecutions against domestic violence, decreasing the recidivism of repeat offenders. • Reduce number of reported property crimes by effective utilization of crime analysis and computer statistics. . ori 3-66 Operating Budget-Police Department 1rr. ilr Expenditure Budget by Category-Investigations Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 1,245,629 1,230,781 1,456,600 1,366,527 1,516,200 4.1% Part-Time Salaries 8,852 0 6,700 0 6,900 3.0% bw Overtime 139,285 146,552 94,700 14,789 98,500 4.0% Personnel Benefits 331,844 331,019 407,200 163,648 436,300 7.1% Supplies 19,046 11.238 18,500 409,549 18,500 0.0% Other Services and Charges 128,774 108,780 167,500 34,345 156,900 -6.3% W Intergovernmental Services 0 0 0 121,717 0 N/A Capital Outlay 0 0 0 0 0 N/A Debt Service 0 0 0 0 0 N/A r Interfund Payments 0 0 0 0 0 N/A Operating Total 1,873,430 1,828,370 2,151,200 2,110,575 2,233,300 3.8% CIP 0 0 0 0 0 N/A ba Total 1,873,430 1,828,370 2,151,200 2,110,575 2,233,300 3.8% it Funding Decisions-Investigations Division 2003 Adjusted Budget $2,151,200 be 2004 Budget Changes Salaries 63,600 1110 Benefits 29,100 WACIC Contract -2,100 Equipment Rental -8,500 Ila Total 2004 Budget $2,233,300 Staffing Levels (Full-Time Equivalent Employees-FTE) -Investigations Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 18.0 21.0 21.0 21.0 21.0 0.0% Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A rr Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 18.0 21.0 21.0 21.0 21.0 0.0% k I - IOperating Budget-Police Department 3-67 Administrative Services Division Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Administrative Services Division expenditures, 2004 funding decisions, and staffing levels. Mission Statement To meet the vision of being a nationally recognized and regional leader in providing comprehensive,professional law enforcement services by preventing crime, enforcing laws, arresting offenders, resolving community problems, and improving the quality of life. Outcomes • Employee background investigations are completed within 30 days of assignment. • Every commissioned member receives a minimum of 30 hours of in-service training annually. • The community is provided 10 Block-watch meetings, 4 Crime Resistant Multi-Housing Program training sessions, 2 Citizen Academy training sessions, 1 Youth at Risk Program, and 1 Youth at Risk Fundraiser, annually. • Department members will receive replacement authorization for equipment and uniform within two weeks of the request. • Department will maintain a volunteer force. • The department's Multi-Year plan is reviewed and updated annually. • The department maintains accreditation through Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA) and Washington Association of Sheriffs and Police Chiefs (WASPC). 2003 Accomplishments • Every commissioned member received 30 hours of in-service training. • All Renton School District Administrative staff completed Bullying Curriculum provided by School Resource Officers. • A Crime Resistant Multi-Housing Program training session was held in Id conjunction with other law enforcement agencies in King County. • Held one Youth at risk program at Tiffany Park, two Citizen Academy sessions, one Advanced Citizen Academy session, and twenty-two Block- watch meetings. • Raised$8,500 for youth programs at the annual Return to Renton Car Show. • 25 volunteers provided 6,300 hours of annual service for department services. i 3.68 Operating Budget-Police Department .. 2004 Action Plans • CALEA Re-Accreditation in July-August 2004 • Improve the training of commissioned personnel by utilizing Pacific Raceways for EVOC training and sharing resources with other w police agencies. 6 Expenditure Budget by Category-Administrative Services Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 493,248 579,867 668,500 613,251 695,900 4.1% s' Part-Time Salaries 0 0 0 0 0 N/A Overtime 29,684 49,533 23,200 60,083 24,200 4.3% Personnel Benefits 126,361 148,400 159,300 178,266 170,800 7.2% 10% Supplies 204,165 129,321 196,800 188,830 196,800 0.0% Other Services and Charges 90,857 95,425 101,600 77,899 92,200 -9.3% Intergovernmental Services 0 0 0 0 0 N/A MR Capital Outlay 0 0 0 0 0 N/A Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 944,315 1,002,546 1,149,400 1,118,329 1,179,900 2.7% as CIP 0 0 0 0 0 N/A Total 944,315 1,002,546 1,149,400 1,118,329 1,179,900 2.7% 1110, Funding Decisions-Administrative Services Division t 2003 Adjusted Budget $1,149,400 2004 Budget Changes Salaries 28,400 M Benefits 11,500 Equipment Rental -9,400 Total 2004 Budget $1,179,900 Jr Staffing Levels (Full-Time Equivalent Employees-FTE) -Administrative Services iw Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 its Regular 10.0 10.0 10.0 10.0 10.0 0.0% Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 10.0 10.0 10.0 10.0 10.0 0.0% tr L Operating Budget-Police Department 3-69 Staff Services Division Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Staff Services Division expenditures, 2004 funding decisions, and staffing levels. Mission Statement To meet the vision of being a nationally recognized and regional leader in providing comprehensive,professional law enforcement services by preventing crime,enforcing laws, arresting offenders, resolving community problems, and improving the quality of life. Outcomes • The semi-annual WACIC-NCIC audit results in a"low risk"rating for the Department. • Records procedures are in compliance with the Revised Code of Washington. • Records are secure and maintained in files, microfilm, and computer databanks. • 80 percent of our customers rate our service as satisfactory. 2003 Accomplishments • The bi-annual WACIC-NCIC audit resulted in a"low risk"rating. • Records procedures were in compliance with Washington State Law. 2004 Action Plans • Integrate Field Reporting System with the existing Records System • Complete participation in the records retention/digital imaging survey ai 3-70 Operating Budget-Police Department Is. 110 Expenditure Budget by Category-Staff Services Division Ira 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 382,846 402,896 421,900 409,848 439,200 4.1% Part-Time Salaries 0 0 0 0 0 N/A Overtime 19,668 16,907 16,500 20,111 17,200 4.2% Personnel Benefits 108,577 111,495 113,300 119,753 121,900 7.6% Supplies 13,361 10,538 15,900 10,235 15,900 0.0% 1rr Other Services and Charges 29,846 30,582 69,100 32,471 64,400 -6.8% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 7,262 0 0 0 0 N/A Aw Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 561,560 572,418 636,700 592,418 658,600 3.4% CIP 0 0 0 0 0 N/A w Total 561,560 572,418 636,700 592,418 658,600 3.4% to Funding Decisions-Staff Services Division 2003 Adjusted Budget $636,700 2004 Budget Changes Salaries 18,000 Benefits 8,600 Subpoena Services Contract -2,000 WACIC Contract -2,700 Total 2004 Budget $658,600 Staffing Levels (Full-Time Equivalent Employees-FTE) -Staff Services Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 11.0 11.0 11.0 11.0 11.0 0.0% Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 11.0 11.0 11.0 11.0 11.0 0.0% yrs us I* L L Operating Budget-Police Department 3-71 Auxiliary Services Division Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Auxiliary Services Division expenditures, 2004 funding decisions, and staffing levels. Mission Statement To meet the vision of being a nationally recognized and regional leader in providing comprehensive,professional law enforcement services by preventing crime, enforcing laws, arresting offenders, resolving community problems, and improving the quality of life. Outcomes t • 3,000 bookings and 20,000 jail days. • 12,000 jail days served by Electronic Home Detention clients. • 75 percent of our customers rate our service as satisfactory. • 50 percent of our inmate fingerprints are transmitted to King County AFIS through , the automated Live Scan system. 2003 Accomplishments • Generated$100,000 in revenue from booking inmates from other agencies, awaiting transportation to Yakima Jail. • 3,650 bookings and jail days in the Renton Jail. • Electronic Home Detention clients served 12,000 jail days saving $225,000. • The first phase of the Live Scan system was accepted by King County. The City of Renton is the 3rd largest user of the system, and transmitted 99 percent of the fingerprints taken in the jail. 2004 Action Plans • The jail will conduct a complete audit using an outside correctional expert. • Implement a"fee for service"program to offset expenses and provide approximately $25,000 in revenue. 3_72 Operating Budget-Police Department tri Expenditure Budget by Category-Auxiliary Services Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 702,903 783,987 843,800 813,652 878,400 4.1% Part-Time Salaries 0 0 0 0 0 N/A 11r Overtime 68,199 77,742 24,300 73,624 25,300 4.1% Personnel Benefits 211,923 221,726 230,500 247,426 249,900 8.4% Supplies 137,484 155,180 191,600 134,523 191,600 0.0% Other Services and Charges 326,871 301,395 365,100 307,382 355,400 -2.7% Intergovernmental Services 270,496 420,683 551,300 297,955 451,300 -18.1% Capital Outlay 0 0 0 0 0 N/A Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 1,717,876 1,960,713 2,206,600 1,874,562 2,151,900 -2.5% CIP 0 0 0 0 0 N/A Total 1,717,876 1,960,713 2,206,600 1,874,562 2,151,900 -2.5% Funding Decisions-Auxiliary Services Division 2003 Adjusted Budget $2,206,600 2004 Budget Changes its Salaries 35,600 Benefits 19,400 Equipment Rental -9,700 County Jail Contract,transfer to Overtime -100,000 Total 2004 Budget $2,151,900 Staffing Levels (Full-Time Equivalent Employees-FTE) -Auxiliary Services Division 11119 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 16.0 16.0 16.0 16.0 16.0 0.0% Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A tltt Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 16.0 16.0 16.0 16.0 16.0 0.0% Operating Budget-Police Department 3_73 Table 3-13. Police Department Performance and Workload Indicators 2001 2002 2003 2003 2004 Patrol Services Actual Actual Forecast Actual Forecast Calls for Service 47,221 50,675 52,500 53,369 55,000 Traffic Accidents Investigated 1,766 1,675 1,800 1,796 1,800 Investigation Clearance Ratio,% 87.00% 73.20% 75.00% 82.0% 75.0% Total Crimes Investigated 9,172 9,426 8,300 9,540 9,600 Staff Services Case Reports 12,164 12,473 12,500 12,621 13,000 Citations 12,120 12,386 12,500 12,199 12,500 Auxiliary Services Electronic Home Detention(EHD) EHD Days 13,170 12,282 14,000 12,395 14,000 Average Daily Population 36 34 40 34 40 Jail Bookings 3,160 3,665 4,000 3,654 4,000 Jail Days 45,359 53,780 55,000 60,146 65,000 Average Daily Population 60 65 65 64 65 Average Daily Outplacement 25 43 50 64 65 1 I t . t 3-74 Operating Budget-Police Department wr. Table 3-14. Police Department Position Listing(Sheet I of 2) 2001 2002 2003 2003 2004 Actual Actual Budget Actual Budget � Grade Title Administration Commissioned Officers M49 Police Chief 1.0 1.0 1.0 1.0 1.0 M45 Deputy Chief 0.0 1.0 1.0 1.0 1.0 M38 Deputy Chief 1.0 0.0 0.0 0.0 0.0 Total Commissioned Officers 2.0 2.0 2.0 2.0 2.0 Non-Commissioned Personnel N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0 am PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0 Total Non-Commissioned 2.0 2.0 2.0 2.0 2.0 Total Administration Division 4.0 4.0 4.0 4.0 4.0 am Patrol Operations Commissioned Officers M36 Commander 2.0 2.0 2.0 2.0 2.0 41111111 PC61 Sergeant 5.0 6.0 6.0 6.0 6.0 PC52/59/60 Police Officer-Corporal Assignments 1.0 1.0 1.0 1.0 1.0 PC52/59/60 Police Officer-Patrol 41.0 42.0 42.0 42.0 42.0 dMM PC52/59/60 Police Officer-Bicycle Patrol 4.0 4.0 4.0 4.0 4.0 Total Commissioned Officers 53.0 55.0 55.0 55.0 55.0 Total Patrol Operations Division 53.0 55.0 55.0 55.0 55.0 Patrol Services mom Commissioned Officers M36 Commander 1.0 1.0 1.0 1.0 1.0 PC61 Sergeant 1.0 1.0 1.0 1.0 1.0 PC52/59/60 Police Officer-Traffic 6.0 6.0 6.0 6.0 6.0 Total Commissioned Officers 8.0 8.0 8.0 8.0 8.0 Non-Commissioned Personnel d"11111 PN52 Animal Control Officer 1.0 2.0 2.0 2.0 2.0 PN50 Traffic Controller 1.2 12 1.2 1.2 12 Total Non-Commissioned 2.2 3.2 3.2 3.2 3.2 ..w Total Patrol Services Division 10.2 11.2 11.2 11.2 11.2 Investigations Commissioned Officers A�= M36 Commander 1.0 1.0 1.0 1.0 1.0 PC61 Sergeant 2.0 2.0 2.0 2.0 2.0 PC52/59/60 Police Officer/Detectives 11.0 11.0 11.0 11.0 11.0 PC52/59/60 Police Officer-Gambling Tax Enforcement 1.0 1.0 1.0 1.0 1.0 PC52/59/60 Police Officer-VNET' 1.0 1.0 1.0 1.0 1.0 Total Commissioned Officers 16.0 16.0 16.0 16.0 16.0 Non-Commissioned Personnel PN61 Crime Analyst 0.0 1.0 1.0 1.0 1.0 PN60 Domestic Violence Victim Advocate 0.0 1.0 1.0 1.0 1.0 PN53 Evidence Technician 1.0 2.0 2.0 2.0 2.0 PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0 Total Non-Commissioned 2.0 5.0 5.0 5.0 5.0 Total Investigations Division 18.0 21.0 21.0 21.0 21.0 Operating Budget-Police Department 3-75 Table 3-14. Police Department Position Listing(Sheet 2 of 2) 2001 2002 2003 2003 2004 Grade Title Actual Actual Budget Actual Budget Administrative Services Commissioned Officers M36 Commander 1.0 1.0 1.0 1.0 1.0 PC61 Sergeant 1.0 1.0 1.0 1.0 1.0 PC52/59/60 Police Officer-Youth Programs 2.0 2.0 2.0 2.0 2.0 PC52/59/60 Police Officer-SRO* 2.0 2.0 2.0 2.0 2.0 PC52/59/60 Police Officer-Training 1.0 1.0 1.0 1.0 1.0 Total Commissioned Officers 7.0 7.0 7.0 7.0 7.0 Non-Commissioned Personnel PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0 PN54 Police Community Program Coordinator 2.0 2.0 2.0 2.0 2.0 Total Non-Commissioned Personnel 3.0 3.0 3.0 3.0 3.0 Total Administrative Services Division 10.0 10.0 10.0 10.0 10.0 Staff Services Non-Commissioned Personnel PN51 Service Specialist Supervisor 1.0 1.0 1.0 1.0 1.0 PN51 Service Specialist Lead 1.0 1.0 1.0 1.0 1.0 PN51 Police Service Specialist-Gambling Tax Enforcement 1.0 1.0 1.0 1.0 1.0 PN51 Police Service Specialists 8.0 8.0 8.0 8.0 8.0 P' Total Non-Commissioned 11.0 11.0 11.0 11.0 11.0 Total Staff Services Division 11.0 11.0 11.0 11.0 11.0 'P" Auxiliary Services(Jail) Non-Commissioned Personnel M34 Police Manager 1.0 1.0 1.0 1.0 1.0 Elm PN52 Jail Sergeant 2.0 2.0 2.0 2.0 2.0 PN52 Jailer 10.0 10.0 10.0 10.0 10.0 PN51 Police SecretarylTransportation Coordinator 1.0 1.0 1.0 1.0 1.0 TOM Total Non-Commissioned 14.0 14.0 14.0 14.0 14.0 Total Auxiliary Services(Jail) 14.0 14.0 14.0 14.0 14.0 Auxiliary Services (Electronic Home Detention) wpm Non-Commissioned Personnel PN52 Jailer 2.0 2.0 2.0 2.0 2.0 Total Auxiliary Service(Electronic Home Detention) 2.0 2.0 2.0 2.0 2.0 a� Total Auxiliary Services Division 16.0 16.0 16.0 16.0 16.0 Total Commissioned Officers 86.0 88.0 88.0 88.0 88.0 Total Non-Commissioned Officers 36.2 40.2 40.2 40.2 40.2 wpm Total Police Department 122.2 128.2 128.2 128.2 128.2 *Note One Task Force Officer and two School Resource Officers are grant funded One Task Force Officer(VNET)not previously included in the City FTE count. w snub r� 3-76 Operating Budget-Police Department W Ib 2004 ,w IM im Fire Department A .m � x �r Ax F City of Renton,Washington BUDGET Fire Chief A. Lee Wheeler 1 Administrative Support 3 Deputy Chief Deputy Chief Operations Administration/ 1 Support Services 1 4LI Chaplains/Volunteers , Emergency Administration Training Prevention Disaster Response 3 Bureau Management 98 10 Fire Suppression ManaHgement Fire SuHppression Business Emergency Response and Planning Training Inspections Operations Center H -_ --- - H (EOC) Emergency Data Emergency Investigations Medical Response Management Medical Training =Drills Technical Rescue Fire Station Technical Rescue Plans Review Response Operations Training Citizen/Business Preparedness Apparatus/ Public Training Equipment Education Note: This department has 117 total full-time equivalent employees. Fire Department Organization movie 0epwdM4ffd In this section you will find the Fire Department Mission Statement with a summary list of core services provided by division. Following the core services list, we include the mission statements of each division, along with lists of their outcomes, accomplishments for the year 2003, and action plans for the year 2004. yrr Mission Statement Provide protection and service with excellence: Life—Property—Environment. Division Core Services " Administration 0 Management and planning • Data management • Apparatus/equipment 0 Fire station operations Emergency Response • Fire suppression response • Emergency medical response • Technical rescue response Prevention • Business inspections 0 Investigations • Plans review • Public education Training • Emergency medical training �r • Fire suppression training • Technical rescue training Operating Budget-Fire Department 3-77 Disaster Management • Emergency Operations Center(EOC) response • Disaster drills • Community disaster training An overview of the Fire Department expenditures is shown in figure 3-7, followed by expenditures by division and category. Figure 3-7. Fire Department Overview Expenditure Comparison $15,000,000 $72,000,000 • ------""• $9,000,000 $6,000,000 $3,000,000 $0 1996 1997 1998 1999 2000 2001 2002 2003 2004 budget Expenditure Budget by Division-Fire Department 2001 2002 2003 2003 2004 Change Actual Actual Adi Bdgt Actual Budget 2003/2004 Administration 737,551 761,935 954,700 971,201 667,300 -30.1% Communications 137,056 136,034 221,500 136,455 183,600 -17.1% Total Administration 874,607 897,969 1,176,200 1,107,656 850,900 -27.7% Emergency Response Suppression 8,606,460 9,031,545 9,548,500 9,447,718 9,902,500 3.7% Facilities 56,926 56,751 62,900 58,318 57,400 -8.7% Haz-Mat 32,294 17,233 16,100 11,479 18,700 16.1% Dive Team 38,273 37,981 40,500 34,482 34,200 -15.6% EMS Life Support 55,603 56,485 60,800 56,371 60,800 0.0% Total Emergency Response 8,789,556 9,199,995 9,728,800 9,608,368 10,073,600 3.5% Fire Prevention 745,193 808,454 868,100 833,753 889,400 2.5% Training 347,633 365,843 394,500 370,635 403,100 2.2% Disaster Management 27,672 9,958 15,100 17,139 15,100 0.0% Operating Total 10,784,661 11,282,219 12,182,700 11,937,551 12,232,100 0.4% CIP 0 0 0 0 0 N/A Total 10,784,661 11,282,219 12,182,700 11,937,551 12,232,100 0.4% 3-78 Operating Budget-Fire Department Expenditure Budget by Category-Fire Department 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 7,287,450 7,769,258 8,161,000 8,162,568 8,495,600 4.1% Part-Time Salaries 16,945 7,340 0 4,313 0 N/A Overtime 787,112 859,873 842,100 844,682 826,000 -1.9% Personnel Benefits 1,610,338 1,707,985 2,019,700 2,021,109 1,798,300 -11.0% Supplies 238,650 232,489 265,500 218,284 245,700 -7.5% Other Services and Charges 721,083 598,560 703,400 580,814 715,200 1.7% Intergovernmental Services 106,298 106,159 161,700 105,781 151,300 -6.4% Capital Outlay 16,785 555 29,300 0 0 -100.0% Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 10,784,661 11,282,219 12,182,700 11,937,551 12,232,100 0.4% CIP 0 0 0 0 0 N/A Total 10,784,661 11,282,219 12,182,700 11,937,551 12,232,100 0.4% r Major Department Changes for 2004 Major department changes are given below, followed by staffing levels. Personnel Costs: Salaries ($367,300-All Divisions) Department salary increases include 3 percent cost of living, and 1.1 percent step increases, longevity, and reclassifications. Benefits ($186,300 -All Divisions) Department increases include 10 percent medical, 12 percent dental, and the new state rates for industrial insurance. Retiree Healthcare (-$207,700 -Administration) Transfer funding for Leoffl retirees medical premiums from Fire and Police departments to Other City Services. Supplies, Other Services and Charges: Integrated Record Management System ($35,000 -Administration) Department costs associated with the implementation of a new records management system. This multi-year project replaces the current outmoded reporting system which is no longer supported by the vendor. Refer to the Capital Improvement Program (CIP) document for additional project information. Operating Budget-Fire Department 3_79 Equipment Rental (-$3,900 -All Divisions) Total funding in the Equipment Rental Fund to cover equipment replacement and maintenance charges for all City fleet vehicles will decrease by 14.5 percent. This change is due to a reduction in the number of vehicles that need to be replaced, and lower maintenance costs. Monthly premiums from departments to reimburse the Equipment Rental Fund may differ since department costs are calculated based on assigned vehicles and their associated replacement and maintenance schedules. Contract Costs (-$10,400- Administration) Valley Communications change of-$10,400 for a total budget of$151,300. 2003 Funding Items: Overtime (-$39,000 - Emergency Response) Funding for 2003 includes $25,000 for military obligations during 2003 only, and $14,000 for dive team training originally appropriated in 2002. Required training for the dive team was rescheduled from 2002 to 2003. Benefits (-$60,000 - All Divisions) Additional 2003 funding for industrial insurance due to unanticipated rate increase for 2003. Retiree Healthcare (-$140,000 -Administration) Additional 2003 funding for retiree medical premium insurance due to unanticipated rate increase for 2003. Machinery and Equipment (-$22,500 -Administration) Funding for radio replacements was for 2003 only. Other Services and Charges (-$9,700 -Emergency Response, Prevention) Funding for certifications and firestoppers program was for 2003 only. Other Operating Changes: Department Net Changes (-$46,000 -All Divisions) Department net changes are a result of management efforts to examine department core services and line item true-ups based on prior years. Changes include -$9,800 in overtime; -$14,900 in supplies and small tools; -$15,100 in repairs and maintenance, other services and charges; -$6,200 in capital outlay. 3-80 Operating Budget-Fire Department Staffing Levels by Division-Fire Department 2001 2002 2003 2003 2004 Change to Actual Actual Adj Bdgt Actual Budget 2003/2004 Administration 5.0 6.0 6.0 6.0 6.0 0.0% Emergency Response 98.0 98.0 98.0 98.0 98.0 0.0% iN Fire Prevention 10.0 10.0 10.0 10.0 10.0 0.0% Training 3.0 3.0 3.0 3.0 3.0 0.0% Total FTE 116.0 117.0 117.0 117.0 117.0 0.0% i� ills i� 1• In UP j i E 40. Operating Budget-Fire Department 3-81 Administration Division , Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Administration Division expenditures, 2004 funding decisions, and staffing levels. Mission Statement Provide management and direction for the City of Renton Fire Department and assist the City in meeting its mission to maintain a safe environment for the citizens of Renton. Outcomes • Provide financial management of all budget accounts • Manage personnel relations • Develop plans and policies • Conduct governmental relations within and without the City • Manage and analyze data records • Manage emergency apparatus assignments and maintenance • Control emergency apparatus equipment inventories i • Manage current fire station operations and maintenance • Plan and purchase new fire stations 2003 Accomplishments • All Standard Operating Procedures were reviewed and reissued. • An initial community focus group meeting was held to start determining customer expectations. • Emergency vehicles received preventive maintenance and annual testing as required by WAC (Washington Administrative Code) 296-305-04507 (3)(b). • All fire stations were inspected monthly as required by WAC (Washington Administrative Code) 296-305-01505. • Completed Fire Station 12. • Tested, inspected and certified all fire hoses, personal protective equipment, self- contained breathing apparatus, per standards as dictated by National Fire Protection Association or Washington Administrative Codes. 3-82 Operating Budget-Fire Department r 2004 Action Plan • Implement the IRMS (Integrated Record Management System) to improve data base system entry and analysis. • Conduct Neighborhood Association briefings to ensure customer expectation data is collected and analyzed. r�. • Comply with all required testing and maintenance as required by manufacturer and/or state law. • Oversee completion of all capital improvement projects and maintain fire department facility investments. • Evaluate and revise Standard Operating Procedures to meet national rrr standards and/or state law. t 1 i 1 1 Operating Budget-Fire Department 3-83 Expenditure Budget by Category-Administration Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 370,006 399,972 456,300 459,080 475,000 4.1% Part-Time Salaries 16,945 7,340 0 4,313 0 N/A Overtime 6,533 5,873 0 1,344 0 N/A Personnel Benefits 266,091 285,252 420,200 414,115 78,700 -81.3% Supplies 20,147 16,671 21,300 12,691 18,800 -11.7% Other Services and Charges 88,587 76,702 94,200 110,332 127,100 34.9% Intergovernmental Services 106,298 106,159 161,700 105,781 151,300 -6.4% Capital Outlay 0 0 22,500 0 0 -100.0% Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 874,607 897,969 1,176,200 1,107,656 850,900 -27.7% CIP 0 0 0 0 0 N/A Total 874,607 897,969 1,176,200 1,107,656 850,900 -27.7% Funding Decisions-Administration Division 2003 Adjusted Budget $1,176,200 2004 Budget Changes Salaries 18,700 Benefits 6,400 Benefits, Leoffl Retirees Medical moved to Other City Services -207,700 Benefits, Industrial Insurance(2003 funding) -200 Benefits, Retiree Healthcare(2003 funding) -140,000 Supplies -2,500 Other Services&Charges -2,500 Equipment Rental 400 IRMS Project 35,000 Valley Communications/Fire Dispatch&800mhz radio -10,400 Radio replacement(2003 funding) -22,500 Total 2004 Budget $850,900 Staffing Levels (Full-Time Equivalent Employees-FTE) -Administration Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 5.0 6.0 6.0 6.0 6.0 0.0% Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A , Total FTE 5.0 6.0 6.0 6.0 6.0 0.0% r 3-84 Operating Budget-Fire Department !r Emergency Response Division Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Emergency Response Division expenditures, 2004 funding decisions, and staffing levels. Mission Statement Provide protection of life and property in the greater Renton area through quick professional response of fire, emergency medical and technical teams year round, 24 hours a day. r Outcomes • Rapidly suppress all fires • Rapidly provide emergency medical care • Provide technical rescue services +rr 2003 Accomplishments • No death of firefighters, or volunteer rescuers while working on emergency incidents or fire incidents. • Fires were contained to the room of origin 58 percent of the time. • Fire loss was less than$.00030 per thousand of assessed value. $06 per $200,000 or$.3 per$1,000,000) • Aid cars transported patients to local hospitals 44 percent of the time. • Response times: • Six minutes or less for suppression units in 80 percent of responses within their"first due" districts. • "First alarm" apparatus on location within ten minutes of dispatch in 90 percent of confirmed fire responses. • Six minutes or less for emergency medical units 83 percent within their "first-due" districts. l t 1 Operating Budget-Fire Department 3-85 2004 Action Plan i • Create and maintain a highly trained force that will provide fire suppression, rescue and emergency medical service that ensures the greatest protection of lives and property. • Ensure incident command structure, tactics and safety standards are adhered to at emergency scenes. • Provide strategic deployment of resources and rapid response of personnel and equipment for all types of incidents. i • Analyze emergency response staffing to determine standards of deployment. ■ • Monitor Fire Department transport of EMS patients. 3-86 Operating Budget-Fire Department iWr acct Expenditure Budget by Category-Emergency Response Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 6,132,663 6,530,412 6,834,000 6,821,257 7,114,200 4.1% Part-Time Salaries 0 0 0 0 0 N/A Overtime 726,501 796,075 779,400 798,667 762,800 -2.1% Personnel Benefits 1,179,564 1,247,204 1,404,800 1,416,727 1,511,400 7.6% Supplies 177,890 185,838 197,000 168,123 186,300 -5.4% Other Services and Charges 556,153 439,911 513,600 403,594 498,900 -2.9% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 16,785 555 0 0 0 N/A Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 8,789,556 9,199,995 9,728,800 9,608,368 10,073,600 3.5% CIP 0 0 0 0 0 N/A Total 8,789,556 9,199,995 9,728,800 9,608,368 10,073,600 3.5% to Funding Decisions-Emergency Response Division 2003 Adjusted Budget $9,728,800 2004 Budget Changes Salaries 310,400 Overtime, (2003 funding) -39,000 Benefits 163,500 ' Benefits, Industrial Insurance(2003 funding) -56,900 Equipment Rental -1,300 Recertifications, NAPD, and Rope Rescue, (2003 funding) -4,200 Small tools, (2003 funding) -1,300 Suppression, operating changes -20,800 Facilities, operating changes -5,500 Dive Team, operating changes -2,700 Haz-mat,operating changes 2,600 Total 2004 Budget $10,073,600 Staffing Levels (Full-Time Equivalent Employees-FTE) -Emergency Response Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 98.0 98.0 98.0 98.0 98.0 0.0% Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 98.0 98.0 98.0 98.0 98.0 0.0% 1 Operating Budget-Fire Department 3-87 Prevention Division Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Prevention Division expenditures, 2004 funding decisions, and staffing levels. Mission Statement Keeping our community fire-safe at home, work and play. Outcomes • Reduce death and injuries • Reduce environmental damage • Increase public awareness • Reduce property loss • Increase customer satisfaction 2003 Accomplishments , • Conducted annual fire safety inspection for all businesses, including licensed adult care family home facilities and businesses with regulated hazardous materials, with all violations followed to conclusion. • Certified Uniform Fire Code inspectors completed 30 percent of fire safety inspections. , • All fires referred to the Bureau were investigated to determine their cause; arson fires were forwarded to the police department, and referred juvenile fire setters were offered intervention. • All plans submitted for either new construction or tenant remodels were reviewed and field inspected to ensure compliance with the Uniform Fire Code. • Requests for public education were delivered 95 percent of the time by either a public educator or uniformed firefighters. 2004 Action Plan • Provide and oversee the completion of business inspections and project plan reviews that are compliant with the Uniform Fire code and related standards. • Provide fire investigations to determine cause and coordinate involvement with the police department for prosecution of suspected arson. • Monitor need for juvenile arson intervention and refer individuals to appropriate programs. 3-88 Operating Budget-Fire Department • Interface with building department to streamline plans review process. • Implement the IRMS (Integrated Record Management System) to improve ' data collection, to schedule and track data fire inspections and begin risk hazard analysis of occupancies in the city. 1 j 1 1 i I 1 1 . Operating Budget-Fire Department 3-89 Expenditure Budget by Category-Prevention Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 534,447 576,639 600,000 604,989 624,600 4.1% Part-Time Salaries 0 0 0 0 0 N/A Overtime 29,331 38,020 35,700 26,714 37,100 3.9% Personnel Benefits 123,684 133,513 148,200 148,864 158,300 6.8% Supplies 11,295 13,162 19,700 12,862 16,100 -18.3% Other Services and Charges 46,436 47,120 57,700 40,324 53,300 -7.6% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 0 0 6,800 0 0 -100.0% Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 745,193 808,454 868,100 833,753 889,400 2.5% CIP 0 0 0 0 0 N/A Total 745,193 808,454 868,100 833,753 889,400 2.5% Funding Decisions-Prevention Division 2003 Adjusted Budget $868,100 2004 Budget Changes Salaries 26,000 Benefits 12,300 Benefits, Industrial Insurance(2003 funding) -2,200 Equipment Rental -3,000 Firestoppers Program, (2003 funding) -4,200 Machinery&equipment,true-up -6,800 All Other -800 Total 2004 Budget $889,400 Staffing Levels (Full-Time Equivalent Employees-FTE) -Prevention Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 10.0 10.0 10.0 10.0 10.0 0.0% Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part-Time 0.0 0.0 0.0 0.0 0,.0 N/A Total FTE 10.0 10.0 10.0 10.0 10.0 0.0% so >w 3-90 Operating Budget-Fire Department r as Training Division Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Training Division expenditures, 2004 funding decisions, and staffing levels. Mission Statement " Provide realistic training that emphasizes safety for all uniform department members in the areas of fire suppression, emergency medical services, and technical rescue. Outcomes r • Operate and maintain the Fire Training Facilities • Conduct regular evaluations of skills rn • Provide regular live fire training and multi-company evolutions • Administer the Annual Training Objectives program r. • Document all completed training • Maintain all required educational media • Update the Fire Department Training Manual r 2003 Accomplishments • All firefighters completed their training without injury. 0 Serviced the live fire training props bi-annually as required by the manufacturer. 1W • All engine, ladder and aid companies participated monthly in multi- company fire suppression drills, which were supervised by Fire Training Officers as required by the Washington Administrative Code. • All firefighters through the rank of captain completed training as required by the Washington Administrative Code. rr • Reviewed and updated the library of required references and The Fire Training Manual quarterly. • All firefighters through the rank of captain completed the following training classes (as required): ' • Emergency Medical Technician Competency Based Training • Cardiac Defibrillation • Annual blood borne and air borne pathogens awareness Operating Budget-Fire Department 3-91 i 2004 Action Plan , • Update and train firefighters Journeyman Certification Level I and II so that they meet national standards and/or state law. • Update company officers through MCTO module. • Update and train Battalion Chiefs to Incident Command Module. • Update and train firefighters to King County Emergency Medical Technician Certification Requirements. • Update training manual and references. • Improve the coordination of fire suppression companies' through multi- company training and exercises. t i 1 . 1 3-91 Operating Budget-Fire Department w Expenditure Budget by Category- Training Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 250,334 262,235 270,700 277,242 281,800 4.1% Part-Time Salaries 0 0 0 0 0 N/A so Overtime 24,747 19,905 27,000 17,957 26,100 -3.3% Personnel Benefits 40,999 42,016 46,500 41,403 49,900 7.3% Supplies 9,971 8,762 18,500 7,920 15,500 -16.2% ft Other Services and Charges 21,582 32,925 31,800 26,113 29,800 -6.3% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 0 0 0 0 0 N/A Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 347,633 365,843 394,500 370,635 403,100 2.2% CIP 0 0 0 0 0 N/A ~ Total 347,633 365,843 394,500 370,635 403,100 2.2% Mn Funding Decisions- Training Division 2003 Adjusted Budget $394,500 2004 Budget Changes 'r Salaries 12,200 Overtime, operating changes -2,000 Benefits 4,100 Benefits, Industrial Insurance(2003 funding) -700 All Other -5,000 Total 2004 Budget $403,100 Staffing Levels (Full-Time Equivalent Employees-FTE) - Training Division to 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 3.0 3.0 3.0 3.0 3.0 0.0% Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 3.0 3.0 3.0 3.0 3.0 0.0% r is L Operating Budget-Fire Department 3-93 to Disaster Management Division Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Disaster Management Division ' expenditures, 2004 funding decisions, and staffing levels. Mission Statement Provide direction and control over the City's activities before, during, and after a disaster or threat such as a flood, earthquake, volcanic eruption, or terrorist activity Outcomes , • Save lives • Reduce injury • Reduce environmental impact , • Reduce economic impact • Reduce property loss • Reduce emotional impact on families • Increase coordination of city resources j • Increase inter-agency cooperation 2003 Accomplishments • Amateur radio operators received Emergency Operations Center training bi-annually. • Emergency Operations Center training was offered to key City personnel bi-annually. • Self-help disaster training was provided to those individuals that requested training. 3-94 Operating Budget-Fire Department 2004 Action Plan • Evaluate and revise Standard Operating Procedures following all exercises and disaster incidents. r. • Provide liaison,and update activation rosters,checklists and procedures for amateur radio operator groups. r. • Review and propose procedures in place for terrorist activity. • Coordinate disaster education efforts with requests from the public. r • Test communications equipment in the Emergency Operations Center. • Utilize drill feedback to improve information flow at the Emergency Operations Center. it r. r 1 Operating Budget-Fire Department 3-95 Expenditure Budget by Category-Disaster Management Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 0 0 0 0 0 N/A Part-Time Salaries 0 0 0 0 0 N/A Overtime 0 0 0 0 0 N/A Personnel Benefits 0 0 0 0 0 N/A Supplies 19,347 8,056 9,000 16,688 9,000 0.0% Other Services and Charges 8,325 1,902 6,100 451 6,100 0.0% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 0 0 0 0 0 N/A ' Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 27,672 9,958 15,100 17,139 15,100 0.0% CIP 0 0 0 0 0 N/A Total 27,672 9,958 15,100 17,139 15,100 0.0% Funding Decisions-Disaster Management Division 2003 Adjusted Budget $15,100 2004 Budget Changes N/A 0 Total 2004 Budget $15,100 Staffing Levels (Full-Time Equivalent Employees-FTE) -Disaster Management Division ' 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 0.0 0.0 0.0 0.0 0.0 0.0% ' Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 0.0 0.0 0.0 0.0 0.0 0.0% , r so 3-96 Operating Budget-Fire Department to IN Table 3-15. Fire Apparatus by Station Scheduled for r Year Purchased Replacement Station 11: Aid Car 1999 2006 Engine 1998 2013 r Ladder 1999 2015 Command Car 2001 2009 Haz Mat 1990 2004 r• Reserve Engine 1989 2004 Reserve Ladder 1992 2007 Reserve Command Car 1995 2005 as Station 12: Aid Car 1999 2006 Engine 1999 2014 Dive Rig 1999 2009 to Dive Boat 1999 2009 Reserve Engine 2003 2018 Station 13: Aid Car 1999 2006 ON Engine 1999 2015 Reserve Engine 1996 2011 Station 14: Aid Car 1999 2007 Engine 1999 2014 Reserve Engine 1996 2011 Aw Station 16(Owned by District 25): Aid Car 2000 2008 Engine 1996 2011 Engine 2002 2019 irin Table 3-16. Fire Apparatus by Vehicle Total Vehicles Dive Rig&Boat First Run Vehicles Aid Cars 5 Engines 6 r Ladder 1 Command Car 1 Haz Mat 1 r Dive Rig 1 Dive Boat 1 Total First Run Apparatus 14 2 r Reserve Vehicles Engines 4 Ladders 1 r Command Car 1 Total Reserve Apparatus 6 Grand Total 20 2 Ir L Operating Budget-Fire Department 3-97 Table 3-17. Fire Department Performance and Workload Indicators 2001 2002 2003 2003 2004 ' Emergency Response Operations Actual Actual Forecast Actual Forecast Fire Rating(Washington Survey and Rating Bureau) 3 3 3 3 3 Number of Fire Stations(Includes District No.25) 5 5 5 5 5 Average Response Time—Fire, Minutes 5.5 5.3 5.1 5.5 5.3 Average Response Time—Aid, Minutes 4.7 5.0 4.7 4.9 4.8 Responses Life Support 6,030 5,963 6,137 6,232 6,426 Structure Fires 103 99 130 103 106 Vehicle Fires 96 80 98 95 98 Other Fires 149 186 200 221 228 Overpressure Ruptures 52 61 60 42 43 Hazardous Conditions 205 184 270 203 209 , Service 541 483 550 491 506 Good Intent 264 246 310 301 310 , False Alarms- Malicious 57 71 85 61 63 False Alarms-Other 768 854 850 804 829 All Other 8 6 9 29 30 Total Responses 8,416 8,233 8,699 8,582 8,848 Fire Prevention UFC Inspections 2,269 2,261 2,300 2,681 2,500 UFC Reinspections 1,093 1,189 1,100 1,178 1,200 Fire Protection/Plans Reviewed 523 667 560 828 700 Hazardous Materials(HazMat) Plans Reviewed 31 36 55 51 60 Public Education Programs 97 257 110 272 250 Fires Investigated 52 48 52 41 48 Actual and Budgeted Revenues $111,399 $98,147 $108,000 $118,078 $112,000 ' 3-98 Operating Budget-Fire Department Mr Table 3-18. Position Listing-Fire Department Position Listing (Sheet I of 2) 2001 2002 2003 2003 2004 Grade Title Actual Actual Budget Actual Budget r Administration Commissioned Officers M49 Fire Chief(Non-Union Salary Matrix) 1.0 1.0 1.0 1.0 1.0 M45 Deputy Chief(Emergency Response) 0.0 0.0 1.0 1.0 1.0 Deputy Chief(Administrative and Support Services, M45 Disaster Management) 0.0 0.0 1.0 1.0 1.0 M43 Deputy Chief(Emerg Resp and Admin/Support Serv) 0.0 2.0 0.0 0.0 0.0 F74 Deputy Chief(Emerg Resp and Admin/Support Serv) 2.0 0.0 0.0 0.0 0.0 Total Commissioned Officers 3.0 3.0 3.0 3.0 3.0 Administration Non-Commissioned Personnel N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0 A07 Data Base Systems Technician 1.0 1.0 1.0 1.0 1.0 A05 Secretary 1 0.0 1.0 1.0 1.0 1.0 Total Non-Commissioned 2.0 3.0 3.0 3.0 3.0 Total Administration Division 5.0 6.0 6.0 6.0 6.0 Emergency Response(Suppression, Facilities, HazMat, Dive Team, EMS/Life Support) t Commissioned Officers F73 Battalion Chief(Shift Commander) 3.0 3.0 3.0 3.0 3.0 F72 Captain 5.0 5.0 5.0 5.0 5.0 In F71 Lieutenant 13.0 13.0 13.0 13.0 13.0 F70 Firefighter 77.0 77.0 77.0 77.0 77.0 Total Emergency Response Division 98.0 98.0 98.0 98.0 98.0 Prevention Commissioned Officers F73 Battalion Chief(Fire Marshal) 1.0 1.0 1.0 1.0 1.0 ow Total Commissioned Officers 1.0 1.0 1.0 1.0 1.0 Prevention a Non-Commissioned Personnel M23 Assistant Fire Marshal 1.0 1.0 1.0 1.0 1.0 A20 Hazardous Materials Specialist 1.0 1.0 1.0 1.0 1.0 A20 Fire Inspector III 2.0 2.0 2.0 2.0 2.0 A20 Fire Plan Reviewer 1.0 1.0 1.0 1.0 1.0 A18 Fire Inspector II 1.0 1.0 1.0 1.0 1.0 •o A16 Fire Inspector 1 1.0 1.0 1.0 1.0 1.0 A09 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0 A03 Office Assistant II 1.0 1.0 1.0 1.0 1.0 Total Non-Commissioned 9.0 9.0 9.0 9.0 9.0 Total Prevention Division 10.0 10.0 10.0 10.0 10.0 Operating Budget-Fire Department 3-99 Table 3-18. Position Listing-Fire Department Position Listing (Sheet 2 of 2) 1 2001 2002 2003 2003 2004 Grade Title Actual Actual Budget Actual Budget Training Commissioned Officers F73 Battalion Chief(Training) 1.0 1.0 1.0 1.0 1.0 F72 Captain 1.0 1.0 1.0 1.0 1.0 F71 Lieutenant 1.0 1.0 1.0 1.0 1.0 Total Training Division 3.0 3.0 3.0 3.0 3.0 Total Commissioned Officers 105.0 105.0 105.0 105.0 105.0 Total Non-Commissioned Officers 11.0 12.0 12.0 12.0 12.0 Total Fire Department 116.0 117.0 117.0 117.0 117.0 ' 1 1 i 1 i 1 1 1 1 1 3-100 Operating Budget-Fire Department 2004 Community �- Services 000,10"l- F�-7�% *City of Renton,Washington BUDGET F rr Administrator Dennis Culp 1 Administrative ' Support 8.2 ' Facilities Parks Recreation Human Services Library ' 27.3 56.7 57.9 5 2 23.5 Leased Park Board Park Board Human Services Library , City Properties Advisory Board H . .... �.,, ... H �.. _. .__. Committee Capital Parks Recreation Renton Improvement Maintenance Services Community Historical Projects L Development Museum , Maplewood Renton Block Grants Golf Course Community Center ' LCapital Improvement Renton Senior Projects Activity Center , I Note: This department has 179.8 total full-time equivalent employees. ' Community Services Department Organization , r smim w. In this section you will find the Community Services Mission Statement with a No summary list of core services provided by division. Following the core services list, we include the mission statements of each division, along with lists of their outcomes, accomplishments for the year 2003, and action plans .. for the year 2004. Mission Statement Promote and support a more livable Renton community by providing recreation, library and human services programs, modern parks and facilities, and undisturbed natural areas. Division Core Services r Administration- Provide leadership, guidance, and resources. • Budget preparation • Leadership and management • Communication with Mayor's Office, City Council, and appointed boards • Set and approve department goals and programs Facilities-Facilities development and management. • Service delivery management • Asset protection • Building performance • Tenant services Parks ' • Management, maintenance, and improvement of City parks and other identified City-owned grounds and urban vegetation. ' • Preservation and protection of City-owned open space and natural areas • Park and open space planning, acquisition, and development Operating Budget-Community Services 3-101 1 Maplewood Golf Course , • Manage, maintain, and improve the public golf facility. • Program a variety of golf activities. ' Recreation ' • Offer a variety of well-balanced, diverse programs that reflect the needs and interests of the community • Provide high quality leadership and well maintained equipment to encourage , participation in physical activities promoting fitness and wellness • Encourage social interaction and quality of life • Provide exposure to the arts • Provide opportunities for enjoying aquatic activities ' Human Services • Provide information and assistance , • Maintain affordable housing • Fund non-profit human service agencies to ensure persons with low/moderate incomes and/or disabilities have access to human services Library , • Collection Development • Children's Services • Information Services , An overview of the Department of Community Services expenditures is shown in figure 3-8, followed by expenditures by division and category. r 3-102 Operating Budget-Community Services ' 110 as Figure 3-8. Community Services Overview Expenditure Comparison M $18,000,000 $15,000,000 ' $12,000,000 __ / $9,000,000 $6,000,000 $3,000,000 M $0 1996 1997 1998 1999 2000 2001 2002 2003 2004 budget Expenditure Budget by Division- Community Services 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Administration 835,818 825,385 839,100 752,779 868,400 3.5% go Facilities 2,143,238 2,272,421 2,578,000 2,466,288 2,751,100 6.7% Parks 3,539,906 4,885,276 3,257,300 2,908,857 3,276,400 0.6% Recreation Services 997,867 1,017,874 1,242,500 1,267,310 1,877,500 51.1% Community Center 1,313,533 1,462,260 1,068,200 1,159,101 1,090,400 2.1% Senior Center 610,212 568,603 592,000 476,809 544,100 -8.1% Human Services/CDBG 769,563 797,549 868,061 792,087 865,700 -0.3% Library 1,357,485 1,425,145 1,512,300 1,470,933 1,532,200 1.3% Ir Golf Course 2,396,180 2,078,763 2,242,600 2,194,938 2,288,800 2.1% Operating Total 13,963,802 15,333,276 14,200,061 13,489,103 15,094,600 6.3% CIP-CDBG 0 0 0 0 0 N/A CIP-Leased City Properties 440,962 1,191,044 487,500 464,821 507,900 4.2% CIP-Golf Course 0 0 0 0 0 N/A Total 14,404,764 16,524,320 14,687,561 13,953,924 15,602,500 6.2% Expenditure Budget by Category- Community Services ' 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 4,767,878 4,993,273 5,365,778 5,213,336 5,588,700 4.2% Part Time Salaries 1,659,409 1,758,865 1,635,400 1,760,355 1,917,500 17.3% Overtime 64,400 56,121 86,000 55,679 77,700 -9.7% Personnel Benefits 1,484,443 1,527,645 1,724,200 1,695,044 1,875,200 8.8% Supplies 996,465 913,469 1,002,500 863,384 1,060,700 5.8% Other Services&Charges 3,167,370 3,130,559 3,549,783 3,009,161 3,576,500 0.8% Intergovernmental Services 1,111,196 2,250,000 150,000 217,300 150,000 0.0% Capital Outlay 140,749 114,510 101,000 94,590 259,300 156.7% Debt Service 458,893 473,533 466,600 461,453 466,600 0.0% Interfund Payments 112,999 115,300 118,800 118,800 122,400 3.0% Operating Total 13,963,802 15,333,276 14,200,061 13,489,103 15,094,600 6.3% CIP 440,962 1,191,044 487,500 464,821 507,900 4.2% Total 14,404,764 16,524,320 14,687,561 13,953,924 15,602,500 6.2% Operating Budget-Community Services 3-103 Major Department Changes for 2004 , Major department changes are given below, followed by staffing levels. Personnel Costs: ' Salaries ($265,522 - All Divisions) ' Departmental salary increases include 3 percent cost of living, and 1.1 percent step increases, longevity, and reclassifications. ' Salaries ($231,200 - Recreation Division) Funding to staff the new Aquatic Center scheduled to open in 2004. ' Benefits ($151,000 -All Divisions) Departmental increases include 10 percent medical, 12 percent dental, and the new , state rates for industrial insurance. Supplies and Other Services and Charges: ' Supplies ($53,100 - Recreation Division) Funding for chlorine and concessionaire supplies for the Aquatic Center. , Utilities ($105,900 -All Divisions) All utilities are calculated at a 4 percent increase and$54,500 is funding for the ' Aquatic Center. Equipment Rental (-$66,000 - All Divisions) , Total funding in the Equipment Rental Fund to cover equipment replacement and the maintenance charges for all City fleet vehicles will decrease by 14 percent. This change is due to a reduction in the number of vehicles that need to be replaced, and lower maintenance costs. Monthly premiums from departments to reimburse the Equipment Rental Fund may differ since department costs are ' calculated based on assigned vehicles and their associated replacement and maintenance schedules. Repairs and Maintenance ($68,700 - Parking Garage) ' Funding for repairs and maintenance at the new Parking Garage. Capital Outlay: ' Machinery & Equipment ($158,300 - Recreation Division) ' Funding for furniture and fixtures for the Aquatic Center. CIP Leased City Properties: ' Interfund Loan Repayment ($55,200 - Facilities- Leased Property) Fund 306, Leased Property Fund, has borrowed money from other funds to pay for building improvements. The total loan payment for 2004 will be $432,800. 3-104 Operating Budget-Community Services w Other Operating Changes: Department Net Changes (-$103,000 -All Divisions) it Department changes are a result of management efforts to examine department core services and line item true-ups based on prior years. Self sustaining program funding and related revenue -Summer Lunch and Senior Extended Travel -changed by -$78,000. In addition parking lot sweeping was changed by-$6,000, contract maintenance by -$19,000. 2004 Fee Increases: Maplewood Golf Course Fees Gene Coulon Park Picnic Shelters Fees Gene Coulon Park Boat Launch Fees Athletic Field Lights Fees Renton Community Center Damage Deposit and After Hours Fees w� Aquatic Center Fees Staffing Levels by Division- Community Services 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Administration 10.2 9.2 9.2 9.2 9.2 0.0% Facilities 26.3 25.3 25.3 28.3 27.3 7.9% Parks 34.3 36.3 36.3 36.3 36.3 0.0% Recreation Services 24.6 24.6 21.7 21.7 31.9 47.0% Community Center 19.5 19.5 22.4 19.4 19.4 -13.4% Senior Activity Center 7.6 7.6 7.6 6.6 6.6 -13.2% Human Services/CDBG 6.2 5.2 5.2 5.2 5.2 0.0% Library 23.5 23.5 23.5 23.5 23.5 0.0% Golf Course 20.4 20.4 20.4 20.4 20.4 0.0% Total FTE 172.6 171.6 171.6 170.6 179.8 4.8% Divisions by Fund Number The Community Services Department includes the operations of the following divisions: ' 000 General Fund Human Services 007 Parking Garage Facilities Maintenance Fund ' 101 Parks Fund Administration, Facilities, Parks, and Recreation 104 CDBG Fund Community Development Block Grants 106 Library Fund Libraries and Museum 306 Leased City Properties Facilities ' 404 Golf Course Fund Operating Budget-Community Services 3-105 Administration Division , Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Administration Division expenditures, ' 2004 funding decisions, and staffing levels. Mission Statement ! Provide leadership, guidance, and resources to allow the various divisions within the department to perform their respective functions in accordance with the City Business Plan, administration and council policy directives, and the general needs of the , populations they serve. Outcomes ' • Completed annual budget and six-year CIP. • Implemented Division programs and activities that are consistent with the ' City business plan and departmental philosophy and goals. • Developed and implemented budgetary control measures. ' • Maintain successful employee recognition program. • Quality support is provided to the Mayor, the Council, and Boards and ' Commissions; and citizen concerns are resolved quickly. • Divisions receive guidance and approval in sufficient time to successfully implement work programs. 2003 Accomplishments • Completed budget materials that provided resources and financial direction for department operations. • Maintained national accreditation. • Provided information to the Mayor, the Council and appointed Board members on request. • Implemented policy directives from City officials. • Conducted a series of surveys that indicate a high level of satisfaction with Community Services facilities and programs. 2004 Action Plan • Complete an accurate budget • Maintain national accreditation • Continue development of Outcome Management action plans • Organize departmental processes to accommodate the reality of having to govern within our means ! ! 3-106 Operating Budget-Community Services ' Expenditure Budget by Category-Administration Division 2001 2002 2003 2003 2004 Change r Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 634,668 629,051 634,200 578,499 660,200 4.1% Part Time Salaries 2,625 425 3,300 400 3,400 3.0% Overtime 24 569 0 0 0 N/A Personnel Benefits 136,720 129,244 133,900 127,528 143,300 7.0% Supplies 6,751 8,587 7,500 6,498 7,500 0.0% Other Services&Charges 55,030 57,509 60,200 39,854 54,000 -10.3% Intergovernmental Services 0 0 0 0 0 N/A 10 Capital Outlay 0 0 0 0 0 N/A Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A to Operating Total 835,818 825,385 839,100 752,779 868,400 3.5% CIP 0 0 0 0 0 N/A Total 835,818 825,385 839,100 752,779 868,400 3.5% Funding Decisions-Administration Division 2003 Adjusted Budget $839,100 2004 Budget Changes Salaries 26,100 Benefits 9,400 r Equipment Rental -6,200 Total 2004 Budget $868,400 Staffing Levels (Full-Time Equivalent Employees-FTE) -Administration Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 10.0 9.0 9.0 9.0 9.0 0.0% Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part-Time 0.2 0.2 0.2 0.2 0.2 0.0% Total FTE 10.2 9.2 9.2 9.2 9.2 0.0% IOperating Budget-Community Services 3-107 Facilities Division , Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Facilities Division expenditures, 2004 funding decisions, , and staffing levels. Mission Statement , Develop and maintain City buildings and manage the delivery of building-related services to the public in a safe, customer-focused manner. , Outcomes • Ensure work is completed according to client's schedule and expectations • Protect the value of City buildings • Provide the best possible places in which to work and recreate ' • Deliver desired services in a friendly, courteous, responsive manner 2003 Accomplishments , • Completed construction of the Police Evidence building, the Renton Municipal Parking Garage, and the Traffic Management Center. • Continued renovation of the Pavilion Building. It was dedicated in December. ' • Began construction of the Henry Moses Aquatic Center. It was dedicated in December and will open for its inaugural season on Memorial Day, 2004. , • Continued construction of Fire Station 12, which was also dedicated in December. • Indoor air exchanges met the air balancing requirements 100 percent of the time. • Security incident reports were reduced over those received in 2002. • The number of compliments received by the Division outnumbered the complaints by 6:1. 2004 Action Plan • Obtain customer agreement with scope, schedule and quality 100 percent of the time. • Have zero reports of the public being affected by the work to protect the value of the buildings. • Reduce hot cold calls by 10 percent over those received in 2003. • Customers know within 7 days of the kick-off meeting that there is agreement on scope, schedule, cost and quality or the remaining issues are elevated to higher management. • The CIP program is implemented as budgeted. 3-[pg Operating Budget-Community Services , to to Expenditure Budget by Category-Facilities Division 2001 2002 2003 2003 2004 Change 1W Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 883,829 945,490 1,098,800 1,092,559 1,143,900 4.1% Part Time Salaries 82,973 100,896 91,700 80,652 94,500 3.1% No Overtime 16,015 17,867 13,300 15,444 13,800 3.8% Personnel Benefits 270,219 289,903 350,900 359,075 383,000 9.1% Supplies 125,675 122,841 150,500 117,439 150,500 0.0% to Other Services&Charges 764,527 795,424 872,800 801,120 965,400 10.6% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 0 0 0 0 0 N/A ow Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 2,143,238 2,272,421 2,578,000 2,466,288 2,751,100 6.7% CIP 440,962 1,191,044 487,500 464,821 507,900 4.2% Total 2,584,200 3,463,465 3,065,500 2,931,110 3,259,000 6.3% Funding Decisions-Facilities Division 2003 Adjusted Budget $3,065,500 2004 Budget Changes Salaries 48,400 Benefits 32,100 10 Equipment Rental -5,400 Utilities 29,300 Parking Garage Repairs and Maintenance 68,700 Interfund Loan Repayment 55,200 Repairs and Maintenance -34,800 Total 2004 Budget $3,259,000 ' Staffing Levels (Full-Time Equivalent Employees-FTE) -Facilities Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 23.0 22.0 22.0 25.0 24.0 9.1% Temporary Part-Time 2.1 2.1 2.1 2.1 2.1 0.0% Intermittent Part-Time 1.2 1.2 1.2 1.2 1.2 0.0% Total FTE 26.3 25.3 25.3 28.3 27.3 7.9% Note:2.0 Capital Project Coordinator FTEs were funded in Capital Project Funds.Projects were completed in 2003. 1 Note:2.0 Maintenance Custodian FTEs and 2.0 Custodian FTEs were reallocated to Facilities from the Community Center and Senior Center to consolidate custodial positions. ' Operating Budget-Community Services 3409 Parks Division , Following the mission statement and lists of outcomes, accomplishments, and action plans,we include charts for Parks Division expenditures, 2004 funding decisions, and , staffing levels. Mission Statement , Provide a safe, clean, attractive, accessible, and well-maintained environment for the public's enjoyment of active and passive recreational opportunities along with natural resource and wildlife preservation and stewardship. , Outcomes , • Safe and accessible parks, clean, attractive, and well-maintained environment; informed and satisfied public • Natural environment preserved and protected; clean, attractive, and well- ' maintained environment; informed and satisfied public • Park and open space planning, acquisition, and development 2003 Accomplishments • Dedicated the Veterans Memorial Park. ' • Grand opening for the Coulon Park Play Area renovation and future Sam Chastain Waterfront Trail project. , • Replaced the play equipment at Windsor Hill Park and Kennydale Beach Park. • Completed Highlands Park irrigation renovation and installation, Big Liberty infield renovation and the skate park addition. • Executed the Interlocal Cooperative Agreement with King County for a $250,000 Conservation Futures Grant. • Acquired 2.8 acres to complete the Heather Downs property acquisition. • Completed hazardous tree removal at three City parks, implemented the Park Avenue Tree Removal and Replacement Project, and completed the Tree Inventory and Assessment. • Installed Art at the Highlands Library, Piazza, Main Library, and Tonkins Park. • Completed court repairs and resurfacing at ten City parks. • Completed Williams and 2nd Street S. sidewalk repairs and tree replacement. • Initiated computerized irrigation controller program. 3_// 0 Operating Budget-Community Services , Mu 2004 Action Plan • Complete preliminary plans for the Sam Chastain Waterfront Trail, apply for local, state and federal permits and apply for grants. r • Replace play areas at Sunset Court Park and Jones Park. • Renovations to infield at Philip Arnold Park and launch ramps 1 through 4 ow at Coulon Park. • Develop the Urban and Community Forestry Strategic Plan. to • Develop a street tree ordinance as part of the Urban Forestry Program. • Upgrade security lighting at South Beach Area at Coulon Park. rr • Install concrete walk in Highlands Park. • Replace gangways at Coulon Park. t • Resurface Springbrook trail. i t t 1 . Operating Budget-Community Services 3-111 Expenditure Budget by Category-Parks Division 2001 2002 2003 2003 2004 Change , Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 924,962 973,383 1,173,400 1,148,500 1,221,500 4.1% Part Time Salaries 289,279 287,421 293,400 281,770 302,200 3.0% Overtime 22,067 16,925 16,300 15,345 16,800 3.1% Personnel Benefits 286,351 304,730 369,300 363,316 397,700 7.7% , Supplies 220,010 200,074 221,200 180,059 221,200 0.0% Other Services&Charges 997,237 1,002,742 1,183,700 919,867 1,117,000 -5.6% Intergovernmental Services 800,000 2,100,000 0 0 0 N/A Capital Outlay 0 0 0 0 0 N/A Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 3,539,906 4,885,276 3,257,300 2,908,857 3,276,400 0.6% CIP 0 0 0 0 0 N/A Total 3,539,906 4,885,276 3,257,300 2,908,857 3,276,400 0.6% , Funding Decisions-Parks Division , 2003 Adjusted Budget $3,257,300 2004 Budget Changes Salaries 57,400 Benefits 28,400 Equipment Rental -48,100 Utilities 11,400 Contract maintenance contract -19,000 Repairs and Maintenance -5,000 Parking lot sweeping contract -6,000 Total 2004 Budget $3,276,400 Staffing Levels (Full-Time Equivalent Employees-FTE) -Parks Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 21.0 23.0 23.0 23.0 23.0 0.0% Temporary Part-Time 4.1 4.1 4.1 4.1 4.1 0.0% Intermittent Part-Time 9.2 9.2 9.2 9.2 9.2 0.0% Total FTE 34.3 36.3 36.3 36.3 36.3 0.0% 3-112 Operating Budget-Community Services , 1rr ,WM Parks Division- Maplewood Golf Course Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Maplewood Golf Course expenditures, to 2004 funding decisions, and staffing levels. Mission Statement o" Provide a safe, clean, attractive, accessible, and well-maintained environment for the public's enjoyment of active and passive recreational opportunities along with natural resource and wildlife preservation and stewardship. rr Outcomes • Financially solvent golf facility • Safe, accessible, clean, attractive, and well-maintained environment • Informed and satisfied public • Natural environment preserved and protected r • Increased level of physical fitness • New and improved skills r. • Greater enjoyment of life • Increase in social interaction 2003 Accomplishments • Completed construction of tournament scoreboard and patio. • Sold 70,000 rounds of golf and 80,000 range tokens. 0 Purchased 40 new Club Car golf carts. • Successfully implemented seagull deterrent. 2004 Action Plan • Begin construction of new 52 stall parking addition. • Overhead netting replacement on West end of driving range. • Improve areas of front nine cart path from tree root damage. • Reconstruction of# 8 green and drainage of hillside to allow play year round without use of a temporary winter green. • Maintain quality driving range through rotation program of new range balls and range mats on a biannual basis. • Implement equipment purchase program to continue quality work and safety for employees. • Turf carpet repair in driving range. Operating Budget-Community Services 3-113 1 1 Expenditure Budget by Category-Maplewood Golf Course 2001 2002 2003 2003 2004 Change , Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 401,018 424,916 479,500 475,896 499,200 4.1% Part Time Salaries 271,386 245,281 250,800 250,861 258,400 3.0% Overtime 5,958 6,189 9,200 2,960 9,500 3.3% Personnel Benefits 174,574 173,494 204,900 201,401 216,100 5.5% Supplies 314,442 244,274 287,900 264,898 294,700 2.4% , Other Services&Charges 204,965 144,951 174,900 174,078 171,900 -1.7% Intergovernmental Services 311,196 150,000 150,000 150,000 150,000 0.0% Capital Outlay 140,749 100,823 100,000 94,590 100,000 0.0% Debt Service 458,893 473,533 466,600 461,453 466,600 0.0% Interfund Payments 112,999 115,300 118,800 118,800 122,400 3.0% Operating Total 2,396,180 2,078,763 2,242,600 2,194,938 2,288,800 2.1% CIP 0 0 0 0 0 N/A Total 2,396,180 2,078,763 2,242,600 2,194,938 2,288,800 2.1% Funding Decisions-Maplewood Golf Course 2003 Adjusted Budget $2,242,600 ' 2004 Budget Changes Salaries 27,600 Benefits 11,200 Supplies 6,800 Repairs and Maintenance -5,500 Indirect cost reimbursement to General Fund(3 percent) 3,600 All Other 2,500 Total 2004 Budget $2,288,800 Staffing Levels (Full-Time Equivalent Employees-FTE) -Maplewood Golf Course 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 10.0 10.0 10.0 10.0 10.0 0.0% Temporary Part-Time 3.9 3.9 3.9 3.9 3.9 0.0% Intermittent Part-Time 6.5 6.5 6.5 6.5 6.5 0.0% Total FTE 20.4 20.4 20.4 20.4 20.4 0.0% / 3-114 Operating Budget-Community Services , r 1W Recreation Division- Recreation Services Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Recreation Services expenditures, 2004 funding decisions, and staffing levels. Mission Statement The Recreation Division of the Community Services Department promotes and supports a more livable community by providing opportunities for the public to r participate in diverse recreational, cultural, athletic, and aquatic programs and activities. Outcomes • New classes and programs are introduced • Popular and base programs are maintained or increased to reflect community interest • Increased levels of physical fitness and wellness • Increased social interaction by providing opportunities for families, workgroups, neighborhoods and the community to gather •■ 2003 Accomplishments • Post-program evaluation data indicated a 95 percent rating of"5"(highest) for satisfaction in the adult athletic programs. • Eighty-five percent of the 2002 Itty Bitty Camp evaluations resulted in the addition of six sessions for 2003 and registration for 60 additional participants. • Over 250 volunteers donated more than 4,000 hours to the Special Populations program. • The 2003 youth t-ball program expanded to three game and practice sites, due to a 31 percent increase in participation. • Five new after-school programs were developed at three sites for the 2003 school year, in response to input from school principals and PTA members. • An advisory role on the Board of Park Commissioners was created for Renton Youth Council, beginning May 2003. Operating Budget-Community Services 3-115 w1 2004 Action Plan • Maintain national accreditation standards. • Reallocate after-school program resources to effectively address site interests and neighborhood/school partners. • Develop a Special Populations program parent/guardian packet for easier transition into community recreation programs. • Continue implementation of programs recommended by teen focus groups. • Address program growth through effective communication, insuring program standards can be maintained and growth accommodated with available resources. New Division Added Recreation Services- Henry Moses Family Aquatic Center Recreation Services has added a new division in 2003, the Henry Moses Family Aquatic Center. Following is the list of outcomes and action plans for the Aquatic ' Center. Outcomes , • New classes and programs are introduced • Increased levels of physical fitness and wellness • Increased social interaction by providing opportunities for families, workgroups, neighborhoods and the community to gather 2004 Action Plan • Open the new Aquatic Center in the summer of 2004 The proposed cost for the Henry Moses Family Aquatic Center program is $516,898. Community Services is proposing Aquatic Center admission fees to cover the operating costs. 3-116 Operating Budget-Community Services rtr Expenditure Budget by Category-Recreation Services 2001 2002 2003 2003 2004 Change #' Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 350,906 374,458 416,800 397,804 442,200 6.1% Part Time Salaries 341,777 338,917 407,400 385,541 674,500 65.6% to Overtime 13,713 9,923 18,000 11,939 20,500 13.9% Personnel Benefits 142,276 139,495 158,400 163,050 181,300 14.5% Supplies 36,509 37,981 29,300 33,631 82,400 181.2% Other Services&Charges 112,686 104,175 212,600 275,346 318,300 49.7% Intergovernmental Services 0 12,925 0 0 0 N/A Capital Outlay 0 0 0 0 158,300 100.0% Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 997,867 1,017,874 1,242,500 1,267,310 1,877,500 51.1% CIP 0 0 0 0 0 N/A Total 997,867 1,017,874 1,242,500 1,267,310 1,877,500 51.1% Funding Decisions-Recreation Services �r 2003 Adjusted Budget $1,242,500 2004 Budget Changes Salaries 63,800 Aquatic Center salaries 231,200 Benefits 22,900 Skyhawks Camp-reallocation from Community Center plus additional funding 40,000 Aquatic Center Supplies 53,100 Aquatic Center Utilities 54,500 Aquatic Center furniture and fixtures 158,300 All Other 11,200 Total 2004 Budget $1,877,500 ve tlr Staffing Levels (Full-Time Equivalent Employees -FTE) -Recreation Services 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 8.0 8.0 7.0 7.0 7.0 0.0% Temporary Part-Time 4.8 4.8 4.8 4.8 4.8 0.0% Intermittent Part-Time 11.8 11.8 9.9 9.9 20.1 103.0% Total FTE 24.6 24.6 21.7 21.7 31.9 47.0% k Operating Budget-Community Services 3-117 Recreation Division- Renton Community Center Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Renton Community Center expenditures, 2004 funding decisions, and staffing levels. Mission Statement , The Recreation Division of the Community Services Department promotes and supports a more livable community by providing opportunities for the public to participate in diverse recreational, cultural, athletic, and aquatic programs and activities. Outcomes • New classes and programs are introduced • Popular and base programs are maintained or increased to reflect community interest • Increased levels of physical fitness and wellness • Increased exposure to the arts • Opportunities for enjoying aquatic activities • Increased social interaction by providing opportunities for families, workgroups, neighborhoods and the community to gather 2003 Accomplishments • Improved the youth dance program in response to parent feedback by enlarging the dance floor, and installing a small playground for participants' siblings. i • Sponsored a variety of artistic expression: the Renton City Concert Band, Summer Teen Musical, Renton Youth Symphony Orchestra, Valley Community Players' theater, and Coulon Family Concert Series. r • Increased youth drama class offerings by 25 percent, resulting in 45 percent more teens auditioned. • New paybox at Coulon Memorial Beach generated an additional $50,000 in fee revenue. • Developed the "Picnic Planner"brochure to answer common picnic shelter questions and streamline the reservation process. • The "Renton Riches" brochure received an Award of Merit by the Washington Recreation and Parks Association. 2004 Action Plan • Maintain national accreditation standards. • Successfully open Henry Moses Family Aquatic Center with a variety of activities and special events. 3-118 Operating Budget-Community Services rs • Relocate staffing resources at the Community Center for better efficiency and to meet the changing demands of the public. • Continue to improve the visibility and marketing of Carco Theatre. • Begin a successful relationship with the IKEA Performing Arts Center. 1W or t Operating Budget-Community Services 3-119 Expenditure Budget by Category-Renton Community Center 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 436,732 470,586 378,200 338,535 393,600 4.1% Part Time Salaries 344,084 440,940 243,100 407,441 250,300 3.0% Overtime 2,370 2,059 9,300 2,744 9,600 3.2% Personnel Benefits 153,713 170,407 147,300 134,970 166,200 12.8% Supplies 30,356 27,374 41,900 28,575 41,900 0.0% Other Services&Charges 346,278 350,893 248,400 246,837 228,800 -7.9% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 0 0 0 0 0 N/A Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 1,313,533 1,462,260 1,068,200 1,159,101 1,090,400 2.1% CIP 0 0 0 0 0 N/A Total 1,313,533 1,462,260 1,068,200 1,159,101 1,090,400 2.1% ' Funding Decisions-Renton Community Center 2003 Adjusted Budget $1,068,200 2004 Budget Changes Salaries 22,900 Benefits 18,900 Skyhawks Camp reallocation to Recreation Services -30,000 Utilities 5,400 Class Software Maintenance Agreement 5,000 Total 2004 Budget $1,090,400 Staffing Levels (Full-Time Equivalent Employees-FTE) -Renton Community Center 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 10.0 10.0 11.0 8.0 8.0 -27.3% Temporary Part-Time 3.8 3.8 3.8 3.8 3.8 0.0% oil Intermittent Part-Time 5.7 5.7 7.6 7.6 7.6 0.0% Total FTE 19.5 19.5 22.4 19.4 19.4 -13.4% Note:1.0 Maintenance Custodian FTE and 2.0 Custodian FTEs were reallocated to Facilities to consolidate custodial positions. 3-120 Operating Budget-Community Services VW W Recreation Division- Renton Senior Activity Center Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Renton Senior Activity Center expenditures, 2004 funding decisions, and staffing levels. Mission Statement The Recreation Division of the Community Services Department promotes and supports a more livable community by providing opportunities for the public to participate in diverse recreational, cultural, athletic, and aquatic programs and activities. Outcomes • New or improved recreational skills • Increased levels of physical fitness and wellness r. • Increased social interaction and greater enjoyment of life 2003 Accomplishments • Maintained national accreditation standards. • Participation of over 400 senior citizens in Senior Activity Center's r" programs which are consistently rated "very high"on post-course evaluations. w • Increased number and wider range of computer classes were offered in response to the seniors' high interest. • Addition of a salad bar and extension of meal-serving times were recommended by seniors and implemented, resulting in a 10 percent increase in daily participation. • The enlarged coffee bar is the center for socialization, currently hosting more than 120 seniors per day. 2004 Action Plan • Expand services and classes useful for independent living. • Administer course evaluation surveys for each class at least once a year. • Administer trip evaluation forms for both day trips and 2-to-3 day trips. • Provide customer service training to all staff, volunteer receptionists, and welcome desk volunteers. • Offer programs that focus on current trends. Operating Budget-Community Services 3-121 Expenditure Budget by Category-Renton Senior Activity Center 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 192,495 190,751 152,700 150,139 159,000 4.1% Part Time Salaries 107,471 108,527 106,900 123,000 110,100 3.0% Overtime 2,723 2,279 4,000 1,084 4,100 2.5% Personnel Benefits 70,665 74,932 79,800 68,355 87,000 9.0% Supplies 11,625 13,243 10,900 11,866 10,900 0.0% Other Services&Charges 225,233 178,871 237,700 122,366 173,000 -27.2% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 0 0 0 0 0 N/A Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 610,212 568,603 592,000 476,809 544,100 -8.1% CIP 0 0 0 0 0 N/A Total 610,212 568,603 592,000 476,809 544,100 -8.1% Funding Decisions-Renton Senior Activity Center p 2003 Adjusted Budget $592,000 2004 Budget Changes Salaries 9,600 Benefits 7,200 Utilities 2,300 Equipment Rental -6,400 Senior Extended Travel -60,600 Total 2004 Budget $544,100 Staffing Levels(Full-Time Equivalent Employees-FTE) -Renton Senior Activity Center 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 4.0 4.0 4.0 3.0 3.0 -25.0% Temporary Part-Time 2.2 2.2 2.2 2.2 2.2 0.0% Intermittent Part-Time 1.4 1.4 1.4 1.4 1.4 0.0% Total FTE 7.6 7.6 7.6 6.6 6.6 -13.2% Note:1.0 Maintenance Custodian FTE was reallocated to Facilities to consolidate custodial positions. 3-122 Operating Budget-Community Services M %W Human Services Division Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Human Services Division expenditures, 2004 funding decisions, and staffing levels. Mission Statement The City of Renton Human Services Division, in partnership with the community, will help provide services, resources and opportunities so that residents have food, clothing and shelter, are healthy and safe, and develop to rr their fullest capacity. Outcomes Aw • Increased knowledge of available resources • Informed public • Increased satisfaction • Improved feeling of safety ` • Increased support to continue living independently • Accountable service providers that deliver quality services 2003 Accomplishments • Assisted 154 households with 866 repairs for the Housing Repair Assistance Program (HRAP). The repairs prevent imminent harm and danger to the security, safety, or health of the household as well as maintenance and rehabilitation activities. • Had a 76 percent return rate on a customer service questionnaire sent to clients of HRAP. 78 percent rated overall satisfaction with the quality of services received as excellent. • Administered 29 contracts with agencies/City programs that are funded by the General Fund and Community Development Block Grants. r • Participated in a demonstration project in South King County, where cities funded by the same agencies had a joint contract. There were 4 contracts, No and Renton was the lead on the joint contract with King County Sexual Assault Resource Center. to • Updated and published the Renton Resource directory in English, Spanish, Vietnamese, Ukrainian, and Somalian. • Distributed 29,500 resource directories. • Purchased 31 "Where to Turn Books" for City staff for resource information. fir L �a.. Operating Budget-Community Services 3-123 2004 Action Plan • Will participate in 9 joint contracts with other cities in South King County, and will be the lead on 4 contracts. • Will assist 155 unduplicated households in the Housing Repair Program, and perform 558 repairs. • Will administer thirty contracts with agencies. • Plan to publish 31,500 resource directories. 3-124 Operating Budget-Community Services `r Expenditure Budget by Category-Human Services Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 150,878 161,565 133,200 129,054 138,700 4.1% Part Time Salaries 15,820 6,879 5,700 4,814 7,500 31.6% Overtime 67 0 1,600 0 0 -100.0% Personnel Benefits 39,589 31,515 27,000 27,463 29,600 9.6% t Supplies 5,343 2,850 200 1,031 300 50.0% to Other Services&Charges 297,478 330,204 363,800 269,887 358,000 -1.6% Intergovernmental Services 0 0 0 67,300 0 N/A of Capital Outlay 0 0 0 0 0 N/A Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A IMP Operating Total 509,175 533,013 531,500 499,549 534,100 0.5% CIP 0 0 0 0 0 N/A Total 509,175 533,013 531,500 499,549 534,100 0.5% Mr Expenditure Budget by Category- Community Development Block Grant(CDBG) 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 124,190 126,453 147,778 136,084 148,400 0.4% Part Time Salaries 23,056 19,528 30,000 25,661 30,000 0.0% 110 Overtime 594 0 2,000 0 1,000 -50.0% Personnel Benefits 29,843 29,293 36,600 33,536 39,400 7.7% Supplies 10,083 10,592 16,800 15,708 15,000 -10.7% as Other Services&Charges 72,622 78,670 103,383 81,549 97,800 -5.4% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 0 0 0 0 0 N/A Mr Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 260,388 264,536 336,561 292,538 331,600 -1.5% CIP 0 0 0 0 0 N/A Total 260,388 264,536 336,561 292,538 331,600 -1.5% N, Note:Due to fluctuations of Community Development Block Grant funds,actual dollars appropriated to CDBG Programs are subject to change throughout the year and may require mid-year budget adjustments. 6 L Operating Budget-Community Services 3-125 Funding Decisions-Human Services Division and CDBG Human Services 2003 Adjusted Budget-Human Services $531,500 2004 Budget Changes Salaries 5,700 Benefits 2,600 Summer Lunch Program -17,400 Grant for Housing Repair 12,500 All Other -800 Total 2004 Budget $534,100 CDBG 2003 Adjusted Budget-CDBG $336,561 2004 Budget Changes Salaries -378 , Benefits 2,800 Operating Supplies -1,800 CDBG Public Services -5,583 Lead testing and upgrade Access database 9,500 Consultants -10,000 All Other 500 Total 2004 Budget $331,600 Staffing Levels (Full-Time Equivalent Employees-FTE) -Human Services Division and CDBG 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 3.0 2.0 2.0 2.0 2.0 0.0% Regular-CDBG 3.0 3.0 3.0 3.0 3.0 0.0% Intermittent Part-Time 0.2 0.2 0.2 0.2 0.2 0.0% Total FTE 6.2 5.2 5.2 5.2 5.2 0.0% III 3-126 Operating Budget-Community Services r ,w Library Division Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Library Division expenditures, 2004 .r funding decisions, and staffing levels. Mission Statement Renton Public Library supports lifelong learning for the public by anticipating and responding to community needs for information, and by inspiring and encouraging the community's desire to read. r Outcomes w • Library materials that meet current customer needs. • Library reading program enjoyed by children of all ages. IN • Library activities that introduce children to books and reading. • Broad range of current library materials. • Access to local, regional, statewide, national, and international print and electronic information resources. 2003 Accomplishments • Acquired, cataloged, and processed 9,000 books, 500 magazine subscriptions, and 2,000 videos and circulated 456,982 items. • Attracted 9,000 participants to special activities and programs with over 5,000 children attending storytimes. • Developed Grant Information directory for business and education purposes. • Completed the Children's Services, and Information Services surveys. • Technology improvements include the upgrade of the WEB interface to iPAC computer catalog providing access to off-site library resources, and the addition of public access workstations. 2004 Action Plan in • Continue to operate and keep the Renton Public Library open 64 hours per week, and the Highlands Library open to the public 43 hours per week. • Continue development of a basic Information Services collection of books, u` databases, and periodicals. • Acquire, catalog, and process library materials that meet current customer us needs and support interlibrary loan activities. • Maintain the current level of children's programs year round to introduce children to books and reading. • Complete Museum operating agreement between the City of Renton and the Renton Historical Society. Ilr Operating Budget-Community Services 3-127 Expenditure Budget by Category-Library Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 668,200 696,619 751,200 766,266 782,000 4.1% Part Time Salaries 180,938 210,051 203,100 200,217 186,600 -8.1% Overtime 869 310 12,300 6,164 2,400 -80.5% Personnel Benefits 180,493 184,631 216,100 216,350 231,600 7.2% Supplies 235,671 245,654 236,300 203,678 236,300 0.0% Other Services&Charges 91,314 87,119 92,300 78,258 92,300 0.0% Intergovernmental Services 0 762 0 0 0 N/A Capital Outlay 0 0 1,000 0 1,000 0.0% Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 1,357,485 1,425,145 1,512,300 1,470,933 1,532,200 1.3% CIP 0 0 0 0 0 N/A Total 1,357,485 1,425,145 1,512,300 1,470,933 1,532,200 1.3% Funding Decisions-Library Division 2003 Adjusted Budget $1,512,300 2004 Budget Changes Salaries 4,400 Benefits 15,500 Total 2004 Budget $1,532,200 Staffing Levels (Full-Time Equivalent Employees-FTE) -Library Division 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 15.0 15.0 15.0 15.0 15.0 0.0% Temporary Part-Time 1.6 1.6 1.6 1.6 1.6 0.0% Intermittent Part-Time 6.9 6.9 6.9 6.9 6.9 0.0% Total FTE 23.5 23.5 23.5 23.5 23.5 0.0% 3-128 Operating Budget-Community Services ow Table 3-19. Community Services Performance and Workload Indicators (Sheet I of 2) 2001 2002 2003 2003 2004 Actual Actual Forecast Actual Forecast Facilities Work Orders Processed 2,550 2,150 2,500 2,964 3,112 Event Setups and Teardowns-Senior Activity Center N/A N/A N/A 1,612 1,620 rr Vandalism Repair$ $5,500 $3,030 $2,200 $11,476 $5,500 Total Square Feet Maintained in City Buildings 412,000 550,470 747,170 746,991 746,991 to City Custodial Staff: Number of Square Feet Per Custodian Per Day 21,300 21,300 21,300 21,318 21,512 Parks-Maintenance Maintenance Facilities o, Developed Parks-Acres Maintained 254.68 254.68 254.68 254.68 259.68 Developed Parks Maintained 26 26 26 26 27 Open Space-Acres Maintained 732.67 732.67 734.73 734.73 794.73 as Municipal Building Grounds-Number of Sites 11 11 11 11 11 Trails Maintained, Miles 12.5 12.5 12.5 12.5 12.5 Mowing, Acres 150 150 149 149 172 so Bark Beds, Square Feet 271,929 271,929 271,929 271,929 271,929 Ball Fields 14 14 14 14 14 Soccer Fields 6 6 6 6 6 ow Street Miles Maintained 9.5 10.5 10.5 10.5 10.5 Traffic Islands/Parks/Gateways- Number of Sites 8 8 8 8 8 Contracted Maintenance Services/Sites 22 22 21 21 24 rs Contracted Maintenance Services Miles/Acres 23.5/8 23.5/8 23.7/8 23.7/8 23.9/9.5 Parks-Maplewood Golf Course Revenue from Green Fees $1,267,200 $1,212,443 $1,200,000 $1,168,614 $1,247,100 Number of Golf Rounds 71,000 64,581 66,000 64,453 67,500 Revenue from Driving Range $370,000 $364,312 $343,000 $365,790 $363,600 Number of Driving Range Tokens Sold 80,000 95,051 95,100 99,837 98,000 Revenue from Banquet Facility, Restaurant, and Lounge $200,000 $194,228 $199,500 $181,900 $204,500 Revenue from Sale of Merchandise $195,000 $166,712 $192,100 $171,467 $175,000 tllr Revenue from Golf Cart, Pull Cart, and Club Rentals $217,000 $223,330 $217,000 $224,305 $234,000 Miscellaneous Revenue/Investment Interest $50,000 $125,209 $82,100 $110,661 $64,600 Recreation-Recreation Services Athletic Programs 119,422 126,534 100,000 137,811 120,000 Teen Programs 6,456 5,026 5,500 3,898 4,500 Highlands Neighborhood Center 39,997 74,644 50,000 77,762 55,000 North Highlands Neighborhood Center 17,181 29,576 25,000 40,959 25,000 Summer Programs 35,000 43,780 35,000 44,400 35,000 Developmentally Disabled 11,317 10,327 9,725 10,381 9,725 Picnic Shelter Rentals 33,330 32,023 29,200 33,145 33,000 After-School/Neighborhood Programs and Park Use 104,017 116,389 95,000 129,000 95,000 Special Events 37,136 32,434 30,500 36,205 30,500 Carco/Theatre/Cultural Arts Program 28,814 30,000 32,000 34,100 34,000 Renton Community Center 225,000 220,000 220,000 220,000 220,000 iW Operating Budget-Community Services 3-129 iW Table 3-19. Community Services Performance and Workload Indicators (Sheet 2 of 2) 2001 2002 2003 2003 2004 Actual Actual Forecast Actual Forecast , Recreation-Renton Community Center Fitness(weight room) 39,000 42,600 42,000 43,210 43,000 Gym Programs 37,500 36,400 37,000 43,681 43,000 Racquetball/Wallyball 4,100 3,580 3,500 3,830 3,700 Classroom Rentals 4,300 5,540 5,000 6,741 6,800 Banquet Room Rentals 24,600 20,810 21,000 23,391 23,000 Classes 65,000 54,040 55,000 52,058 54,000 Recreation-Renton Senior Activity Center Renton Senior Activity Center 142,000 137,700 138,000 135,500 135,000 Total Lunch Meals Served 21,365 21,006 21,500 19,400 18,000 Medical Clinic(total visits) 1,392 1,420 1,450 1,455 1,460 Foot Care(total visits) 1,426 1,208 1,300 1,124 1,100 Blood Pressure by Volunteer Nurses 4,125 3,840 3,900 3,635 3,500 Meals on Wheels 20,599 22,347 22,500 32,628 33,000 Mental Health(total visits) 125 121 150 132 125 Transportation (one-way trips provided) 5,950 4,850 4,900 3,700 3,700 Human Services Renton Resource Directories Distributed 15,300 22,000 24,000 29,500 31,500 Scholarships Distributed 140 145 120 100 120 Victims of Domestic Violence Contacted by Letter 520 690 N/A N/A N/A Victims Assisted by the Court Advocate 300 350 N/A N/A N/A Households Assisted by the Housing Repair Assistance Program 157 144 150 154 155 Number of Critical Emergency Repairs/Housing Repair Assistance Program 210 606 540 866 558 Library Registered Library Card Holders 28,374 34,003 35,000 40,034 45,000 Registered City Card Holders 21,176 25,162 24,000 29,402 35,000 Registered King County Library System Card Holders 7,198 8,841 9,000 10,500 10,000 Total Library Circulation 382,443 456,982 470,000 499,792 530,000 Total Holdings Added 11,118 13,767 11,000 11,547 10,000 Total Holdings 148,758 155,463 150,000 158,676 155,000 Total Titles Added 7,286 8,402 7,000 7,114 7,000 Total Titles 106,281 110,832 105,000 112,894 110,000 Titles Borrowed From Other Libraries-Interlibrary Loan 527 453 400 357 400 Renton Library Titles Loaned 2,956 3,304 3,500 2,906 3,000 Interlibrary Loan Borrowing Libraries 623 737 800 869 900 Internet 6,509 10,728 15,000 30,326 40,000 Museum Outreach 4,205 719 800 850 1,500 Museum Visitors 3,307 2,618 2,900 3,200 3,500 K 3-130 Operating Budget-Community Services it it Table 3-20. Community Services Position Listing(Sheet I of 5) 2001 2002 2003 2003 2004 Actual Actual Budget Actual Budget r.r Grade Title Administration Division M49 Community Services Administrator 1.0 1.0 1.0 1.0 1.0 10 M38 Recreation Director 0.0 1.0 1.0 1.0 1.0 M37 Recreation Director 1.0 0.0 0.0 0.0 0.0 M38 Parks Director 0.0 1.0 1.0 1.0 1.0 M37 Parks Director 1.0 0.0 0.0 0.0 0.0 M38 Facilities Director 0.0 1.0 1.0 1.0 1.0 r M37 Facilities Director 1.0 0.0 0.0 0.0 0.0 M28 Capital Improvement Project Manager 1.0 0.0 0.0 0.0 0.0 M26 Recreation Manager 1.0 1.0 1.0 1.0 1.0 ift N11 Administrative Secretary EX 1.0 1.0 1.0 1.0 1.0 A07 Secretary II 3.0 3.0 3.0 3.0 3.0 Total Regular Staffing 10.0 9.0 9.0 9.0 9.0 r Intermittent Part Time 0.2 0.2 0.2 0.2 0.2 Total Administration Division 10.2 9.2 9.2 9.2 9.2 Facilities Division Facilities M26 Facilities Manager 1.0 1.0 1.0 1.0 1.0 A25 Capital Improvement Project Coordinator 3.0 0.0 0.0 0.0 0.0 A25 Facilities Coordinator 1.0 1.0 1.0 1.0 1.0 A20 Facilities Supervisor 1.0 1.0 1.0 1.0 1.0 A19 HVAC Systems Technician 1.0 1.0 1.0 1.0 1.0 A17 Custodial Services Supervisor 2.0 2.0 2.0 2.0 2.0 A13 Facilities Technician 1 3.5 3.5 3.5 3.5 3.5 A07 Maintenance Custodian 5.0 5.0 5.0 7.0 7.0 A04 Lead Custodian 1.0 1.0 1.0 1.0 1.0 A01 Custodian 3.0 3.0 3.0 5.0 5.0 r Total Regular Staffing 21.5 18.5 18.5 22.5 22.5 Temporary Part Time 2.1 2.1 2.1 2.1 2.1 Intermittent Part Time 1.2 1.2 1.2 1.2 1.2 oft Total Facilities Division 24.8 21.8 21.8 25.8 25.8 Leased City Properties 110 A13 Facilities Technician 0.5 0.5 0.5 0.5 0.5 A01 Custodian 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 1.5 1.5 1.5 1.5 1.5 Total Leased City Properties 1.5 1.5 1.5 1.5 1.5 s: L Operating Budget-Community Services 3-131 Table 3-20. Community Services Position Listing(Sheet 2 of S) 2001 2002 2003 2003 2004 Actual Actual Budget Actual Budget Grade Title Capital Improvement Capital Improvement Project Coordinator A25 (Limited Term) 0.0 2.0 2.0 1.0 0.0 Total Regular Staffing 0.0 2.0 2.0 1.0 0.0 Total Capital Improvement 0.0 2.0 2.0 1.0 0.0 Total Regular Staffing 23.0 22.0 22.0 25.0 24.0 Temporary Part Time 2.1 2.1 2.1 2.1 2.1 Intermittent Part Time 1.2 1.2 1.2 1.2 1.2 Total Facilities Division 26.3 25.3 25.3 28.3 27.3 Parks Division Parks , M26 Park Maintenance Manager 1.0 1.0 1.0 1.0 1.0 A25 Capital Improvement Project Coordinator 0.0 2.0 2.0 2.0 2.0 A21 Park Maintenance Supervisor 2.0 2.0 2.0 1.0 1.0 A16 Lead Park Maintenance Worker 2.0 2.0 2.0 2.0 2.0 Al2 Park Maintenance Worker III 14.0 12.0 12.0 14.0 14.0 A08 Park Maintenance Worker II 1.0 1.0 1.0 2.0 2.0 A04 Park Maintenance Worker 1 1.0 3.0 3.0 1.0 1.0 Total Regular Staffing 21.0 23.0 23.0 23.0 23.0 Temporary Part Time 4.1 4.1 4.1 4.1 4.1 Intermittent Part Time 9.2 9.2 9.2 9.2 9.2 Total Parks 34.3 36.3 36.3 36.3 36.3 Golf Course Golf Course Administration M26 Golf Course Manager 1.0 1.0 1.0 1.0 1.0 A08 Golf Course Operations Specialist 1.0 1.0 1.0 1.0 1.0 A07 Maintenance Custodian 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 3.0 3.0 3.0 3.0 3.0 Intermittent Part Time 0.5 0.5 0.5 0.5 0.5 Total Golf Administration 3.5 3.5 3.5 3.5 3.5 Golf Course Maintenance M21 Golf Course Supervisor 1.0 1.0 1.0 1.0 1.0 A16 Lead Golf Course Maintenance Worker 1.0 1.0 1.0 1.0 1.0 All Grounds Equipment Mechanic 1.0 1.0 1.0 1.0 1.0 A08 Golf Course Maintenance Worker II 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 4.0 4.0 4.0 4.0 4.0 Temporary Part Time 2.2 2.2 2.2 2.2 2.2 Intermittent Part Time 2.2 2.2 2.2 2.2 2.2 Total Golf Maintenance 8.4 8.4 8.4 8.4 8.4 3-132 Operating Budget-Community Services to to Table 3-20. Community Services Position Listing(Sheet 3 of S) 2001 2002 2003 2003 2004 Actual Actual Budget Actual Budget Grade Title so Pro-Shop/Driving Range M20 Golf Professional 1.0 1.0 1.0 1.0 1.0 or N11 Assistant Golf Professional 1.0 1.0 1.0 1.0 1.0 A04 Pro Shop Assistant 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 3.0 3.0 3.0 3.0 3.0 Is Temporary Part Time 1.7 1.7 1.7 1.7 1.7 Intermittent Part Time 3.8 3.8 3.8 3.8 3.8 Total Pro-Shop/Driving Range 8.5 8.5 8.5 8.5 8.5 rr Total Regular Staffing 10.0 10.0 10.0 10.0 10.0 Total Temporary Part Time 3.9 3.9 3.9 3.9 3.9 Total Intermittent Part Time 6.5 6.5 6.5 6.5 6.5 Total Golf Course 20.4 20.4 20.4 20.4 20.4 Total Regular Staffing 31.0 33.0 33.0 33.0 33.0 Total Temporary Part Time 8.0 8.0 8.0 8.0 8.0 w Total Intermittent Part Time 15.7 15.7 15.7 15.7 15.7 Total Parks Division 54.7 56.7 56.7 56.7 56.7 r Recreation Division Recreation Services M25 Recreation Supervisor 1.0 1.0 1.0 1.0 1.0 1111111 A18 Recreation Program Coordinator 3.0 3.0 2.0 2.0 2.0 A14 Recreation Specialist II 3.0 3.0 3.0 4.0 4.0 A11 Recreation Specialist 1 1.0 1.0 1.0 0.0 0.0 0 Total Regular Staffing 8.0 8.0 7.0 7.0 7.0 Temporary Part Time 4.8 4.8 4.8 4.8 4.8 Intermittent Part Time 11.8 11.8 9.9 9.9 20.1 is Total Recreation Services 24.6 24.6 21.7 21.7 31.9 Community Center M25 Recreation Supervisor 1.0 1.0 1.0 1.0 1.0 lw M20 Community Center& Rec Coordinator 1.0 1.0 1.0 1.0 1.0 A18 Recreation Program Coordinator 1.0 1.0 2.0 2.0 2.0 A14 Recreational Specialist 11 1.0 1.0 1.0 1.0 1.0 Irr Al2 Desktop Publishing Operator 1.0 1.0 1.0 1.0 1.0 A08 Lead Office Assistant 1.0 1.0 1.0 1.0 1.0 A07 Maintenance Custodian 1.0 1.0 1.0 0.0 0.0 A05 Office Assistant III 1.0 1.0 1.0 1.0 1.0 A01 Custodian 2.0 2.0 2.0 0.0 0.0 Total Regular Staffing 10.0 10.0 11.0 8.0 8.0 Temporary Part Time 3.8 3.8 3.8 3.8 3.8 p, Intermittent Part Time 5.7 5.7 7.6 7.6 7.6 Total Community Center 19.5 19.5 22.4 19.4 19.4 i Operating Budget-Community Services 3-133 Table 3-20. Community Services Position Listing(Sheet 4 of S) 2001 2002 2003 2003 2004 Actual Actual Budget Actual Budget Grade Title Renton Senior Activity Center M20 Senior Services Coordinator 1.0 1.0 1.0 1.0 1.0 A14 Recreation Specialist II 1.0 1.0 1.0 1.0 1.0 A07 Maintenance Custodian 1.0 1.0 1.0 0.0 0.0 A07 Secretary II 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 4.0 4.0 4.0 3.0 3.0 Temporary Part Time 2.2 2.2 2.2 2.2 2.2 Intermittent Part Time 1.4 1.4 1.4 1.4 1.4 Total Senior Activity Center 7.6 7.6 7.6 6.6 6.6 Total Regular Staffing 22.0 22.0 22.0 18.0 18.0 Temporary Part Time 10.8 10.8 10.8 10.8 10.8 Intermittent Part Time 18.9 18.9 18.9 18.9 29.1 Total Recreation Division 51.7 51.7 51.7 47.7 57.9 Human Services Division Human Services M28 Human Services Manager 0.0 1.0 1.0 1.0 1.0 M26 Human Services Manager 1.0 0.0 0.0 0.0 0.0 A14 Court Advocate(LT) 1.0 0.0 0.0 0.0 0.0 A07 Secretary II 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 3.0 2.0 2.0 2.0 2.0 Intermittent Part Time 0.2 0.2 0.2 0.2 0.2 Total Human Services 3.2 2.2 2.2 2.2 2.2 Community Development Block Grants(CDBG) A18 Housing Assistant Specialist 1.0 1.0 1.0 1.0 1.0 A18 CDBG Specialist 0.0 0.0 1.0 1.0 1.0 A18 CDBG Specialist(LT) 1.0 1.0 0.0 0.0 0.0 A07 Housing Maintenance Worker 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 3.0 3.0 3.0 3.0 3.0 Total CDBG 3.0 3.0 3.0 3.0 3.0 Total Regular Staffing 6.0 5.0 5.0 5.0 5.0 Intermittent Part Time 0.2 0.2 0.2 0.2 0.2 Total Human Services Division 6.2 5.2 5.2 5.2 5.2 3-134 Operating Budget-Community Services Table 3-20. Community Services Position Listing(Sheet S of 5) 2001 2002 2003 2003 2004 Actual Actual Budget Actual Budget Grade Title Library Division Library Administration art M38 Library Director 0.0 1.0 1.0 1.0 1.0 M37 Library Director 1.0 0.0 0.0 0.0 0.0 M23 Assistant Library Director 1.0 1.0 1.0 1.0 1.0 lit, N12 Museum Supervisor 1.0 1.0 1.0 1.0 1.0 A07 Secretary II 1.0 1.0 1.0 1.0 1.0 Total Library Administration 4.0 4.0 .4.0 4.0 4.0 rr Library Services A17 Librarian 3.0 3.0 3.0 3.0 3.0 Al2 Library Supervisor 2.0 2.0 2.0 2.0 2.0 A07 Library Technical Assistant 1.0 1.0 1.0 1.0 1.0 A03 Library Assistant 1 5.0 5.0 5.0 5.0 5.0 Total Library Services 11.0 11.0 11.0 11.0 11.0 Total Regular Staffing 15.0 15.0 15.0 15.0 15.0 Temporary Part Time 1.6 1.6 1.6 1.6 1.6 Intermittent Part Time 6.9 6.9 6.9 6.9 6.9 Total Library Division 23.5 23.5 23.5 23.5 23.5 Total Department Regular Staffing 107.0 106.0 106.0 105.0 104.0 Total Temporary Part Time 22.5 22.5 22.5 22.5 22.5 Total Intermittent Part Time 43.1 43.1 43.1 43.1 53.3 Total Community Services Department 172.6 171.6 171.6 170.6 179.8 �s r� Operating Budget-Community Services 3-135 This page is intentionally left blank 3-136 Operating Budget-Community Services 2004 Planning, Building, and Public Works a r. ,S rtPr � z, e ; r � < City of Renton,Washington BUDGET i Administrator Gregg Zimmerman 1 Administrative Support 3.1 Development Maintenance Transportation Utility Services Services Systems Systems 40.7 67.3 39.3 26.7 ' Development Street/ Operations Water Planning Solid Waste PW Inspections Waste Water/ Design Surface Water and Permits Surface Water Building Water Planning Waste Water/ Inspections and Technical Permits Services Fleet Airport Solid Waste Note: This department has 178.1 total full-time equivalent employees. Planning/Building/Public Works Department Organization J "utin#1 jc3 r ,,9 ub& We4b In this section you will find the Planning/Building/Public Works Department Mission Statement with a summary list of core services provided by division. Following the core services list, we include the mission statements of each division, along with lists of their outcomes, accomplishments for the year 2003 and action plans for 2004. Mission Statement The Planning/Building/Public Works Department manages and maintains Renton's utility and transportation systems and conducts land use permitting and code compliance services in a skillful, professional, and caring manner so as to improve the lives of our residents and business customers. Division Core Services Administration- Provide management and direction. Aw • Prepare department budget • Prepare piped utility rates • Prepare annual department Work Plans and Hit & Miss reports • Provide regional influence • Provide leadership and direction • Provide political liaison Development Services- Create and maintain a safe and pleasant physical environment. • Providing public information; and • Providing permit plan intake services; and �rrr • Providing plan review services; and • Issuing permits and collecting associated fees; and • Providing inspection services. Operating Budget-Planning/Building/Public Works 3-137 Maintenance Services- Operate and maintain the City's infrastructure. • Division administration • Street maintenance • Water maintenance • Wastewater(sewer/storm) maintenance • Fleet maintenance • Solid waste maintenance Transportation Systems-Plan, design, construct, operate, and maintain a trans- portation system. • Administration Services • Transportation Planning and Programming ' • Traffic Operations and Maintenance • Design and construction management • Airport Operations and Maintenance • Bridge inspection and Maintenance Utility Systems- Ensure the public health and safety of the water, wastewater, surface water, and solid waste systems. • Utility engineering, planning, and plan review • Capital improvement program implementation • Garbage collection management • Data and database management, and GIS • Property management • Regulatory compliance and monitoring • Environmental education • Regional representation and coordination An overview of the Planning/Building/Public Works Department expenditures is shown in Figure 3-9, followed by expenditures by division and category. od 3-138 Operating Budget-Planning/Building/Public Works 11r Figure 3-9. Planning/Building/Public Works Overview Expenditure Comparison $60,000,000.00 $48,000,000.00 $36,000,000.00 ; $24,000,000.00 $12,000,000.00 $0.00 1996 1997 1998 1999 2000 2001 2002 2003 2004 budget 6 Expenditure Budget by Division-Planning/Building/Public Works 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 1110 Administration 286,099 297,909 349,800 320,390 363,100 3.8% Development Services 2,820,630 2,896,697 3,167,000 2,950,749 3,231,500 2.0% Maintenance Services 16,110,775 17,597,323 18,575,394 16,432,344 17,549,600 -5.5% Transportation Systems 3,867,372 3,852,459 4,252,300 3,998,471 4,315,800 1.5% Utility Systems 23,806,483 21,641,946 24,228,152 23,082,146 20,042,300 -17.3% Operating Total 46,891,359 46,286,334 50,572,646 46,784,100 45,502,300 -10.0% Airport CIP 831,930 933,310 4,391,925 3,302,294 25,000 -99.4% Total 47,723,289 47,219,644 54,964,571 50,086,394 45,527,300 -17.2% is Expenditure Budget by Category-Planning/Building/Public Works W 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 8,265,518 8,634,431 9,388,300 9,027,425 9,723,600 3.6% Part-Time Salaries 268,190 298,938 423,500 297,967 389,200 -8.1% Overtime 168,266 192,615 196,000 206,169 203,000 3.6% Personnel Benefits 2,185,062 2,233,240 2,546,500 2,407,362 2,729,900 7.2% Supplies 1,430,976 1,661,486 1,888,100 1,714,278 1,856,500 -1.7% Other Services and Charges 18,206,765 18,693,637 19,873,900 17,645,214 19,058,600 -4.1% 1 Intergovernmental Services 2,911,406 4,412,009 2,923,200 3,012,175 3,055,700 4.5% Capital Outlay 1,190,854 1,191,313 1,210,100 690,243 671,000 -44.6% Debt Service 3,696,624 5,889,095 6,841,152 6,704,653 3,276,100 -52.1% Interfund Payments 8,567,698 3,079,570 5,281,894 5,078,614 4,538,700 -14.1% Operating Total 46,891,359 46,286,334 50,572,646 46,784,100 45,502,300 -9.4% Airport CIP 831,930 933,310 4,391,925 3,302,294 25,000 -99.4% Total 47,723,289 47,219,644 54,964,571 50,086,394 45,527,300 -17.2% ' Operating Budget-Planning/Building/Public Works 3-139 Major Department Changes for 2004 Major department changes are given below, followed by staffing levels. Personnel Costs: Salaries ($420,600-All Divisions) ' Departmental salary increases include a 3% cost of living, and 1.1% for step increases, longevity, and reclassifications. Benefits ($183,400- All Divisions) Departmental increases include 10%medical, 12% dental, and the ' new state rates for industrial insurance. Supplies and Other Services and Charges: ' Electricity/Pumping ($27,700- Maintenance,Transportation Systems) Puget Sound Energy has proposed a four percent rate increase for , electricity in 2004. Solid Waste Contractor (-$471,300 - Utility Systems) This year an updated version of the Solid Waste Rate Model was used to calculate and balance costs and revenues for a two year period. Projections for the 2004 budget to cover contract payments resulted in a true up for contractor payments. The total cost of the contract is projected to be $6,860,000 which includes an increase for 80% of the CPI. Equipment Rental Fees (-$238,900 - Maintenance, Transportation, Airport, Equipment Rental) Total funding in the Equipment Rental Fund to cover equipment replacement ' and maintenance charges for all City fleet vehicles will decrease by 14.5 percent. This change is due to a reduction in the number of vehicles that need to be replaced, and lower maintenance costs. Monthly premiums from departments to reimburse the Equipment Rental Fund may differ since department costs are calculated based on assigned vehicles and there associated replacement and maintenance schedules. Sidewalk Maintenance in the Downtown Core - 2003 Funding Item (-$140,000) - Street Maintenance A program was developed to address sidewalks in the downtown area, Repairs in the amount of$140,000 were identified. This was a one time program with repairs beinga completed in 2003. 3-140 Operating Budget-Planning/Building/Public Works ' Intergovernmental Services: Taxes ($132,500 - Utility Systems) Taxes paid on gross receipts for water, sewer, and wastewater treatment increase based on calculated usage. r. CAPITAL OUTLAY Machinery and Equipment (-$521,100- Equipment Rental) Maintenance records were reviewed for all vehicles scheduled for replacement in 2004. If maintenance was low the equipment was removed from the replacement list resulting in a need to purchase fewer vehicles in 2004. Debt Service Revenue Bond Debt Service (-$402,000) In 2003 there was a refunding of 1993 and 1994 bonds. This refunding resulted in reduced debt service payments in 2004. Public Works Trust Fund (-$106,200 - Utility Systems) Outstanding debt obligation was changed based on the debt schedule. No new trust funds have been added in 2004. Bond Reserve Fund - 2003 Funding Item -2003 Funding item (-$2,606,852) A Bond Reserve Fund was created in order to track arbitrage and insure bond reserves equal amount designated in bond covenants. The reserve amount located in Fund 451 (Waterworks Revenue Bond Fund) was transferred to Fund 461 (Waterworks Bond Reserve). This was a one time funding item for 2003. Bond Closing- 2003 Funding Item (-$450,000) In 2003 the City refunded 1998 and 1999 Waterworks Revenue Bonds. The City was required to transfer funds to an Escrow account for bond closing. This was a one time funding item for 2003. Interfund Services: Indirect Cost of Service $81 600 - Utility S Service ($81,600 Y stem Y s) Cost of Service to the General Fund increased by 3%. Transfer to Capital Improvement Fund (-$219,000 - Utility Systems) The transfer to the Capital Improvement Fund (Fund 42 1) was changed by - $219,000. The transfer fluctuates each year based on available funds in the enterprise operating budget. The total transfer for 2004 is $1,731,100. Operating Budget-Planning/Building/Public Works 3-141 Transfer to the Insurance Fund- 2003 Funding Item (-$359,494) A transfer to the Insurance Fund(Fund 502) was made in 2003 to address unanticipated liability costs in the Insurance Fund. This was a one time transfer in 2003. Capital Improvement Projects: Airport CIP projects (-$760,000) No major projects are scheduled to begin in 2004 at the Airport. Other Operating Changes Department Net Changes (-$390,700 -All divisions) Department net changes are a result of management efforts to examine department core services and line item true-ups based on prior years. Changes include-$112,600 in salaries due to retirements,replacements, and changes in part time,-$31,600 supplies. An internal fund transfer of -$246,500 was eliminated from revenue and expenditures for a net effect of$0 in Fund 401. Staffing Levels by Division -Planning/Building/Public Works 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Administration 4.1 4.1 4.1 4.1 4.1 0.00% Development Services 40.7 40.7 40.7 40.7 40.7 0.00% Transportation Systems 39.8 39.8 39.3 39.3 39.3 0.00% Utility Systems 25.3 26.7 26.7 26.7 26.7 0.00% Maintenance Services 66.3 66.3 67.3 67.3 67.3 0.00% Total Planning/Building/Public Works 176.2 177.6 178.1 178.1 178.1 0.00% Divisions by Fund Number The Planning/Building/Public Works Department includes the operations of the following divisions: 000 General Fund Administration Technical Services Development Services 103 Street Fund Transportation Systems Street Maintenance Services 401 Waterworks Utility Systems - Water, Sewer, Surface Water Utility Fund Utility Maintenance, Water, Sewer, Surface Water ' 402 Airport Fund Airport 403 Solid Waste Fund Solid Waste Systems Solid Waste Maintenance Services 451 Waterworks Bond Fund 501 Equipment Rental Fund Equipment Rental Services 3-142 Operating Budget-Planning/Building/Public Works r Administration Following the mission statement and lists of outcomes we include charts for Administration division expenditures, 2004 funding decisions, and staffing levels. Mission Statement Provide leadership,resources, and regional influence to enable the Department to meet its responsibilities in a manner that is responsible to the needs of our customers and consistent with the City Business Plan goals Outcomes • Acquire sufficient funding to perform duties at accepted service levels. • Establish sufficient revenue stream to manage piped utilities at established service levels. 0 Low utility rates for customers. • Implement City Business Plan goals. • Establish Department service and activity goals. • Establish progress tracking/reporting system. • Incorporate City of Renton perspectives and needs into regional policy decisions. • • Department staff follow policy directions. • Department staff understand policy objectives. �. • Policy makers supportive of Department activities. 2003 Accomplishments • Managed and directed the efforts of four divisions of Planning/Building/ Public Works: Development Services, Maintenance Services, ' Transportation Systems, and Utility Systems to achieve the goals of the City. • Ensured that the City's transportation and utilities infrastructure was maintained and necessary improvements achieved. • Provided communication on public works matters to citizens and the media, and represented the City on various regional planning bonds and committees. • Continued to keep water rates at 1996 levels and deliver quality drinking water and efficient sewers. Operating Budget-Planning/Building/Public Warks 3-143 2004 Action Plan • Improve existing utilities infrastructure and build necessary facilities to maintain the quality of water, sewer, and storm services and accommodate economic development. • Improve traffic flow through the City and ease congestion in city streets by implementing improvements in the transportation infrastructure and A introducing transit alternatives. • Provide efficient processing of permits and land use approvals for construction activities. • Operate and maintain the public works infrastructure in an efficient and effective manner. • Increase water and sewer rates by 3 percent. 1 i 3-144 Operating Budget-Planning/Building/Public Works n. Expenditure Budget by Category-Administration 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 233,890 248,854 278,900 268,623 290,300 4.1% Part-Time Salaries 1,071 1,800 2,200 0 2,300 4.5% to Overtime 0 0 1,300 0 1,400 7.7% Personnel Benefits 46,728 43,351 57,100 46,086 60,800 6.5% Supplies 2,443 1,864 4,100 1,149 3,100 -24.4% JIM Other Services and Charges 1,967 2,040 6,200 4,532 5,200 -16.1% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 0 0 0 0 0 N/A IN Debt Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A Operating Total 286,099 297,909 349,800 320,390 363,100 3.8% CIP 0 0 0 0 0 N/A Vw Total 286,099 297,909 349,800 320,390 363,100 3.8% ar Funding Decisions-Administration M 2003 Adjusted Budget $349,800 2004 Budget Changes Salaries 11,600 Benefits 3,700 Equipment Rental -2,000 Total 2004 Budget $363,100 Staffing Levels (Full-Time Equivalent Employees-FTE) -Administration 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 4.0 4.0 4.0 4.0 4.0 0.0% Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part-Time 0.1 0.1 0.1 0.1 0.1 0.0% Total FTE 4.1 4.1 4.1 4.1 4.1 0.0% Operating Budget-Planning/Building/Public Works 3-145 Development Services Division Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Development Services division expenditures, 2004 funding decisions, and staffing Mission Statement Create and maintain a safe and pleasant physical environment by ensuring compliance with codes and land use regulations and assisting the public and the development community through the regulatory process in a polite, professional, helpful manner. Outcomes • 80% or more of the completed customer survey cards for the public information staff are rated good or better. • 95% or more of new single-family permit applications are reviewed within two weeks. • 90 % of new commercial or industrial permit applications are reviewed within 5 weeks. • 90% or more of inspection requests are responded to within 24 hours. • Average code compliance resolution will be within 15 days. • 65% or more of the code compliance requests will be resolved through voluntary compliance. • 90% or more of pre-application requests are completed within 3 weeks. • 90% or more of administrative decisions are issued within 6 weeks of complete application. • 90% or more of Hearing Examiner decisions will be completed with 12 weeks of complete application. 75% or more will be completed within 10 weeks. • 95% or more of the required testing of public works improvements are completed and verified prior to acceptance of the project. 2003 Accomplishments • All pre-application requests were completed within 3 weeks, 97.2% of new single-family permit applications were reviewed in 2 weeks and all new commercial permit applications were reviewed within 5 weeks. • 97.5% or more of inspection requests were responded to within 24 hours. • Code compliance resolution was within 11.3 days and 64%of the code compliance requests were resolved through voluntary compliance. • 90% of administrative decisions were issued within 6 weeks of complete application. • 96% of Hearing Examiner decisions were completed within 12 weeks of complete application. 60% were completed within 10 weeks. 3-146 Operating Budget-Planning/Building/Public Works r r. 2004 Action Plan • 90% or more of pre-application requests are completed within 3 weeks. • 95% of new single-family permit applications are reviewed within 2 weeks. • 90% of new commercial permit applications are reviewed within 5 weeks. * 90% or more of inspection requests are responded to within 24 hours. • Average code compliance resolution will be within 15 days and 65% or more of code compliance requests will be resolved through voluntary compliance. • 90% or more of administrative decisions are issued within 6 weeks of complete application. • 90% or more of Hearing Examiner decisions will be completed with 12 weeks of complete application. 75% or more will be completed within 10 weeks. it Operating Budget-Planning/Building/Public Works 3-147 Expenditure Budget by Category-Development Services 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 2,022,624 2,079,704 . 2,230,700 2,156,275 2,322,100 4.1% Part-Time Salaries 41,858 56,247 79,500 42,797 31,900 -59.8% Overtime 38,504 24,513 25,600 23,412 26,700 4.3% Personnel Benefits 511,789 502,576 547,800 529,430 590,700 7.8% Supplies 23,002 21,777 25,400 14,884 25,400 0.0% Other Services and Charges 182,853 211,880 258,000 183,951 234,700 -9.0% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 0 0 0 0 0 N/A Dept Service 0 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 N/A , Operating Total 2,820,630 2,896,697 3,167,000 2,950,749 3,231,500 2.0% CIP 0 0 0 0 N/A Total 2,820,630 2,896,697 3,167,000 2,950,749 3,231,500 2.0% Funding Decisions-Development Services 2003 Adjusted Budget $3,167,000 2004 Budget Changes Salaries 91,400 Part time salaries -47,600 Overtime 1,100 Benefits 42,900 Repairs and Professional Services -24,500 Equipment Rental 1,200 2004 Budget $3,231,500 Staffing Levels (Full-Time Equivalent Employees-FTE) -Development Services 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 38.7 38.7 38.7 38.7 38.7 0.0% _ Temporary Part-Time 1.1 1.1 1.1 1.1 1.1 N/A Intermittent Part-Time 0.9 0.9 0.9 0.9 0.9 0.0% Total FTE 40.7 40.7 40.7 40.7 40.7 0.0% 3-148 Operating Budget-Planning/Building/Public Works Maintenance Services Division Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Maintenance Services division 0 expenditures, 2004 funding decisions, and staffing Mission Statement Support the operating sections of the Public Works Maintenance Division: • Provide planning, budgeting, goal setting, and management • Provide purchasing and inventory support • Establish effective liaison and project coordination s" • Perforin administrative, customer service contact, and record systems management Aw Outcomes • 85 percent of the citizens contacting the division rate our service as Aw satisfactory. • A street Overall Condition Index (OCI)rating of 80 is maintained. • High-quality water is provided in sufficient quantity. Ir • Surface water flooding and sewer overflows are minimized. ,r. • Ensure safe, available, and reliable vehicles and equipment. • Within the resource provided, keep Renton's right-of-way clean. ,., 2003 Accomplishments Street Maintenance r • The necessary tool, equipment and materials were available 85% of the time, purchasing and inventory records received a satisfactory audit rating, the overall division program performance index increased at a rate of 2%, the cost efficiency index increased at a rate of I%, a street overall condition index rating (OCI) of 80 was maintained resulting in a lower number of paid claims. Wastewater Maintenance • The cost of pipe system and lift station preventative maintenance was within 5% of the previous three-year average, the number of emergency call outs was within 5%per capita, city risk was minimized by maintaining the number of paid claims at five per year, at 34" of rain annually. i Operating Budget-Planning/Building/Public Works 3-149 1 Water Maintenance • Water quality met or exceeded Federal and State regulatory requirements, restored water service within 4 hours during emergency shut downs 98% of the time, drop-in meters were installed within 5 working days from the customer request 98% of the time and new water service meters were installed within three weeks from the customer request 98% of the time, and responded to customer requests for service on water leaks within 3 working days 98% of the time. Equipment Rental j • City vehicles and motorized equipment"uptime"was 90%, unscheduled repairs were reduced by 10%, and maintenance cost was maintained at 2.5%below local contracted fleet services. 2004 Action Plan Street Maintenance • 85 percent of the citizens contacting the division rate our service as satisfactory, maintain a street Overall Condition Index (OCI) rating of 80 and keep Renton's right-of-way clean. Water Maintenance • High-quality water is provided in sufficient quantity Wastewater Maintenance. • Surface water flooding and sewer overflows are minimized. Fleet Maintenance • Ensure safe, available, and reliable vehicles'and equipment. 3-150 Operating Budget-Planning/Building/Public Works aw Expenditure Budget by Category-Maintenance Services 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 2,724,789 2,859,784 3,168,200 2,962,326 3,261,400 2.9% .. Part-Time Salaries 73,691 60,679 113,100 70,748 110,800 -2.0% an Overtime 88,713 119,203 127,800 122,833 126,000 -1.4% Personnel Benefits 815,388 841,546 982,600 921,291 1,055,300 7.4% Supplies 1,197,830 1,427,327 1,620,600 1,487,396 1,619,000 -0.1% Other Services and Charges 9,173,695 10,089,768 10,336,200 9,279,186 10,028,900 -3.0% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 1,091,321 1,187,617 1,192,100 609,584 671,000 -43.7% Debt Service 0 0 0 0 0 N/A Interfund Payments 945,398 1,011,399 1,034,794 978,980 677,200 -34.6% Operating Total 16,110,825 17,597,323 18,575,394 16,432,344 17,549,600 -3.7% Aw CIP 0 0 0 0 0 N/A Total 16,110,825 17,597,323 18,575,394 16,432,344 17,549,600 -5.5% Il1r Funding Decisions-Maintenance Services 2003 Adjusted Budget $18,575,394 2004 Budget Changes Salaries 129,800 Salaries-retirements -36,600 Part time Salaries -2,300 Overtime -1,800 Benefits 72,700 so Supplies -1,600 Other Services and Charges Dump Fees -11,700 Metro Service Charge-pass through 82,000 Equipment Rental -215,600 Indirect cost to General Fund-3%increase 17,200 Pilot Project Sidewalk Repair-2003 Funding Item -140,000 Capital Outlay- Reduced purchase of fleet vehicles -521,100 Interfund payment to Insurance Fund-2003 Funding Item -359,494 All other -37,300 Total 2004 Budget $17,549,600 Staffing Levels (Full-Time Equivalent Employees-FTE) -Maintenance Services ' 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 61.0 61.0 62.0 62.0 62.0 0.0% Temporary Part-Time 1.6 1.6 1.6 1.6 1.6 N/A Intermittent Part-Time 3.7 3.7 3.7 3.7 3.7 0.0% Total FTE 66.3 66.3 67.3 67.3 67.3 0.0% Operating Budget-Planning/Building/Public Works 3-151 rt Transportation Systems Division rf Following the mission statement and lists of outcomes, accomplishments, and action plans, we include charts for Transportation Systems division expenditures, 2004 funding decisions, and staffing Mission Statement To plan,design, construct, operate and maintain the City's transportation system to assure the public health and safety of the general public in a skillful, professional, and caring manner so as to enhance the lives of our residents and business customers. The Division aggressively pursues mobility improvements that benefit Renton and the region consistent with the Six-Year Business Plan. Outcomes • Provide leadership and administrative support • Plan and pursue funding for future multi-modal needs • Operate and Maintain a safe transportation system • Construct new transportation infrastructure • Manage, operate, and maintain the airport to provide a safe, fully leased facility that is compatible with City policy • Maintain safe structures 2003 Accomplishments Design • Completed final design plans for the SRI 69 project, design and construction of S. Grady Way concrete approach project, construction of railroad crossings at Lake Washington Boulevard and Southport, design and construction of Logan Avenue bridge project, and first year monitoring of Oakesdale Ph II, and associated wetlands Operations and Maintenance • Completed 7,917 work orders from internal and external customers, implementation of new central advanced traffic management system, design of new traffic signal located at SW7th and Lind, upgrade of traffic signal emergency pre-empt hardware, and first phase of monitor upgrade project Planning and Programming • Completed Citywide Walkway Study,NE 3rd/4th Corridor Study, 2030 Traffic forecasting and the 6 year TIP. Secured the third Renton Sound Transit bus route to be implemented in Sept. 2003. Secured $2.2 million of grant funding. Assisted in the examination of Boeing EIS studies. 3-152 Operating Budget-Planning/Building/Public Works Airport • Completed phase I and II of the Airport Security Gate and Fencing Project, updated the Airport Rules and Regulations and Minimum Standards, completed a substantial portion of the 2003 Paving, Lighting and Signage Project for the eastside taxiways, initiated a vehicle drivers training program and distributed security access cards. 2004 Action Plan Design • Complete construction of traffic signal at NE 4th and Hoquiam, the design of Duvall Avenue, 30% design of Strander Boulevard, design of arterials for Boeing Redevelopment Project, design and construct Downtown Curb Ramps Project and design and construct priority walkways. Operations and Maintenance • Upgrade five critical traffic signalized'Intersections to improve efficiency and reduce electricity costs and traffic signal fail-safe hardware, complete assigned work orders (9,000 estimate) and integration of new traffic } control system with King County transit priority schedule. Planning and Programming • Complete the Rainier Avenue Corridor Study and participate in regional discussions on Regional and Statewide transportation funding packages, pursue funding for SR169, SW27th/Strander,NE 3rd/4th Corridor, Rainier Avenue, and other capital projects, and complete Renton Rush Study. Airport • Maintain increased security measures, lease out vacant parcels, no reports of foreign object damage and install public utilities on Apron C. Operating Budget-Planning/Building/Public Works 3-153 Expenditure Budget by Category- Transportation Systems 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 1,800,367 1,883,005 2,053,000 2,004,403 2,124,300 3.5% Part-Time Salaries 116,272 132,898 154,200 139,994 167,800 8.8% Overtime 40,474 47,813 32,100 59,200 39,300 22.4% Personnel Benefits 449,403 483,858 543,500 528,697 578,400 6.4% Supplies 176,199 178,573 186,800 171,164 167,800 -10.2% Other Services and Charges 1,123,970 1,082,141 1,219,000 966,778 1,191,100 -2.3% Intergovernmental Services 100,000 0 0 0 0 N/A Capital Outlay 17,407 0 18,000 80,000 0 -100.0% Debt Service 0 0 0 0 N/A Interfund Payments 43,280 44,171 45,700 48,237 47,100 3.1% Operating Total 3,867,372 3,852,459 4,252,300 3,998,473 4,315,800 1.5% CIP-Airport 831,930 933,310 4,391,925 3,302,294 25,000 -99.4% Total 4,699,302 4,785,769 8,644,225 7,300,767 4,340,800 -49.8% Funding Decisions- Transportation Systems 2003 Adjusted Budget $8,644,225 2004 Budget Changes Salaries 97,300 Salaries, retirements and part time -26,000 Part Time Salaries-Airport 13,600 Overtime 7,200 Benefits 34,900 Sign and signal supplies -19,000 Electricity-4$%increase 26,100 Equipment Rental -22,900 Airport Capital Equipment -18,000 Airport CIP -4,366,925 All other -29,700 Total 2004 Budget $4,340,800 Staffing Levels(Full-Time Equivalent Employees-FTE) - Transportation Systems 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 33.0 34.0 33.0 33.0 33.0 0.0% Temporary Part-Time 1.5 1.5 1.5 1.5 1.5 N/A Intermittent Part-Time 5.3 4.3 4.8 4.8 4.8 0.0% Total FTE 39.8 39.8 39.3 39.3 39.3 0.0% rr 3-154 Operating Budget-Planning/Building/Public Works au l Utility Systems Division Following the mission statement and lists of outcomes, accomplishments, and action plans,we include charts for Utility Systems division expenditures,2004 funding decisions, and staffing. Mission Statement Manage the planning, engineering, construction,and database functions for the City's solid waste, water, wastewater, surface water and mapping systems in a manner that ensures public health and safety, meets all regulatory requirements, protects environmental resources, is financially sound, and supports the City's Business Plan Goals. Outcome • High quality, lasting infrastructure and maintain standards. • Reduce maintenance costs. 1 • Cleaner city and efficient, affordable waste collection and disposal. • Efficient storage, retrieval, and dissemination of information. • Consistent legal description and survey information available. • Maintain compliance with regulations—no compliance orders or fines. • Utility interests well-represented at regional level. • Improve water quality and maintain environmental aesthetics. 2003 Accomplishments Water Utility Engineering • Completed the design and construction of planned Capital Improvement Program projects including: Disinfection Contact Pipeline in Liberty Parks, Seismic Upgrade to Rolling Hills and Highlands Elevation, Rehabilitation of North Talbot Pump Station, Design of Maplewood Water Treatment Facility, Water Main Replacement in East Kennydale, Water System Vulnerability Assessment. Implemented the City's aquifer protection, water conservation education and cross connection programs. Surface Water Utility Engineering • Completed the design and construction of planned Surface Water Utility Capital Improvement Program projects including: SW 7th Street Storm System Improvement Project(Phase I Morris Ave. to Burnett Avenue South), NE 10th Street and Anacortes Ave NE Detention Pond and Storm System Improvement Project, May Creek Basin Plan Implementation Project, Habitat Enhancement Projects, Cedar River Section 205 Flood 1 Hazard Reduction Project-Landsburg Gravel Supplementation Mitigation Project. Conducted the annual Talbot Hill area Mosquito Abatement Program. Updated the Storm System Inventory books and published a new edition. Operating Budget-Planning/Building/Public Works 3-155 Wastewater Utility Engineering • Completed planned Capital Improvement Program projects including: Design of East Kennydale Sewer Infill Phase I, Design and Construction of Thunder Hills Sewer Access Road Improvements, Design of East Valley Lift Station Replacement,Design,permitting and construction for Kennydale Lakefront Sewer Rehabilitation. Completed flow monitoring of City sewer system in conjunction with King County. Technical Services • CAD Standards are current and available to all users, including a specially designed help library and current survey control network is up to date and available to all users. Solid Waste • Increased residential knowledge of natural lawn care, including integrated pest management strategies through 10 workshops targeted at homeowners, diverted over 51%of recyclable residential waste and 17%of recyclable multifamily waste from the landfill,provided 35.Household Hazardous Waste Reduction workshops to elementary school children and provided backyard yard waste composting training and bins to over 175 residents. 2004 Action Plan Water Utility Engineering • Complete the following planned Capital Improvement Program projects: Maplewood Water Treatment Facility, Water Main Replacement Projects, Water System Plan and Emergency Response Plan Update, and Water Quality Monitoring and Investigation, maintain"Green Permit" status by: performing water quality monitoring, testing, reporting to meet the Department of Health's schedule. Continue implementation of aquifer protection, water conservation and cross-connection control programs. Surface Water Utility Engineering • Complete the following planned Capital Improvement Program projects: SW 7th Street Storm System Improvement Project Phase Il, (Lind Avenue SW to Burnett Avenue South), Springbrook Creek FEMA Floodplain Map Update, the Cedar River Spawning Channel Replacement Project, and conduct the annual Landsburg Gravel Supplementation project and other monitoring that are required for the Cedar River Section 205 Flood Hazard Reduction Project. Wastewater Utility Engineering t • Complete the following planned Capital Improvement Program projects: East Kennydale Sewer Infill Phase II, East Valley Lift Station Replacement and the Earlington Sewer Rehabilitation Phase I, Sunset Sewer Interceptor Phase 11. 3-156 Operating Budget-Planning/Building/Public Works ry Technical Services • Maintain databases and CAD software, update the survey control network, provide timely reviews of legal descriptions and development applications, fr and process property acquisitions. Solid Waste Utility �► • Complete and distribute the Renton Guide to Solid Waste Service to all residential customers r i 1 1 Operating Budget-Planning/Building/Public Works 3-157 Expenditure Budget by Category- Utility Systems 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular Salaries 1,483,848 1,563,084 1,657,500 1,635,798 1,725,500 4.1% Part-Time Salaries 35,298 47,314 74,500 44,428 76,400 2.6% Overtime 575 1,086 9,200 724 9,600 4.3% Personnel Benefits 361,804 361,909 415,500 381,858 444,700 7.0% Supplies 31,502 31,945 51,200 39,685 41,200 -19.5% Other Services and Charges 7,724,280 7,307,808 8,054,500 7,210,769 7,598,700 -5.7% Intergovernmental Services 2,811,406 4,412,009 2,923,200 3,012,175 3,055,700 4.5% Capital Outlay ' 82,126 3,696 0 659 0 N/A Debt Service 3,696,624 5,889,095 6,841,152 6,704,653 3,276,100 -42.1% Interfund Payments 7,579,020 2,024,000 4,201,400 4,051,397 3,814,400 -9.2% Operating Total 23,806,483 21,641,946 24,228,152 23,082,146 20,042,300 -17.3% CIP 0 0 0 0 0 N/A Total 23,806,483 21,641,946 24,228,152 23,082,146 20,042,300 -17.3% Funding Decisions- Utility Systems 2003 Adjusted Budget $24,228,152 2004 Budget Changes Salaries 70,300 Benefits 29,200 Equipment Rental 4,600 Solid Waste Contract-based on rate model -471,300 Taxes on Utility gross receipts 132,500 Indirect cost of service to General Fund-3%increase 81,600 Debt Service- refunded bonds and trust funds -508,200 Transfer to Bond Reserve-2003 Funding Item -2,606,852 Additional debt service-2003 Funding Item -450,000 Transfer to Capital Fund -219,000 Internal fund transfer- revenue&expenditures -246,500 All other -2,200 Total 2004 Budget $20,042,300 Staffing Levels (Full-Time Equivalent Employees-FTE) - Utility Systems 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Regular 24.8 25.8 25.8 25.8 25.8 0.0% Temporary Part-Time 0 0 0 0 0 N/A Intermittent Part-Time 0.5 0.9 0.9 0.9 0.9 0.0% Total HE 25.3 26.7 26.7 26.7 26.7 0.0% 3-158 Operating Budget-Planning/Building/Public Works Mr Table 3-21. Planning, Building and Public Works Department Performance and Workload Indicators (Sheet I of 2) 2001 2002 2003 2003 2004 r Actual Actual Forecast Actual Forecast Development Services Building Permit Valuation $187,148,515 $185,463,800 $180,000,000$179,000,000$150,000,000 Building Permit Revenue $2,216,606 $2,582,800 $2,400,000 $2,013,500 $2,000,000 Building Permits Processed 4,756 5,076 4,000 5,365 4,000 Land Use Applications Processed 174 149 150 125 150 Public Works Permits Processed 668 450 480 1,324 1,000 Water Meter Applications 520 320 270 485 300 Transportation Systems rr Complete Construction of 80%TIP Projects 9 7 6 6 5 Complete Design of 80%TIP Projects 10 4 4 5 7 Complete Planning of 80%TIP Projects(New) 0 7 5 5 5 Respond to Customer Service Requests 1,911 1,821 2,003 1,875 1,931 Respond to Work Order Requests 7,861 7,472 8,219 7,917 8,154 CTR Program 80%Designed/Implemented 29/96% 27/100% 29/100% 24/100% 24/100% Utility Systems Water Utility 1r CIP Projects constructed 7 7 6 4 5 Design of CIP Completed, Number 6 6 4 3 6 Outside Funding for CIP Projects,% 0% 18% 7% 0% 36% Wastewater Utility CIP Projects constructed 5 4 6 2 4 Design of CIP Completed, Number 2 3 7 2 5 Outside Funding for CIP Projects,% 0% 0% 0% 0% 0% Surface Water Utility CIP Projects constructed 6 6 6 6 5 Design of CIP Completed, Number 8 7 8 6 8 Outside Funding for CIP Projects,% 0% 1.50% 0.50% 0% 0% Responded to Customer Service Requests 60 65 70 68 70 Awarded Discount on Flood Insurance Rates,% 15% 15% 15% 15% 15% Solid Waste Utility Special Collection Events,Total Tons 2/156 2/234 2/100 2/253 2/250 Household Hazardous Waste Workshops, Number 26 0 20 35 20 ' Residential Diversion,% 55% 53% 55% 51% 55% Multifamily Diversion,% 20% 16% 16% 17% 16% Solid Waste, Garbage Total Tons 46,177 42,372 43,000 42,404 43,800 Operating Budget-Planning/Building/Public Works 3-159 Table 3-21. Planning, Building and Public Works Department Performance and Workload Indicators (Sheet 2 of 2) 2001 2002 2003 2003 2004 Actual Actual Forecast Actual Forecast 4d Maintenance Services Street Maintenance Street Asphalt Repair,sq.ft. 163,691 221,523 250,000 283,286 250,000 Utility Cut Patching,sq.ft. 51,335 57,793 68,300 71,653 50,000 Cracked Sealed City Streets, lineal ft. 79,666 138,676 92,100 11,180 50,000 Streetside Vegetation Mowing, Swath Miles 563 536 550 687 500 Snow/Ice Control, Lane Miles 538 519 500 17 500 Sidewalk Repairs, Labor Days 285 234 332 91 100 Surface Water Maintenance Clean Storm Lines, Lineal Feet 51,836 77,099 91,000 73,121 80,000 Refurbish Catch Basins 69 39 55 74 50 Clean Catch Basins 1,305 1,510 1,350 1,693 1,500 TV Inspections, Feet 1,081 7,338 1,500 2,980 1,500 Backup Reduction, Catch Basins 6,730 11,908 6,500 8,947 7,000 Water Maintenance Conduct Leak Detection on Water Mains/Lineal Feet 41,341 7,896 14,000 10,187 10,000 Test City Water for High Quality, Samples 406 404 1,200 706 1,000 Inspect/Operate Hydrants 5,976 5,999 5,900 5,883 5,000 Meter Reading, Routes 423 587 480 556 500 New Main Connections,Tie-in 63 110 65 167 100 Wastewater Maintenance(Sewer) Clean Sewer Line, Lineal Feet 136,766 193,145 140,500 183,296 15,000 TV Inspect, Lineal Feet 57,718 56,558 28,000 107,620 50,000 Wet Well Washing 244 242 228 282 200 Root Cut Lines, Lineal Feet 20,963 42,860 18,000 27,564 20,000 Manhole Cleaning 1,344 1,632 1,300 2,218 1,500 Solid Waste/Litter Control Program Trash Collected,Tons 63 83 38 216 100 Equipment Services Vehicle Services and Repairs 2,550 2,745 2,600 2,478 2,500 Replacement, Number of Vehicles 39 31 34 15 15 Outfitted, Number of Vehicles 10 11 10 8 10 M 3-160 Operating Budget-Planning/Building/Public Works lir on Table 3-22. Planning, Building, Public Works Department Position Listing(Sheet I of 6) 2001 2002 2003 2003 2004 Grade Title Actual Actual Budget Actual Budget go Administration Division M49 Ping/Bldg/Public Works Administrator 1.0 1.0 1.0 1.0 1.0 M24 Principal Finance and Admin Analyst 1.0 1.0 1.0 1.0 1.0 F N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0 A5 Office Assistant III 0.5 0.5 0.5 0.5 0.5 A3 Office Assistant II 0.5 0.5 0.5 0.5 0.5 Total Regular Staffing 4.0 4.0 4.0 4.0 4.0 Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 Intermittent Part-Time 0.1 0.1 0.1 0.1 0.1 rr Total Administration Division 4.1 4.1 4.1 4.1 4.1 Development Services Division Administration M38 Dev Services Director 1.0 1.0 1.0 1.0 1.0 ~ A9 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 2.0 2.0 2.0 2.0 2.0 Intermittent Part-Time 0.1 0.1 0.1 0.1 0.1 Total Administration 2.1 2.1 2.1 2.1 2.1 Development and Planning M32 Principal Planner 1.0 1.0 1.0 1.0 1.0 1r A23 Senior Planners 3.0 4.0 4.0 3.0 3.0 A19 Associate Planner 1.0 0.0 0.0 2.0 2.0 A18 Land Use Compliance Inspector 2.0 2.0 2.0 2.0 2.0 rti A15 Assistant Planner 1.0 1.0 1.0 0.0 0.0 A5 Secretary 1 1.0 1.0 1.0 1.0 1.0 A3 Office Assistant II 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 10.0 10.0 10.0 10.0 10.0 Temporary Part-Time 0.1 0.1 0.1 0.1 0.1 Intermittent Part-Time 0.2 0.2 0.2 0.2 0.2 Total Development and Planning 10.3 10.3 10.3 10.3 10.3 Public Works Inspections and Permits M33 Development Engineering Supervisor 1.0 1.0 1.0 1.0 1.0 A27 Civil Engineer III 0.0 1.0 1.0 1.0 1.0 A23 Engineering Specialist III 3.0 3.0 3.0 3.0 3.0 A21 Lead Construction Inspector 0.0 1.0 1.0 1.0 1.0 A21 Lead Field Engr Specialist 1.0 0.0 0.0 0.0 0.0 A19 Engineering Specialist II 1.0 0.7 0.7 0.7 0.7 A18 Dev Services Representative 1.0 1.0 1.0 1.0 1.0 A18 Construction Inspector II 0.0 4.0 4.0 4.0 4.0 A18 Field Engineering Specialist 4.0 0.0 0.0 0.0 0.0 A14 Construction Inspector 1 0.0 1.0 1.0 1.0 1.0 A14 Utility Locator/Inspector 1.0 0.0 0.0 0.0 0.0 A13 Engineering Specialist 1 0.7 0.0 0.0 0.0 0.0 A8 Lead Office Assistant 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 13.7 13.7 13.7 13.7 13.7 Temporary Part-Time 1.0 1.0 1.0 1.0 1.0 Total Inspections and Permits 14.7 14.7 14.7 14.7 14.7 Operating Budget-Planning/Building/Public Workr 3-161 Table 3-22. Planning, Building, Public Works Department Position Listing(Sheet 2 of 6) 2001 2002 2003 2003 2004 Grade Title Actual Actual Budget Actual Budget Building Inspections and Permits . M32 Building Official 1.0 1.0 1.0 1.0 1.0 A23 Building Plan Reviewer 1.0 1.0 1.0 1.0 1.0 A18 Building Inspector/Electrical 2.0 2.0 2.0 2.0 2.0 A18 Building Inspectors/Combination 5.0 5.0 5.0 5.0 5.0 A18 Dev Services Representative 1.0 1.0 1.0 1.0 1.0 A7 Secretary II 1.0 1.0 1.0 1.0 1.0 A5 Permit Technician 2.0 2.0 2.0 2.0 2.0 Total Regular Staffing 13.0 13.0 13.0 13.0 13.0 Intermittent Part-Time 0.6 0.6 0.6 0.6 0.6 Total Building Inspections and Permits 13.6 13.6 13.6 13.6 13.6 Total Regular Staffing 38.7 38.7 38.7 38.7 38.7 Total Temporary Part-Time 1.1 1.1 1.1 1.1 1.1 , Total Intermittent Part-Time 0.9 0.9 0.9 0.9 0.9 Total Development Services Division 40.7 40.7 40.7 40.7 40.7 Transportation Systems Division Administration M38 Transportation Systems Director 1.0 1.0 1.0 1.0 1.0 A9 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0 A5 Secretary 1 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 3.0 3.0 3.0 3.0 3.0 Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 Total Administration 3.0 3.0 3.0 3.0 3.0 Transportation Planning M33 Transportation Planning Supervisor 1.0 1.0 1.0 1.0 1.0 A29 Program Development Coordinator II 1.0 . 1.0 1.0 1.0 1.0 A24 Transportation Planner 1.0 1.0 1.0 1.0 1.0 A27 Civil Engineer 111 (1.5 Limited Term) 2.5 2.5 1.5 1.5 1.5 A19 Civil Engineer 1 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 6.5 6.5 5.5 5.5 5.5 Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 Total Transportation Planning 6.5 6.5 5.5 5.5 5.5 Transportation Design M33 Transportation Design Supervisor 1.0 1.0 1.0 1.0 1.0 VM A27 Civil Engineer III 3.0 2.0 2.0 1.0 1.0 A23 Civil Engineer 11 0.0 0.0 0.0 1.0 1.0 A23 Engineering Specialist Ili 1.0 1.0 1.0 1.0 1.0 A19 Civil Engineer 1 0.0 1.0 1.0 1.0 1.0 Total Regular Staffing 5.0 5.0 5.0 5.0 5.0 Temporary Part-Time 0.7 0.7 0.7 0.7 0.7 W Intermittent Part-Time 0.4 0.4 0.4 0.4 0.4 Total Transportation Design 6.1 6.1 6.1 6.1 6.1 a 3-162 Operating Budget-Planning/Building/Public Works aw ! Table 3-22. Planning, Building, Public Works Department Position Listing(Sheet 3 of 6) 2001 2002 2003 2003 2004 Grade Title Actual Actual Budget Actual Budget in Transportation Operations/Maintenance M33 Transportation Operations Manager 1.0 1.0 1.0 1.0 1.0 M27 Transportation Maint Supervisor 1.0 1.0 1.0 1.0 1.0 A27 Civil Engineer III (0.5 Limited Term) 1.5 1.5 1.5 1.5 1.5 A23 Engineering Specialist III 2.0 2.0 2.0 2.0 2.0 A21 Signal/Electronics Sys Tech II 6.0 6.0 6.0 6.0 6.0 Ur A17 Traffic Sign and Paint Supervisor 1.0 1.0 1.0 1.0 1.0 Al2 Traffic Maintenance Worker II 3.0 3.0 3.0 3.0 3.0 A5 Office Assistant III 0.5 0.5 0.5 0.5 0.5 an Total Regular Staffing 16.0 16.0 16.0 16.0 16.0 Temporary Part-Time 0.8 0.8 0.8 0.8 0.8 Intermittent Part-Time 1.2 1.2 1.2 1.2 1.2 Total Transportation Operations/Maintenance 18.0 18.0 18.0 18.0 18.0 Airport iw M32 Airport Manager 1.0 1.0 1.0 1.0 1.0 All Airport Maintenance Worker 1.0 2.0 2.0 2.0 2.0 A5 Secretary 1 0.5 0.5 0.5 0.5 0.5 to Total Regular Staffing 2.5 3.5 3.5 3.5 3.5 Intermittent Part-Time 3.7 2.7 2.7 2.7 2.7 Total Airport 6.2 6.2 6.2 6.2 6.2 Total Regular Staffing 33.0 34.0 33.0 33.0 33.0 Total Temporary Part-Time 1.5 1.5 1.5 1.5 1.5 Total Intermittent Part-Time 5.3 4.3 4.8 4.8 4.8 Total Transportation Systems Division 39.8 39.8 39.3 39.3 39.3 Utility Systems Division 1 Administration M38 Utility Systems Director 1.0 1.0 1.0 1.0 1.0 A9 Admin Secretary 1 1.0 1.0 1.0 1.0 1.0 A7 Secretary II 1.0 1.0 1.0 1.0 1.0 A3 Office Assistant II 0.5 0.5 0.5 0.5 0.5 Total Regular Staffing 3.5 3.5 3.5 3.5 3.5 Intermittent Part-Time 0.1 0.1 0.1 0.1 0.1 Total Utility Systems Administration 3.6 3.6 3.6 3.6 3.6 Water Utility Systems M33 Utility Engr Supervisor 1.0 1.0 1.0 1.0 1.0 A27 Civil Engineer III 1.0 1.0 2.0 2.0 2.0 ' A23 Civil Engineer II 2.0 2.0 1.0 1.0 1.0 A23 Engineering Specialist III 0.0 0.0 0.0 0.5 0.5 A19 Engineering Specialist 11 2.5 2.5 2.5 2.0 2.0 A13 Program Specialist 0.5 0.5 0.5 0.5 0.5 Total Regular Staffing 7.0 7.0 7.0 7.0 7.0 Intermittent Part-Time 0.4 0.4 0.4 0.4 0.4 Total Water Utility Systems 7.4 7.4 7.4 7.4 7.4 Operating Budget-Planning/Building/Public Works 3-163 Table 3-22. Planning, Building, Public Works Department Position Listing(Sheet 4 of 6) 2001 2002 2003 2003 2004 Grade Title Actual Actual Budget Actual Budget Wastewater Utility Systems and Technical Services M33 Utility Engineering Supervisor 1.0 1.0 1.0 1.0 1.0 A29 Mapping Coordinator 1.0 1.0 1.0 1.0 1.0 A27 Civil Engineer III 2.0 2.0 2.0 2.0 2.0 A25 Property Services Agent 1.0 1.0 0.0 0.0 0.0 A23 Engineering Specialist III 2.0 2.0 3.0 3.5 3.5 A19 Engineering Specialist II(1.0 Limited Term) 0.5 1.5 1.5 1.0 1.0 Total Regular Staffing 7.5 8.5 8.5 8.5 8.5 Temporary Part-Time 0.0 0.0 0.0 0.0 0 Intermittent Part-Time 0.0 0.4 0.4 0.4 0.4 Total Wastewater Utility Sys and Tech Svcs 7.5 8.9 8.9 8.9 8.9 ' Surface Water Utility Systems M33 Utility Engineering Supervisor 1.0 1.0 1.0 1.0 1.0 A27 Civil Engineer III 1.0 1.0 1.0 2.0 2.0 A23 Civil Engineer II 2.0 2.0 2.0 2.0 2.0 A19 Engineering Specialist II 1.0 1.3 1.3 0.3 0.3 A13 Engineering Specialist 1 0.3 0.0 0.0 0.0 0.0 , Total Regular Staffing 5.3 5.3 5.3 5.3 5.3 Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 Total Surface Water Utility Systems 5.3 5.3 5.3 5.3 5.3 ' Solid Waste Utility Systems M25 Solid Waste Coordinator 1.0 1.0 1.0 1.0 1.0 A13 Program Specialist 0.5 0.5 0.5 0.5 0.5 Total Regular Staffing 1.5 1.5 1.5 1.5 1.5 Total Solid Waste Utility Systems 1.5 1.5 1.5 1.5 1.5 No Total Regular Staffing 24.8 25.8 25.8 25.8 25.8 Total Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 Total Intermittent Part-Time 0.5 0.9 0.9 0.9 0.9 Total Utility Systems Division 25.3 26.7 26.7 26.7 26.7 Maintenance Services Division Maintenance Administration M38 Maintenance Services Director 1.0 1.0 1.0 1.0 1.0 A26 Waste Water/Special Operations Manager 0.5 0.5 0.5 0.5 0.5 A17 Maintenance Buyer 1.0 1.0 1.0 1.0 1.0 A17 Pavement Mgmt Technician 1.0 1.0 1.0 1.0 1.0 A7 Purchasing Assistant 1.0 1.0 1.0 1.0 1.0 A7 Secretary II 1.0 1.0 1.0 1.0 1.0 A5 Office Assistant III 0.0 1.0 1.0 1.0 1.0 A3 Office Assistant II 1.0 0.0 0.0 0.0 0.0 Total Regular Staffing 6.5 6.5 6.5 6.5 6.5 , Temporary Part-Time 0.6 0.6 0.6 0.6 0.6 Intermittent Part-Time 0.1 0.1 0.1 0.1 0.1 , Total Maintenance Administration 7.2 7.2 7.2 7.2 7.2 3-164 Operating Budget-Planning/Building/Public Works , IN IN Table 3-22. Planning, Building, Public Works Department Position Listing(Sheet S of 6) 2001 2002 2003 2003 2004 Grade Title Actual Actual Budget Actual Budget 1r Streets/Solid Waste Maintenance Services A23 Street Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0 A16 Lead Maint Services Worker 2.0 2.0 2.0 2.0 2.0 am Al2 Maint Services Worker III/Street 8.0 8.0 9.0 9.0 9.0 A8 Maint Services Worker II/Street 3.0 3.0 3.0 3.0 3.0 A4 Solid Waste Mtc Worker 1.0 1.0 1.0 1.0 1.0 Illy Total Regular Staffing 15.0 15.0 16.0 16.0 16.0 Intermittent Part-Time 1.1 1.1 1.1 1.1 1.1 Total Streets/Solid Waste Maint Sery 16.1 16.1 17.1 17.1 17.1 Wastewater/Surface Water Maintenance Services M26 Waste Water/Special Operations Manager 0.4 0.4 0.4 0.4 0.4 A23 Wastewater Maint Supr(Waste/Surface Water) 1.0 1.0 1.0 1.0 1.0 A16 Lead Maintenance Services Worker 0.0 0.0 1.0 0.0 0.0 A14 Lift Station Technician 2.0 2.0 2.0 2.0 2.0 lir Al2 Maintenance Svc Wkr III (Waste/Surface Water) 0.0 0.0 5.0 7.0 7.0 A08 Maintenance Svc Wkr II (Waste/Surface Water) 7.0 7.0 1.0 0.0 0.0 Total Regular Staffing 10.4 10.4 10.4 10.4 10.4 Temporary Part-Time 0.5 0.5 0.5 0.5 0.5 Intermittent Part-Time 1.2 1.2 1.2 1.2 1.2 Total Waste Water/Surface Water Maint Sery 12.1 12.1 12.1 12.1 12.1 Water Maintenance Services M33 Water Maintenance Manager 1.0 1.0 1.0 1.0 1.0 M26 Waste Water/Special Operations Manager 0.1 0.1 0.1 0.1 0.1 A21 Water Maintenance Services Supervisor 1.0 1.0 1.0 1.0 1.0 A21 Water Utility Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0 A17 Water Treatment Plant Operator 0.0 2.0 2.0 2.0 2.0 A16 Lead Maintenance Services Worker 2.0 2.0 2.0 2.0 2.0 A15 Water Utility Maint Technician 1.0 1.0 1.0 1.0 1.0 A15 Water Treatment Plant Operator 2.0 0.0 0.0 0.0 0.0 Al2 Maintenance Services Worker III 9.0 7.0 7.0 7.0 7.0 A8 Maintenance Services Worker II 1.0 3.0 3.0 3.0 3.0 A5 Meter Reader 3.0 3.0 3.0 3.0 3.0 Total Regular Staffing 21.1 21.1 21.1 21.1 21.1 ' Intermittent Part-Time 0.5 0.5 0.5 0.5 0.5 Total Water Maintenance Services 21.6 21.6 21.6 21.6 21.6 1 Operating Budget-Planning/Building/Public Works 3-165 Table 3-22. Planning, Building, Public Works Department Position Listing(Sheet 6 of 6) 2001 2002 2003 2003 2004 Grade Title Actual Actual Budget Actual Budget ' Equipment Maintenance Services M30 Fleet Manager 1.0 1.0 1.0 1.0 1.0 A17 Lead Vehicle and Equipment Mechanic 2.0 2.0 2.0 2.0 2.0 A13 Vehicle and Equipment Mechanic 1 3.0 3.0 3.0 3.0 3.0 A9 Fleet Maintenance Technician 1.0 1.0 1.0 1.0 1.0 A9 Mechanic's Assistant 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 8.0 8.0 8.0 8.0 8.0 Temporary Part-Time 0.5 0.5 0.5 0.5 0.5 Intermittent Part-Time 0.8 0.8 0.8 0.8 0.8 Total Equipment Maintenance Services 9.3 9.3 9.3 9.3 9.3 , Total Regular Staffing 61.0 61.0 62.0 62.0 62.0 Total Temporary Part-Time 1.6 1.6 1.6 1.6 1.6 Total Intermittent Part-Time 3.7 3.7 3.7 3.7 3.7 , Total Maintenance Services Division 66.3 66.3 67.3 67.3 67.3 Total Regular Staffing 161.5 163.5 163.5 163.5 163.5 Total Temporary Part-Time 4.2 4.2 4.2 4.2 4.2 Total Intermittent Part-Time 10.5 9.9 10.4 10.4 10.4 Total Public Works Department 176.2 177.6 178.1 178.1 178.1 1 . i 1 1 1 1 3-166 Operating Budget-Planning/Building/Public Works 2004 Other City Services w w r � w w w r '% City of Renton,Washington BUDGET 1 1 1 1 1 1 1 1 1 1 i 1 1 1 1 i 1 1 1 i aft" euy., smmm In this section you will find the Other City Services Mission Statement, an overview of Other City Services expenditures (figure 3-10), followed by expenditures by division and category. Mission Statement Provide for miscellaneous payments that benefit all City departments. Overview of Other City Services The Finance and Information Services Department manages this accounting ' department. The primary activity is to receive revenue and to make property and liability payments to the insurance fund, interfund payments, intergovernmental payments, limited general obligations debt payments, and kemployee termination payments. An overview of Other City Services expenditures is shown in figure 3-10, followed by expenditures by division and category. Figure 3-10. Other City Services Overview f Expenditure Comparison $10,000,000 $8,000,000 $6,000,000 I $4,000,000 $2,000,000 $0 1996 1997 1998 1999 2000 2001 2002 2003 2004 rr budget r Operating Budget-Other City Services 3-167 Expenditure Budget by Division- Other City Services 2001 2002 2003 2003 2004 Change , Actual Actual Adj Bdgt Actual Budget 2003/2004 Other City Services 7,991,038 7,363,889 5,095,200 5,130,894 4,358,600 -14.5% Limited Tax General Obligation Bonds 2,726,156 2,862,364 2,835,700 2,797,620 2,556,100 -9.9% ' Operating Total 10,717,194 10,226,253 7,930,900 7,928,514 6,914,700 -12.8% CIP 0 0 0 0 0 N/A Total 10,717,194 10,226,253 7,930,900 7,928,514 6,914,700 -12.8% ' Expenditure Budget by Category- Other City Services ' 2001 2002 2003 2003 2004 Change Actual Actual Adj Bdgt Actual Budget 2003/2004 Salaries 0 26,420 0 30,015 0 N/A Retirement/Term Payments 12,216 185,226 125,000 248,723 130,100 4.1% Disaster Response Overtime 217,927 0 0 391.29 25,000 100.0% Personnel Benefits 220,642 234,228 236,200 305,929 972,900 311.9% Supplies 1,319 0 0 0 0 N/A Other Services and Charges 1,887,968 2,589,278 3,104,800 2,929,418 2,195,900 -29.3% ' Intergovernmental Services 5,593,892 4,323,494 1,629,200 1,609,629 1,034,700 -36.5% Capital Outlay 57,074 5,243 0 6,789 0 N/A Operating Total 7,991,038 7,363,889 5,095,200 5,130,894 4,358,600 -14.5% ' CIP 0 0 0 0 0 N/A Total 7,991,038 7,363,889 5,095,200 5,130,894 4,358,600 -14.5% Expenditure Budget by Category-Limited Tax General Obligation Bonds- Other City Services 2001 2002 2003 2003 2004 Change ,. Actual Actual Adj Bdgt Actual Budget 2003/2004 Debt Service Principal 1,441,447 1,229,269 1,210,100 1,186,041 1,093,500 -9.6% ' Interest 574,709 1,078,893 1,625,600 1,611,579 1,462,600 -10.0% Operating Transfer Out 710,000 554,202 0 0 0 N/A Total Limited Tax General ' Obligation Bonds 2,726,156 2,862,364 2,835,700 2,797,620 2,556,100 -9.9% CIP 0 0 0 0 0 N/A Total 2,726,156 2,862,364 2,835,700 2,797,620 2,556,100 -9.9% , 3-/68 Operating Budget-Other City Services Major Department Changes for 2004 Major department changes are given below, followed by staffing levels. .. Personnel Costs: Retirement/Term Payments ($5,100) Funding to provide for anticipated retirement pay outs. Retiree Health Care ($736,700) Transfer funding for LEOFF 1 retirees medical premiums from Fire and Police departments to Other City Services plus a 10 percent increase. 2003 Funding Items: Disaster Response Overtime ($25,000) r Reinstate funding that was removed in 2003. Supplies and Other Charges: r Equipment Rental/Motor Pool (-$5,700) r Total funding in the Equipment Rental Fund to cover equipment replacement and maintenance charges for all City fleet vehicles will decrease by 14.5 percent. This change is due to a reduction in the number of vehicles that need to be replaced, and lower maintenance costs. Monthly premiums from departments to reimburse the Equipment Rental Fund may differ since department costs are calculated based on assigned vehicles and their associated ,. replacement and maintenance schedules. Downtown Renton (-$20,000) r. Changes to the parade float will not be made in 2004. Liability Insurance ($115,000) Increase premiums for property and liability insurance including the Aquatic Center. Intergovernmental Services: Transfer to Fund 316 (-$19,500) Change the transfer to the Municipal Capital Improvement Fund for a total transfer of$980,500. 2003 Funding Items: ' EIS Consulting (-$1,000,000) Funding for two large Environmental Impact Statements; $800,000 for the ' Boeing EIS and $200,000 for the Barbee Mills EIS, was for 2003 only. ' Operating Budget-Other City Services 3-169 Transfer to Fund 317 (-$575,000) Funding for the pre-engineering analysis of the Strander Boulevard extension project was for 2003 only. Staffing Levels by Division- Other City Services 2001 2002 2003 2003 2004 Change Actual Actual Budget Actual Budget 2003/2004 Ed Other City Services 0.0 0.0 0.0 0.0 0.0 N/A Limited Tax General Obligation Bonds 0.0 0.0 0.0 0.0 0.0 N/A as Total FTE 0.0 0.0 0.0 0.0 0.0 N/A Divisions by Fund Number ' This department is part of the General Fund(000): Other City Services (005). 3-/70 Operating Budget-Other City Services ' r 2004 "' Debt Service - - - - — t • City of Renton,Washington BUDGET i .rn 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Debt sewice rr Introduction The Debt Services section provides an extensive overview of the City's debt program. It includes financial data on debt limitations, property tax rates and property tax revenues, long-term debt service requirements, limited (non-voted) general obligation debt per capita, individual debt summaries, and a schedule of the City's overall outstanding debt. to Figure 4-1 shows debt margin availability from 1999 through 2008. Table 4-1 provides an overview of the City's outstanding debt, including the total debt am availability from 1999 through 2008. The table also includes a breakdown of property tax rates and property tax revenues. Figure 4-1. Debt Margin Availability F;. $210 �—Non-Vote $180 —OF—Vote 192.5 183.3 174.1 $150 165.3 156.9 O142.8 Q $120 T37.4 c . 124.1 110.8 $90 102.5 92.9 79.8 86.2 $60 70.0 75.8 50.8 56.4 582 $30 43.6 48.8 $0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 Projected f� Debt Service 4-1 Table 4-1. Projected Limitation of Indebtedness for General Purposes City and Overlapping Tax Rates, and Property Tax Revenue (Sheet I of 2) Title 1999 2000 2001 2002 2003 Indebtedness for General Purposes: Assessed Valuation(AV)Used for Next Yr's Levy/ Rates $4,258,500,750 $4,545,321,019 $5,062,641,752 $5,593,880,488 $5,793,213,325 Without a Vote: Legal Limit: 1.5% AV 63,877,511 68,179,815 75,939,626 83,908,207 86,898,200 General Obligation Bonds Outstanding 21,203,906 20,151,906 25,580,583 28,272,581 29,575,010 Installment Notes/Contracts Outstanding 242,856 218,831 193,707 167,440 139,972 Total Outstanding Debt 21,446,762 20,370,737 25,774,290 28,440,021 29,714,982 Less:Amount Available for Debt Service 1,151,400 951,092 654,025 977,826 1,026,717 Debt Margin Without A Vote $43,582,149 $48,760,170 $50,819,361 $56,446,012 $58,209,935 With a 3/5%Vote: Legal Limit: 2.50%of AV $106,462,519 $113,633,025 $126,566,044 $139,847,012 $144,830,333 ' Outstanding Debt 5,020,000 3,975,000 3,515,000 3,030,000 2,665,000 Less:Amount in Debt Service Funds 1,103,600 1,145,663 1,048,876 560,698 588,733 Debt Margin Available With Vote $102,546,119 $110,803,688 $124,099,920 $137,377,710 $142,754,066 Total Debt Margin Available $146,128,268 $159,563,859 $174,919,281 $193,823,723 $200,964,001 ' City and Overlapping Tax Rates: (Per$1000 of Assessed Value) City of Renton General Levy $3.42726 $3.39877 $3.27385 $3.26036 $3.18871 ' City of Renton Special Levy 0.31981 0.28488 0.10078 0.09397 0.08865 Total City of Renton Tax Rate $3.74707 $3.68365 $3.37463 $3.35433 $3.27736 ' King County 1.77385 1.68951 1.55218 1.44949 1.34948 Port of Seattle 0.23898 0.21585 0.19029 0.18956 0.25895 , Hospital District#1 0.15354 0.11830 0.09873 0.09643 0.09254 Renton School District#403 3.78290 3.65397 3.36669 3.11288 2.98691 ' State of Washington 3.35872 3.30278 3.14502 2.98946 2.89680 Emergency Medical Services 0.29000 0.27299 0.24624 0.25000 0.24143 Total Property Tax Rate $13.34506 $12.93705 $11.97378 $11.44215 $11.10347 ' Property Tax Revenue: General Levy $14,310,777 $15,125,785 $16,253,829 $17,871,034 $18,758,300 ' Special Levy 1,339,623 1,275,911 523,017 510,660 507,700 Total Property Taxes $15,650,400 $16,401,696 $16,776,846 $18,381,694 $19,266,000 ' 4-2 Debt Service Table 4-1. Projected Limitation of Indebtedness for General Purposes City and Overlapping Tax Rates, and Property Tax Revenue (Sheet 2 of 2) Projected Title 2004 2005 2006 2007 2008 Indebtedness for General Purposes: Assessed Valuation(AV)Used for Next Yr's Levy/ y. Rates $6,343,166,272 $6,660,324,586 $6,993,340,815 $7,343,007,856 $7,710,158,248 Without a Vote: Legal Limit: 1.5% AV 95,147,494 99,904,869 104,900,112 110,145,118 115,652,374 General Obligation Bonds Outstanding 26,094,154 25,158,449 26,248,501 25,169,575 24,107,000 Instal lmentNotes/Contracts Outstanding 111,250 81,217 49,813 16,976 0 Total Outstanding Debt 26,205,404 25,239,666 26,298,314 25,186,551 24,107,000 Less:Amount Available for Debt Service 1,078,053 1,131,956 1,188,554 1,247,981 1,310,380 �- Debt Margin Without A Vote $70,020,143 $75,797,159 $79,790,352 $86,206,548 $92,855,754 With a 3/5%Vote: Legal Limit: 2.50%of AV $158,579,157 $166,508,115 $174,833,520 $183,575,196 $192,753,956 Outstanding Debt 2,280,000 1,870,000 1,440,000 985,000 985,000 Less:Amount in Debt Service Funds 618,170 649,078 681,532 715,609 751,389 Debt Margin Available With Vote $156,917,326 $165,287,193 $174,075,052 $183,305,805 $192,520,345 Total Debt Margin Available $226,937,470 $241,084,351 $253,865,404 $269,512,353 $285,376,099 City and Overlapping Tax Rates: (Per$1000 of Assessed Value) City of Renton General Levy $3.22060 $3.25280 $3.28533 $3.31818 $3.35137 City of Renton Special Levy 0.07801 0.06865 0.06041 0.05316 0.04678 , Total City of Renton Tax Rate $3.29861 $3.32145 $3.34574 $3.37135 $3.39815 King County 1.36297 1.37660 1.39037 1.40427 1.41832 Port of Seattle 0.26154 0.26415 0.26680 0.26946 0.27216 r Hospital District#1 0.09347 0.09440 0.09534 0.09630 0.09726 Renton School District#403 3.01678 3.04695 3.07742 3.10819 3.13927 State of Washington 2.92577 2.95503 2.98458 3.01442 3.04457 Emergency Medical Services 0.24384 0.24628 0.24875 0.25123 0.25375 Total Property Tax Rate $11.20298 $11.30487 $11.40899 $11.51523 $11.62347 Property Tax Revenue: General Levy $18,945,883 $19,136,000 $19,328,000 $19,522,000 $19,718,000 Special Levy 507,700 515,610 514,815 517,463 517,463 Total Property Taxes $19,453,583 $19,651,610 $19,842,815 $20,039,463 $20,235,463 Source Assessed Valuation,and Property Tax Rates: 1998-2002 King County Department of Assessments. Debt Margin:City of Renton Finance Department r Debt Service q_; Figure 4-2 provides the percentage breakout and the total property taxes paid by all taxpayers within the City of Renton for 2004. These tax totals are based on $1000,000 assessed valuation. Figure 4-2. Property Tax Allocation Among Overlapping "Jurisdictions"-2004 Emergency Medical ' $24,2% State of Washington $293,26% City of Renton $330,30% IGng County ,....,..._ $136, 12% Renton Schools ' $302,27% - ______ Port of Seattle $26,2% ' i Hospital District 4-4 Debt Service ' as W Table 4-2 describes the City's long-term debt program and shows the various forms of debt. as The City's long-term debt is accounted for in three areas: 1) General Obligation Long Term debt (debt in this classification is paid from property taxes and is a general obligation of the City); 2) Proprietary-type Long Term debt(operating r revenue of the individual proprietary funds are used to satisfy this debt which includes Revenue Bonds, Public Works Trust Fund Loans and Contact/Lease debt); and 3) Special Assessment Long Term debt(special assessment payments from participants in each special assessment district are used to satisfy this debt). The City is in compliance with all Washington State debt limitation statutes and to bond indenture agreements. The City's most current bond ratings from Fitch, and Standard and Poor rating agency for General Obligation Bonds and Revenue Bonds are A+and AA-, respectively. to Table 4-2 is a summary of long-term debt transactions of the City for the year ending December 31, 2003. IN Table 4-2. Long-Term Debt General Obligation Public Works Special Total Long Term Revenue Trust Fund contract/ Assessment Long-Term Item Debt Bonds Loans Lease Debt Debt Debt Outstanding 1/02/03 $33,797,023 $31,230,000 $8,222,135 $7,238 $0 $73,256,396 Issued 0 8,035,000 0 78,192 0 8,113,192 Redeemed 1,551,041 10,195,000 642,689 24,614 0 12,413,344 Outstanding 12/31/03 $32,245,982 $29,070,000 $7,579,446 $60,816 $0 $68,956,244 Debt Service 4.5 Debt Service to Maturity Table 4-3 is a schedule showing the debt service requirements to maturity for the City's long-term debt. ' Table 4-3. Debt Service Requirement to Maturity Long-Term Debt Summary as of December 31, 2003 (Dollars ' in Thousands) General Obligation Revenue Public Works Trust Contract/ Special Total Long Term Debt Bonds Fund Loans Leases Debt Assessment Debt Long-Term Debt ' Year Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest 2004 1,478 1,575 1,725 1,201 643 90 24 2 0 0 3,870 2,868 ' 2005 1,522 1,788 1,890 1,150 608 83 25 0 0 0 4,045 3,021 2006 1,503 1,811 1,950 1,092 608 76 9 0 0 0 4,070 2,979 2007 1,567 1,812 2,025 1,022 608 69 0 0 0 0 4,200 2,903 ' 2008 1,560 1,815 2,105 939 608 62 0 0 0 0 4,273 2,816 2009 1,665 1,688 2,185 860 608 55 0 0 0 0 4,458 2,603 ' 2010 1,704 1,137 2,265 777 608 48 0 0 0 0 4,577 1,962 2011 1,768 1,067 2,355 688 608 40 0 0 0 0 4,731 1,795 2012 1,857 995 2,455 584 608 33 0 0 0 0 4,920 1,612 2013 1,940 900 1,150 483 582 26 0 0 0 0 3,672 1,409 ' 2014 2,031 800 1,105 447 412 20 0 0 0 0 3,548 1,267 2015 2,133 694 1,145 396 407 15 0 0 0 0 3,685 1,105 2016 1,995 582 765 342 313 9 0 0 0 0 3,073 933 2017 2,095 479 805 307 99 3 0 0 0 0 2,999 789 2018 1,615 371 1,000 270 50 1 0 0 0 0 2,665 642 ' 2019 1,705 287 1,000 218 50 1 0 0 0 0 2,755 506 2020 1,800 199 1,000 165 50 0 0 0 0 0 2,850 364 2021 1,885 108 1,045 113 50 0 0 0 0 0 2,980 221 2022 285 14 1,100 58 27 0 0 0 0 0 1,412 72 ' Total $32,108 $18,122 $29,070 $11,112 $7,547 $631 58 $2 $0 $0 $68,783 $29,867 4-6 Debt Service ' Figure 4-3 summarizes the City's limited tax general obligation debt from 1995 through 2010. Limited tax general obligation debt is incurred without the vote of the Renton populace while unlimited tax general obligaiton debt is incurred with voter approval. Table 4-4 further calculates limited tax general obligation debt per capita. Figure 4-3. Limited Tax General Obligation Debt Through 2010 LIMITED TAX GENERAL OBLIGATION DEBT SERVICE $3,000 $2,500 c $2,000 0 L ~ $1,500 c .r N 5 $1,000 0 E $500 $0 -- - - 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 rr i ■Other LTGO Debt ❑2001 LTGO(Parking Garage) ❑2002 LTGO(Fire Station) rtr Table 4-4. Limited Tax General Obligation Debt Per Capita Limited Tax GO Annual Debt Service .. Year (Amounts in 000's) Population Per Capita 1995 $1,900 44,890 $42.33 1996 1,839 45,170 $40.71 1997 1,884 45,920 $41.03 1998 1,977 46,270 $42.73 1999 2,008 47,620 $42.17 2000 1,990 48,270 $41.23 2001 2,016 51,140 $39.42 2002 2,316 53,840 $43.02 2003 2,544 54,286 $46.86 2004 2,542 54,732 $46.44 2005 2,795 55,178 $50.65 2006 2,800 55,624 $50.34 2007 2,861 56,070 $51.03 2008 2,856 56,516 $50.53 2009 2,835 56,962 $49.77 1 2010 2,841 57,409 $49.49 1 Note "The 2001 LTGO(Parking Garage),2002 LTGO(Fire Station)Debt Service and Valley Communications debt is included in the Limited Tax GO Annual Debt Service column in this table) "Population projections 2003-2010 provided by City of Renton Economic Development,Neighborhoods, ' Strategic Planning Department. Population growth assumptions exclude potential annexation areas. ' Debt Service 4-7 Table 4-5 provides a schedule of all the City's outstanding debt for limited and unlimited tax general obligation bonds, installment contracts, revenue bonds, Public Works Trust Fund loans, capital leases, and local improvement district (LID)bonds and notes. The table further outlines interest rates, issue and maturity dates, and the total amount of debt issued. It also provides a financial summary of the outstanding status of the debt. Table 4-5. Outstanding Debt (Sheet 1 of 2) Total Outstanding Interest Issue Maturity Amount Item Rates Date Date Issued 1/12003 Issued Redeemed 12/31/2003 General Obligation Bonds: Limited 1994 G O Bonds 4.60%-6.30% 12/01/94 12/01/04 980,000 65,000 0 30,000 35,000 1996 G O Bonds 4.25%-5.40% 10/15/96 10/15/06 553,337 396,012 0 10,000 386,012 1997 G O Refunding Bonds 5.25%-5.55% 05/01/97 12/01/06 2,683,827 2,683,827 0 849,573 1,834,254 1997 G O Bonds 5.55%-5.75% 05/01/97 12/01/17 14,697,744 2,037,744 0 0 2,037,744 2000 G O Valley Communications 5.31% 09/15/00 12/01/15 2,551,600 2,327,000 0 134,000 2,193,000 2001 G O Refunding Bonds 2.10%-4.85% 10/18/01 12/01/17 13,505,000 13,195,000 0 0 13,195,000 2001 G O Bonds 4.90%-5.00% 10/18/01 12/01/21 6,000,000 6,000,000 0 0 6,000,000 2002 G O Bonds 2.50%-5.00% 07/15/02 12/01/22 3,895,000 3,895,000 0 135,000 3,760,000 Subtotal Limited GO 44,866,508 30,599,583 0 1,158,573 29,441,010 Unlimited , 1993 G O Refunding Bonds- Sr.Housing 2.70%-5.20% 09/01/93 02/01/09 4,270,000 3,030,000 0 365,000 2,665,000 Subtotal Unlimited GO 4,270,000 3,030,000 0 365,000 2,665,000 , Total General Obligation Bonds 49,136,508 33,629,583 0 1,523,573 32,106,010 Installment Contracts: Certificates of Participation 4.51% 09/01/98 06/01/08 278,172 167,440 0 27,468 139,972 ' Total Installment Contracts 278,172 167,440 0 27,468 139,972 Total General Obligation Debt 49,414,680 33,797,023 0 1,551,041 32,245,982 Revenue Bonds: , 1993 Water/Sewer 3.00%-5.375% 08/01/93 04/01/13 5,285,000 3,530,000 0 3,530,000 0 1993 Water/Sewer Refunding 3.00%-5.375% 08/01/93 04/01/10 8,860,000 5,650,000 0 5,650,000 0 1994 Water/Sewer 5.45%-6.55% 11/01/94 11/01/04 3,570,000 420,000 0 420,000 0 1998 Water/Sewer Refunding 3.70%-5.10% 03/01/98 06/01/13 6,120,000 5,545,000 0 245,000 5,300,000 1999 Golf System Refunding 3.25%-5.30% 04/01/99 12/01/15 5,040,000 4,105,000 0 235,000 3,870,000 , 2002 Water/Sewer 2.50%-5.25% 07/01/02 12/01/22 11,980,000 11,980,000 0 115,000 11,865,000 2003 Water/Sewer Refunding 2.00%-3.70% 10/01/03 06/01/13 8,035,000 0 8,035,000 0 8,035,000 Total Revenue Bonds 48,890,000 31,230,000 8,035,000 10,195,000 29,070,000 ' 0 q-g Debt Service IN Table 4-5. Outstanding Debt (Sheet 2 of 2) Total Outstanding Interest Issue Maturity Amount Item Rates Date Date Issued 1/12003 Issued Redeemed 12/31/2003 Public Works Trust Fund Loans: Sierra Hts Sewer Impry 3.00% 10/20/92 07/01/12 888,462 256,425 0 25,642 230,783 Central Renton Sewer Replacement 1.00% 06/14/93 07/01/15 1,631,800 1,066,354 0 87,484 978,870 East Renton Interceptor 2.00% 06/14/93 07/01/13 2,542,704 1,480,270 0 134,570 1,345,700 Dayton Avenue NE 2.00% 05/24/94 07/01/14 96,958 61,237 0 5,103 56,134 Sanitary Sewer Grouting 2.00% 05/19/94 07/01/04 349,011 123,605 0 61,802 61,803 NE 27th/Aberdeen Drainage Improvements 1.00% 06/27/95 07/01/15 731,000 553,667 0 42,590 511,077 E Kennydale Interceptor 2.00% 06/26/96 07/01/16 2,093,740 1,635,962 0 116,855 1,519,107 Honeycreek Interceptor 2.00% 06/26/96 07/01/16 1,840,568 1,356,208 0 96,872 1,259,336 Corrosion Control Treatment Facilities 1.00% 03/26/96 07/01/17 1,106,000 740,354 0 49,357 690,997 Maplewood Water Treatment Improvements 0.50% 01/17/02 07/01/06 425,873 425,873 0 22,414 403,459 Construct CT Pipeline for Wells 0.50% 11/5/02 07/01/22 522,180 522,180 0 0 522,180 Total Public Works Trust Fund Loans 12,228,296 8,222,135 0 642,689 7,579,446 Capital Leases: Yamaha Golf Course Carts 5.437% 04/01/00 04/01/03 80,668 7,238 0 7,238 0 Club Car Gold Course Carts 3.810% 04/01/03 04/01/06 78,192 0 78,192 17,376 60,816 Total Capital Leases 158,860 7,238 78,192 24,614 60,816 Total Outstanding Debt 110,691,836 73,256,396 8,113,192 12,413,344 68,956,244 The City's debt program conforms to the City's overall financial policy of maintaining a fiscally stable position to achieve short and long-term goals. A y separate City Debt Manual has been prepared and is included as reference in the Finance Department's library. The Debt Manual has been utilized as a vital guide in the preparation of the City's debt program. The manual provides extensive information on general obligation debt, revenue bonds, public works trust fund loans, special assessment debt, contract/lease debt and other miscellaneous debt such as interfund loans and joint venture debt obligations. It also includes the City's most current bond ratings by various independent rating agencies, the City's debt capacity and margin of available indebtedness, and long-term projections for the City's debt service. r Debt Service 4-9 LIMITED (NON-VOTED) TAX GENERAL OBLIGATION DEBT 1994 Limited Tax General Obligation Bonds (Ordinance #4483): The 1994 Limited Tax General Obligation Bonds were issued in the amount of$980,000 and dated December 1, 1994. The average interest rate is 5.76%. These bonds were issued to finance the acquisition of various equipment rental additions and replacements. The debt service was 100% apportioned to the Equipment Rental Fund (501). However, beginning in 1999, the debt service is now accounted for 100% in the General Governmental Miscellaneous Debt Service Fund (215). Interest rate coupons on outstanding bonds range from 5.3% through 6.3%. The final bonds will mature on December 1, 2004. $670,000 of these bonds was refunded May 1, 1997. See 1997 Limited Tax General Obligation Refunding Bonds Series A. The last two maturities (2003 and 2004) remain unrefunded. 1996 Limited Tax General Obligation Bonds (Ordinance #4635): The 1996 Limited Tax General Obligation Bonds were issued in the amount of$553,337 and dated October 15, 1996. The average interest rate is 5.95%. The bonds were issued in denominations of$1,000. The bonds consisted of$410,000 serial bonds and $240,000 capital appreciation bonds ($143,336.72 Principal and $96,663.28 Interest). The capital appreciation bonds are due in years 2001, 2005, and 2006 where interest, at rates of 5.1%, 5.5%, and 5.6%, will accrue from date of issuance and be paid at maturity. The proceeds from the bonds were used to acquire two fire apparatus pumpers. The bond sale was handled by City staff for purposes of selling the bonds to local citizens. The last bonds will mature October 15, 2006. Interest rate coupons on serial bonds range from 4.25% through 5.4%. These bonds were t not rated. The debt service for these bonds is accounted for in the General Governmental Miscellaneous Debt Service Fund (215). , 1997 Limited Tax General Obligation Refunding Bonds Series A (Ordinance #4661): The 1997 Limited Tax General Obligation Refunding Bonds Series A were ' issued in the amount of$2,683,826.70 and dated May 1, 1997 with an average interest rate of 6.63% for purposes of advance refunding the following bonds: 1978 Limited Tax General Obligation Bonds,maturing February 1, 1998,with an average interest rate of 5.50% all apportioned to 1978 Limited Tax General Obligation Bonds-Senior Center Fund(207); 1989 Limited Tax General Obligation Bonds, ' maturing March 1, 1998 through March 1, 2002, with an average interest rate of 6.9% apportioned 80.1% to the General Governmental Miscellaneous Debt Service Fund (215) and 19.9% to the Equipment Rental Fund(501); 1992 Limited Tax ' General Obligation Bonds, maturing October 28, 1997 through December 1, 2002, with an average interest rate of 4.55% apportioned 77% to the General , Governmental Miscellaneous Debt Service Fund (215) and 23% to the Equipment Rental Fund(501); 1993 Limited Tax General Obligation Bonds,maturing February 22, 1997 through December 1, 1999, with an average interest rate of 4.75% all 4-10 Debt Service , to apportioned to the Solid Waste Utility Fund (403); and 1994 Limited Tax General Obligation Bonds, maturing December 5, 1997 though December 31, 2002, with an average interest rate of 5.7%all apportioned to Equipment Rental Fund (501). Beginning in 1999, the debt service for these bonds is now accounted for 97.11% in the General Governmental Miscellaneous Debt Service Fund(215) and 2.89% in the 1978 Limited Tax General Obligation Bonds- Senior Center Fund (207). 1997 Limited Tax General Obligation Bonds Series B (Ordinance#4662): The 1997 Limited Tax General Obligation Bonds Series B were issued in the amount of$14,697,743.60 and dated May 1, 1997. The bonds consisted of 6 $12,660,000 serial bonds, with an average interest rate of 5.79%, and $3,830,000 capital appreciation bonds ($2,037,743.60 Principal and $1,792,256.40 Interest), with an average interest rate of 7.79%. The capital appreciation bonds are due in years 2006,2007,2008 and 2009 where interest, at rates of 5.55%, 5.6%, 5.65% and 5.75%, will accrue from date of issuance and be paid at maturity. The proceeds from the bonds were used to acquire the Main and Grady Building. The $12,660,000 serial bonds were refunded November 1, 2001. See 2001 Limited Tax General Obligation Refunding Bonds. The $3,830,000 capital appreciation bonds remain unref ended. The debt service for these bonds is accounted for in the 1997 Limited Tax General Obligation Bonds- City Hall Fund (201). 2001 Limited Tax General Obligation Refunding Bonds Series A (Ordinance #4922): The 2001 Limited Tax General Obligation Refunding Bonds Series A were issued in the amount of$13,505,000 and dated November 1,2001 with an average interest rate of 5.02%for purposes of advance refunding the serial bond portion of the 1997 Limited Tax General Obligation Bonds with an average interest rate of 5.79%. This resulted in a positive cash flow im difference of$393,062. Proceeds of the 1997 Limited Tax General Obligation Bonds were used to acquire the Main and Grady building. Interest rate coupons on outstanding bonds range from 2.15% through 5.25%. The last bonds will mature December 1, 2017. The debt service for these bonds is accounted for in the 1997 Limited Tax General Obligation Bonds—City Hall Fund (201). 2001 Limited Tax General Obligation Bonds Series B (Ordinance#4922): The 2001 Limited Tax General Obligation Bonds Series B were issued in the amount of$6,000,000 and dated November 1,2001,with an average interest rate of 5.11%. The proceeds of the bonds were used to finance the construction of a ' downtown parking facility. Interest rate coupons on outstanding bonds range from 5.00%through 5.25%. The last bonds will mature December 1,2021. The debt service for these bonds is accounted for in the General Governmental Miscellaneous Debt Service Fund(215). Debt Service 4.11 2002 Limited Tax General Obligation Bonds (Ordinance#4977): The 2002 Limited Tax General Obligation Bonds were issued in the amount of$3,895,000 and dated July 15, 2002, with an average interest rate of 4.53%. The proceeds of the ' bonds were used to finance the construction of a new fire station. Interest rate coupons on outstanding bonds range from 2.5%through 5.00%. The last bonds will ' mature December 1, 2022. The debt service for these bonds is accounted for in the General Governmental Miscellaneous Debt Service Fund (215). Valley Communications Center Development Authority Bonds (Ordinance ' #4836) were issues and dated September 15, 2000 in the amount of$12,758,000 (City of Renton portion $2,551,600) with an average interest rate of 4.74%. The ' bonds were issued for the purpose of providing funds to acquire, construct and equip a new facility, including land acquisition, for the operation of the Valley Communications Center. Valley Communications Center provides emergency , communication services, an essential government service, to the Cities of Auburn, Federal Way, Kent, Renton, Tukwila, and other governmental agencies in South ' King County. The City of Renton, in accordance with Ordinance No. 4836, is responsible for the payment of their one-fifth share of principal and interest. Interest rate coupons on outstanding bonds range from 4.3%through 5.375%. The last bonds will mature December 1, 2015. The debt service for these bonds is accounted for in the General Governmental Miscellaneous Debt Service Fund(215). A review of Valley Communication Center records was performed in 2003 and additional reserves were identified over and above those required. As a result, the City will not be required to pay their debt service payment due for 2004. Additional analysis will be performed for 2005 and 2006. UNLIMITED (VOTED) TAX GENERAL OBLIGATION DEBT 1993 Unlimited Tax General Obligation Refunding Bonds (Ordinance#4417): The 1993 Unlimited Tax General Obligation Refunding Bonds were issued in the amount of$4,270,000 and dated September 1, 1993. The average interest rate is 4.92%. These bonds were issued for purposes of refunding the callable portion of the outstanding 1989 Unlimited Tax General Obligation Bonds to realize savings from a reduction in interest rates, or a savings in property tax to homeowners of ' about 45 cents per year on a $100,000 home. The last bonds will be fully redeemed on February 1, 2009. Interest rate coupons on outstanding bonds range from 5.2% through 6.1%. The debt service on these bonds is accounted for in the 1989 , Unlimited Tax General Obligation Bonds-Senior Housing Fund(219). 4-I2 Debt Service is CERTIFICATES OF PARTICIPATION 1998 Certificates of Participation (Resolution #3346): The 1998 Certificates of Participation were issued through a State administered Lease Purchase agreement in September 1998 for the purchase of Energy Conservation/Lighting Retrofit Project for the new city hall. The lease agreement terms are $278,171.50 for ten(10) years at 4.51% interest. The debt service for these certificates is accounted for in the General Governmental Miscellaneous Debt Service Fund(215). ire REVENUE BONDS 1998 Water/Sewer Refunding Revenue Bonds (Ordinance#4709): The 1998 Water/Sewer Refunding Revenue Bonds were issued in the amount of $6,120,000 and dated March 1, 1998. The average interest rate is 4.456%. These bonds were issued to refund a portion of the 1977, 1992, and 1994 Water/ Sewer Revenue Bonds. As a result of the 2003 Refunding Revenue Bonds, the reserve requirement is an amount equal to highest annual debt service on the bonds. The reserve currently being held on these bonds is $726,329. 1999 Golf System Refunding Revenue Bonds (Ordinance#4772): The 1999 Golf System Refunding Revenue Bonds were issued in the amount of $5,040,000 and dated April 1, 1999. The average interest rate is 4.9634%. These bonds were issued to refund the 1994 Golf System Revenue Bonds. The reserve requirement is an amount equal to the least of(a) maximum annual debt service on all outstanding bonds and parity bonds, (b) 125% of average annual ka debt service on all outstanding bonds and parity bonds or(c) 10% of the proceeds of the bonds and parity bonds. The reserve currently being held on Im these bonds is $441,358. 2002 Water/Sewer Revenue Bonds (Ordinance#4976): The 2002 Water/ IN Sewer Revenue Bonds were issued in the amount of$11,980,000 and dated July 1, 2002. The average interest rate is 4.80%. As a result of the 2003 Refunding Revenue Bonds, the reserve requirement is an amount equal to the highest to annual debt service of the bonds. The reserve currently being held on these bonds is $1,496,862. 2003 Water/Sewer Refunding Revenue Bonds(Ordinance#5019): The 2003 Water/Sewer Refunding Revenue Bonds were issued in the amount of $8,035,000 and dated October 1, 2003. The purposes of these bonds were to defease the entire City's outstanding Water/Sewer Bonds for 1993 and 1994. The average interest rate is 3.20%. As a result of this bond, the reserve requirement is an amount equal to the highest annual debt service of the bonds. Debt Service 4.13 PUBLIC WORKS TRUST FUND LOAN DEBT ' Sierra Heights Sewer Repair (CAG 92-065): This public works trust fund loan was issued in the amount of$888,462 and dated January 20, 1992. The interest rate is 2%. This loan was for the installation of approximately 5,500 lineal feet of 8-inch diameter gravity sewer main to service the Sierra Heights area. This will include the neighborhood mains as well as an interceptor line down to the existing Honey Creek Interceptor. Central Renton Sewer Replacement (CAG 93-056/95-057): This public works , trust fund loan was issued in the amount of$1,631,800.47 and dated May 24, 1993. The interest rate is I%. This loan was for the replacement of approximately 10,400 ' linear feet of existing 8" concrete sewer pipe within the Central Renton Subbasin with new 8" sewer pipe, replacement of 40-50 manholes, replacement of approximately 8,400 linear feet of alleyway as well as an undetermined quantity of ' storm drainage improvements. East Renton Interceptor (CAG 93-055): This public works trust fund loan was ' issued in the amount of$2,542,704 and dated June 7, 1993. The interest rate is 1%. This loan was for the construction of approximately 9,865 feet of 8,12,15 and 18 inch pipe from the East Renton area(NE 4th and Duvall Ave NE)westerly along NE 4th Street southerly to the Maple Valley Highway, installation of manholes, street restoration and landscaping. Dayton Avenue NE (CAG 94-045): This public works trust fund loan was issued in the amount of$96,957.47 and dated May 12, 1994. The interest rate is 2%. This loan was for the installation of approximately 870 linear feet of 8" sanitary sewer main, 3 manholes, and 22-side sewer stubs and street restoration including an asphalt overlay. Expansion to our current infrastructure that will provide sanitary sewer service to a portion of an existing developed single-family neighborhood that currently is utilizing on-site septic systems. Sanitary Sewer Grouting (CAG 94-046): This public works trust fund loan was issued in the amount of$349,010.80 and dated May 12, 1994. The interest rate is 2%. This loan was for the grouting and rehabilitation of Honey Creek and South Highlands subbasins including mainline and manhole grouting, various pipe-lining techniques and removal of inflow sources from the sewer system to a storm system. NE 27th/Aberdeen Drainage Improvements (CAG 95-058): This public works trust fund loan was issued in the amount of$731,000 and dated May 15, 1995. The interest rate is I%. This loan was for surveying,design,permitting and construction of approximately 2,800 feet of new 18 or 24-inch stormwater pipe. The project includes manholes, catch basins, control structures, relocation of conflicting utilities, pavement patching and overlay and restoration of all areas disturbed by construction. ' 4-14 Debt Service ' East Kennydale Interceptor(CAG 96-079): This public works trust fund loan was issued in the amount of$2,093,740 and dated January 24, 1998. The interest rate is 2%. This loan was for construction of approximately 5,200 linear feet of 12 to 15 inch sanitary sewer pipe, 14 sewer manholes, replacement of the Devil's Elbow sanitary sewer lift station, 300 linear feet of 6 inch sanitary force main, fish habitat improvements, repair of access road, and associated asphalt patching and paving. Honeycreek(Sunset)Interceptor(CAG 96-078): This public works trust fund loan was issued in the amount of$1,840,568.45 and dated December 4, 1995. The interest rate is 2%. This loan was for construction of approximately 5,785 j linear feet of 15 to 18 inch sanitary sewer main, 15 sewer manholes, 3,300 square yards of asphalt paving, and related appurtenances to the construction of a sanitary sewer main. Corrosion Control Treatment Facilities (CAG 96-031/97-130): This public works trust fund loan was issued in the amount of$1,106,000 and dated January 6, 1997. The interest rate is 1%. This loan was for construction of a building on City property in Cedar River Park between well PW-8 and well PW-9 to store and pump chemicals for treating the water from wells RW. Maplewood Water Treatment Improvement(CAG 01-175): This public works trust fund loan was issued in the amount of$425,873 and dated January 17, 2002. The interest rate is .5%. This loan was to fund the costs to eliminate quality problems in water from the Maplewood wellfield wells. CT Pipeline for Wells RW-1, RW-2 and RW-3 (CAG 02-082): This public works trust fund loan was issued in the amount of$522,180 and dated November 5, 2002. The interest rate is .5%. This loan was for construction of the CT detention pipeline for wells RW-1, RW-2 and RW-3 at Liberty Park. i 1 t i 1 Deb!Service 4-15 This page is intentionally left blank 1 1 i 1 1 i 1 1 1 1 4-16 Debt Service 1 2004 ............................ Debt Service r Y a ; City of Renton,Washington BUDGET 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Debt sewice Introduction The Debt Services section provides an extensive overview of the City's debt program. It includes financial data on debt limitations, property tax rates and property tax revenues, long-term debt service requirements, limited (non-voted) general obligation debt per capita, individual debt summaries, and a schedule of the City's overall outstanding debt. Figure 4-1 shows debt margin availability from 1999 through 2008. Table 4-1 provides an overview of the City's outstanding debt, including the total debt availability from 1999 through 2008. The table also includes a breakdown of property tax rates and property tax revenues. Figure 4-1. Debt Margin Availability $2v �--Non-Vote $1B0 —�—Vote 192.5 - 183.3 174.1 $150 165.3 156.9 0 142.8 Q $T20 137.4 c� 124.1 O 11D.8 $90 D2.5 92.9 79.8 86.2 $60 70.0 75.8 ' 4 50.8 56.4 58.2 $30 43.6 48.8 $0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 Projected ' Debt Service 4-1 Table 4-1. Projected Limitation of Indebtedness for General Purposes City and Overlapping Tax Rates, and Property Tax Revenue (Sheet I of 2) Title 1999 2000 2001 2002 2003 Indebtedness for General Purposes: Assessed Valuation(AV)Used for Next Yr's Levy/ Rates $4,258,500,750 $4,545,321,019 $5,062,641,752 $5,593,880,488 $5,793,213,325 Without a Vote: Legal Limit: 1.5% AV 63,877,511 68,179,815 75,939,626 83,908,207 86,898,200 , General Obligation Bonds Outstanding 21,203,906 20,151,906 25,580,583 28,272,581 29,575,010 Installment Notes/Contracts Outstanding 242,856 218,831 193,707 167,440 139,972 Total Outstanding Debt 21,446,762 20,370,737 25,774,290 28,440,021 29,714,982 Less:Amount Available for Debt Service 1,151,400 951,092 654,025 977,826 1,026,717 Debt Margin Without A Vote $43,582,149 $48,760,170 $50,819,361 $56,446,012 $58,209,935 ' With a 3/5%Vote: Legal Limit: 2.50%of AV $106,462,519 $113,633,025 $126,566,044 $139,847,012 $144,830,333 ' Outstanding Debt 5,020,000 3,975,000 3,515,000 3,030,000 2,665,000 Less:Amount in Debt Service Funds 1,103,600 1,145,663 1,048,876 560,698 588,733 ' Debt Margin Available With Vote $102,546,119 $110,803,688 $124,099,920 $137,377,710 $142,754,066 Total Debt Margin Available $146,128,268 $159,563,859 $174,919,281 $193,823,723 $200,964,001 ' City and Overlapping Tax Rates: (Per$1000 of Assessed Value) City of Renton General Levy $3.42726 $3.39877 $3.27385 $3.26036 $3.18871 ' City of Renton Special Levy 0.31981 0.28488 0.10078 0.09397 0.08865 Total City of Renton Tax Rate $3.74707 $3.68365 $3.37463 $3.35433 $3.27736 , King County 1.77385 1.68951 1.55218 1.44949 1.34948 Port of Seattle 0.23898 0.21585 0.19029 0.18956 0.25895 , Hospital District#1 0.15354 0.11830 0.09873 0.09643 0.09254 Renton School District#403 3.78290 3.65397 3.36669 3.11288 2.98691 State of Washington 3.35872 3.30278 3.14502 2.98946 2.89680 Emergency Medical Services 0.29000 0.27299 0.24624 0.25000 0.24143 Total Property Tax Rate $13.34506 $12.93705 $11.97378 $11.44215 $11.10347 Property Tax Revenue: General Levy $14,310,777 $15,125,785 $16,253,829 $17,871,034 $18,758,300 Special Levy 1,339,623 1,275,911 523,017 510,660 507,700 Total Property Taxes $15,650,400 $16,401,696 $16,776,846 $18,381,694 $19,266,000 4_2 Debt Service ' Table 4-1. Projected Limitation oflndebtedness,for General Purposes City and Overlapping Tax Rates, and Property Tax Revenue (Sheet 2 of 2) Projected Title 2004 2005 2006 2007 2008 Indebtedness for General Purposes: Assessed Valuation(AV)Used for Next Yr's Levy/ Rates $6,343,166,272 $6,660,324,586 $6,993,340,815 $7,343,007,856 $7,710,158,248 Without a Vote: MLegal Limit: 1.5% AV 95,147,494 99,904,869 104,900,112 110,145,118 115,652,374 General Obligation Bonds Outstanding 26,094,154 25,158,449 26,248,501 25,169,575 24,107,000 Installment Notes/Contracts Outstanding 111,250 81,217 49,813 16,976 0 'M Total Outstanding Debt g 26,205,404 25,239,666 26,298,314 25,186,551 24,107,000 Less:Amount Available for Debt Service 1,078,053 1,131,956 1,188,554 1,247,981 1,310,380 Debt Margin Without A Vote $70,020,143 $75,797,159 $79,790,352 $86,206,548 $92,855,754 With a 3/5%Vote: Legal Limit: 2.50%of AV $158,579,157 $166,508,115 $174,833,520 $183,575,196 $192,753,956 Outstanding Debt 2,280,000 1,870,000 1,440,000 985,000 985,000 Less:Amount in Debt Service Funds 618,170 649,078 681,532 715,609 751,389 Debt Margin Available With Vote $156,917,326 $165,287,193 $174,075,052 $183,305,805 $192,520,345 Total Debt Margin Available $226,937,470 $241,084,351 $253,865,404 $269,512,353 $285,376,099 City and Overlapping Tax Rates: (Per$1000 of Assessed Value) City of Renton General Levy $3.22060 $3.25280 $3.28533 $3.31818 $3.35137 City of Renton Special Levy 0.07801 0.06865 0.06041 0.05316 0.04678 Total City of Renton Tax Rate $3.29861 $3.32145 $3.34574 $3.37135 $3.39815 King County 1.36297 1.37660 1.39037 1.40427 1.41832 Port of Seattle 0.26154 0.26415 0.26680 0.26946 0.27216 Hospital District#1 0.09347 0.09440 0.09534 0.09630 0.09726 Renton School District#403 3.01678 3.04695 3.07742 3.10819 3.13927 State of Washington 2.92577 2.95503 2.98458 3.01442 3.04457 Emergency Medical Services 0.24384 0.24628 0.24875 0.25123 0.25375 Total Property Tax Rate $11.20298 $11.30487 $11.40899 $11.51523 $11.62347 Property Tax Revenue: General Levy $18,945,883 $19,136,000 $19,328,000 $19,522,000 $19,718,000 Special Levy 507,700 515,610 514,815 517,463 517,463 Total Property Taxes $19,453,583 $19,651,610 $19,842,815 $20,039,463 $20,235,463 Source Assessed Valuation,and Property Tax Rates: 1998-2002 King County Department of Assessments. Debt Margin:City of Renton Finance Department Debt Service 4_; Figure 4-2 provides the percentage breakout and the total property taxes paid by all taxpayers within the City of Renton for 2004. These tax totals are based on $1000,000 assessed valuation. Figure 4-2. Property Tax Allocation Among Overlapping "Jurisdictions"-2004 Emergency Medical ' $24,2% State of Washington $293,260/6 City of Renton , $330,30% IGng County $136, 12% Renton Schools Port -- of Seattle $302,27% - - $26,2% , Hospital District 1 4-4 Debt Service ' r 110 Table 4-2 describes the City's long-term debt program and shows the various forms of debt. an The City's long-term debt is accounted for in three areas: 1) General Obligation Long Term debt(debt in this classification is paid from property taxes and is a general obligation of the City); 2) Proprietary-type Long Term debt(operating Ir revenue of the individual proprietary funds are used to satisfy this debt which includes Revenue Bonds, Public Works Trust Fund Loans and Contact/Lease IN debt); and 3) Special Assessment Long Term debt(special assessment payments from participants in each special assessment district are used to satisfy this debt). The City is in compliance with all Washington State debt limitation statutes and bond indenture agreements. The City's most current bond ratings from Fitch, and Standard and Poor rating agency for General Obligation Bonds and Revenue Bonds are A+and AA-, respectively. r Table 4-2 is a summary of long-term debt transactions of the City for the year ending December 31, 2003. Table 4-2. Long-Term Debt General Obligation Public Works Special Total Long Term Revenue Trust Fund contract/ Assessment Long-Term Item Debt Bonds Loans Lease Debt Debt Debt ' Outstanding 1/02/03 $33,797,023 $31,230,000 $8,222,135 $7,238 $0 $73,256,396 Issued 0 8,035,000 0 78,192 0 8,113,192 Redeemed 1,551,041 10,195,000 642,689 24,614 0 12,413,344 ' Outstanding 12/31/03 $32,245,982 $29,070,000 $7,579,446 $60,816 $0 $68,956,244 Debt Service 4-5 r Debt Service to Maturity r Table 4-3 is a schedule showing the debt service requirements to maturity for the City's long-term debt. , Table 4-3. Debt Service Requirement to Maturity Long-Term Debt Summary as of December 31, 2003 (Dollars in Thousands) General Obligation Revenue Public Works Trust Contract/ Special Total Long Term Debt Bonds Fund Loans Leases Debt Assessment Debt Long-Term Debt ' Year Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest 2004 1,478 1,575 1,725 1,201 643 90 24 2 0 0 3,870 2,868 ' 2005 1,522 1,788 1,890 1,150 608 83 25 0 0 0 4,045 3,021 2006 1,503 1,811 1,950 1,092 608 76 9 0 0 0 4,070 2,979 2007 1,567 1,812 2,025 1,022 608 69 0 0 0 0 4,200 2,903 ' 2008 1,560 1,815 2,105 939 608 62 0 0 0 0 4,273 2,816 2009 1,665 1,688 2,185 860 608 55 0 0 0 0 4,458 2,603 , 2010 1,704 1,137 2,265 777 608 48 0 0 0 0 4,577 1,962 2011 1,768 1,067 2,355 688 608 40 0 0 0 0 4,731 1,795 ' 2012 1,857 995 2,455 584 608 33 0 0 0 0 4,920 1,612 2013 1,940 900 1,150 483 582 26 0 0 0 0 3,672 1,409 ' 2014 2,031 800 1,105 447 412 20 0 0 0 0 3,548 1,267 2015 2,133 694 1,145 396 407 15 0 0 0 0 3,685 1,105 2016 1,995 582 765 342 313 9 0 0 0 0 3,073 933 ' 2017 2,095 479 805 307 99 3 0 0 0 0 2,999 789 2018 1,615 371 1,000 270 50 1 0 0 0 0 2,665 642 , 2019 1,705 287 1,000 218 50 1 0 0 0 0 2,755 506 2020 1,800 199 1,000 165 50 0 0 0 0 0 2,850 364 2021 1,885 108 1,045 113 50 0 0 0 0 0 2,980 221 2022 285 14 1,100 58 27 0 0 0 0 0 1,412 72 ' Total $32,108 $18,122 $29,070 $11,112 $7,547 $631 58 $2 $0 $0 $68,783 $29,867 4_6 Debt Service ' r Figure 4-3 summarizes the City's limited tax general obligation debt from 1995 through 2010. Limited tax general obligation debt is incurred without the vote of the Renton populace while unlimited tax general obligaiton debt is incurred with voter approval. Table 4-4 further calculates limited tax a general obligation debt per capita. j Figure 4-3. Limited Tax General Obligation Debt Through 2010 LIMITED TAX GENERAL OBLIGATION DEBT SERVICE .. $3,000 $2,500 Ccc $2,000 0 c $1,500 o $1,000 E a $500 1- HJ I $0 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 ■Other LTGO Debt p2001 LTGO(Parking Garage) [3 2002 LTGO(Fire Station) Table 4-4. Limited Tax General Obligation Debt Per Capita Limited Tax GO Annual Debt Service Year (Amounts in 000's) Population Per Capita 1995 $1,900 44,890 $42.33 1996 1,839 45,170 $40.71 bow 1997 1,884 45,920 $41.03 1998 1,977 46,270 $42.73 1999 2,008 47,620 $42.17 2000 1,990 48,270 $41.23 2001 2,016 51,140 $39.42 2002 2,316 53,840 $43.02 2003 2,544 54,286 $46.86 2004 2,542 54,732 $46.44 2005 2,795 55,178 $50.65 2006 2,800 55,624 $50.34 2007 2,861 56,070 $51.03 2008 2,856 56,516 $50.53 ' 2009 2,835 56,962 $49.77 2010 2,841 57,409 $49.49 Note The 2001 LTGO(Parking Garage),2002 LTGO(Fire Station)Debt Service and Valley Communications debt is included in the Limited Tax GO Annual Debt Service column in this table) •Population projections 2003-2010 provided by City of Renton Economic Development,Neighborhoods, ' Strategic Planning Department. Population growth assumptions exclude potential annexation areas. Debt Service 4-7 Table 4-5 provides a schedule of all the City's outstanding debt for limited and unlimited tax general obligation bonds, installment contracts, revenue bonds, Public Works Trust Fund loans, capital leases, and local improvement district (LID) bonds and notes. The table further outlines interest rates, issue and maturity dates, and the total amount of debt issued. It also provides a financial summary of the outstanding status of the debt. Table 4-5. Outstanding Debt (Sheet 1 of 2) Total Outstanding Interest Issue Maturity Amount Item Rates Date Date Issued 1/12003 Issued Redeemed 12/31/2003 ' General Obligation Bonds: Limited 1994 G O Bonds 4.60%-6.30% 12/01/94 12/01/04 980,000 65,000 0 30,000 35,000 , 1996 G O Bonds 4.25%-5.40% 10/15/96 10/15/06 553,337 396,012 0 10,000 386,012 1997 G O Refunding Bonds 5.25%-5.55% 05/01/97 12/01/06 2,683,827 2,683,827 0 849,573 1,834,254 1997 G O Bonds 5.55%-5.75% 05/01/97 12/01/17 14,697,744 2,037,744 0 0 2,037,744 , 2000 G O Valley Communications 5.31% 09/15/00 12/01/15 2,551,600 2,327,000 0 134,000 2,193,000 2001 G O Refunding Bonds 2.10%-4.85% 10/18/01 12/01/17 13,505,000 13,195,000 0 0 13,195,000 2001 G O Bonds 4.90%-5.00% 10/18/01 12/01/21 6,000,000 6,000,000 0 0 6,000,000 ' 2002 G O Bonds 2.50%-5.00% 07/15/02 12/01/22 3,895,000 3,895,000 0 135,000 3,760,000 Subtotal Limited GO 44,866,508 30,599,583 0 1,158,573 29,441,010 Unlimited ' 1993 G O Refunding Bonds- Sr.Housing 2.70%-5.20% 09/01/93 02/01/09 4,270,000 3,030,000 0 365,000 2,665,000 Subtotal Unlimited GO 4,270,000 3,030,000 0 365,000 2,665,000 ' Total General Obligation Bonds 49,136,508 33,629,583 0 1,523,573 32,106,010 Installment Contracts: Certificates of Participation 4.51% 09/01/98 06/01/08 278,172 167,440 0 27,468 139,972 Total Installment Contracts 278,172 167,440 0 27,468 139,972 Total General Obligation Debt 49,414,680 33,797,023 0 1,551,041 32,245,982 Revenue Bonds: 1993 Water/Sewer 3.00%-5.375% 08/01/93 04/01/13 5,285,000 3,530,000 0 3,530,000 0 1993 Water/Sewer Refunding 3.00%-5.375% 08/01/93 04/01/10 8,860,000 5,650,000 0 5,650,000 0 1994 Water/Sewer 5.45%-6.55% 11/01/94 11/01/04 3,570,000 420,000 0 420,000 0 1998 Water/Sewer Refunding 3.70%-5.10% 03/01/98 06/01/13 6,120,000 5,545,000 0 245,000 5,300,000 1999 Golf System Refunding 3.25%-5.30% 04/01/99 12/01/15 5,040,000 4,105,000 0 235,000 3,870,000 ' 2002 Water/Sewer 2.50%-5.25% 07/01/02 12/01/22 11,980,000 11,980,000 0 115,000 11,865,000 2003 Water/Sewer Refunding 2.00%-3.70% 10/01/03 06/01/13 8,035,000 0 8,035,000 0 8,035,000 Total Revenue Bonds 48,890,000 31,230,000 8,035,000 10,195,000 29,070,000 ' �t s a "1 4-8 Debt Service j Y irr Table 4-5. Outstanding Debt (Sheet 2 of 2) Total Outstanding Interest Issue Maturity Amount Item Rates Date Date Issued 1/12003 Issued Redeemed 12/31/2003 Public Works Trust Fund Loans: Sierra Hts Sewer Impry 3.00% 10/20/92 07/01/12 888,462 256,425 0 25,642 230,783 Central Renton Sewer Replacement 1.00% 06/14/93 07/01/15 1,631,800 1,066,354 0 87,484 978,870 East Renton Interceptor 2.00% 06/14/93 07/01/13 2,542,704 1,480,270 0 134,570 1,345,700 Dayton Avenue NE 2.00% 05/24/94 07/01/14 96,958 61,237 0 5,103 56,134 Sanitary Sewer Grouting 2.00% 05/19/94 07/01/04 349,011 123,605 0 61,802 61,803 NE 27th/Aberdeen Drainage Improvements 1.00% 06/27/95 07/01/15 731,000 553,667 0 42,590 511,077 E Kennydale Interceptor 2.00% 06/26/96 07/01/16 2,093,740 1,635,962 0 116,855 1,519,107 Honeycreek Interceptor 2.00% 06/26/96 07/01/16 1,840,568 1,356,208 0 96,872 1,259,336 Corrosion Control Treatment Facilities 1.00% 03/26/96 07/01/17 1,106,000 740,354 0 49,357 690,997 Maplewood Water Treatment Improvements 0.50% 01/17/02 07/01/06 425,873 425,873 0 22,414 403,459 Construct CT Pipeline for r Wells 0.50% 11/5/02 07/01/22 522,180 522,180 0 0 522,180 Total Public Works Trust Fund Loans 12,228,296 8,222,135 0 642,689 7,579,446 Capital Leases: r Yamaha Golf Course Carts 5.437% 04/01/00 04/01/03 80,668 7,238 0 7,238 0 ' Club Car Gold Course Carts 3.810% 04/01/03 04/01/06 78,192 0 78,192 17,376 60,816 Total Capital Leases 158,860 7,238 78,192 24,614 60,816 Total Outstanding Debt 110,691,836 73,256,396 8,113,192 12,413,344 68,956,244 The ram s Cit ' debt program conforms to the ' City's p g e City s overall financial policy of ' maintaining a fiscally stable position to achieve short and long-term goals. A separate City Debt Manual has been prepared and is included as reference in the Finance Department's library. The Debt Manual has been utilized as a vital guide in the preparation of the City's debt program. The manual provides extensive information on general obligation debt, revenue bonds, public works trust fund loans, special assessment debt, contract/lease debt and other miscellaneous debt such as interfund loans and joint venture debt obligations. It also includes the City's most current bond ratings by various independent rating agencies, the City's debt capacity and margin of available indebtedness, and long-term projections for the City's debt service. ' Debt Service 4-9 LIMITED NON-VOTED) TAX GENERAL OBLIGATION DEBT ' 1994 Limited Tax General Obligation Bonds (Ordinance#4483): The 1994 Limited Tax General Obligation Bonds were issued in the amount of$980,000 and ' dated December 1, 1994. The average interest rate is 5.76%. These bonds were issued to finance the acquisition of various equipment rental additions and ' replacements. The debt service was 100%apportioned to the Equipment Rental Fund(501). However,beginning in 1999, the debt service is now accounted for 100% in the General Governmental Miscellaneous Debt Service Fund(215). ' Interest rate coupons on outstanding bonds range from 5.3% through 6.3%. The final bonds will mature on December 1, 2004. $670,000 of these bonds was ' refunded May 1, 1997. See 1997 Limited Tax General Obligation Refunding Bonds Series A. The last two maturities (2003 and 2004) remain unrefunded. 1996 Limited Tax General Obligation Bonds (Ordinance#4635): The 1996 , Limited Tax General Obligation Bonds were issued in the amount of$553,337 and dated October 15, 1996. The average interest rate is 5.95%. The bonds were issued ' in denominations of$1,000. The bonds consisted of$410,000 serial bonds and $240,000 capital appreciation bonds ($143,336.72 Principal and$96,663.28 Interest). The capital appreciation bonds are due in years 2001, 2005, and 2006 where interest, at rates of 5.1%, 5.5%, and 5.6%, will accrue from date of issuance and be paid at maturity. The proceeds from the bonds were used to acquire two fire , apparatus pumpers. The bond sale was handled by City staff for purposes of selling the bonds to local citizens. The last bonds will mature October 15, 2006. Interest , rate coupons on serial bonds range from 4.25%through 5.4%. These bonds were not rated. The debt service for these bonds is accounted for in the General Governmental Miscellaneous Debt Service Fund(215). , 1997 Limited Tax General Obligation Refunding Bonds Series A (Ordinance #4661): The 1997 Limited Tax General Obligation Refunding Bonds Series A were ' issued in the amount of$2,683,826.70 and dated May 1, 1997 with an average interest rate of 6.63% for purposes of advance refunding the following bonds: 1978 Limited Tax General Obligation Bonds,maturing February 1, 1998,with an average ' interest rate of 5.50% all apportioned to 1978 Limited Tax General Obligation Bonds-Senior Center Fund(207); 1989 Limited Tax General Obligation Bonds, ' maturing March 1, 1998 through March 1, 2002, with an average interest rate of 6.9% apportioned 80.1%to the General Governmental Miscellaneous Debt Service Fund(215) and 19.9%to the Equipment Rental Fund(501); 1992 Limited Tax ' General Obligation Bonds, maturing October 28, 1997 through December 1, 2002, with an average interest rate of 4.55% apportioned 77%to the General ' Governmental Miscellaneous Debt Service Fund(215) and 23% to the Equipment Rental Fund(501); 1993 Limited Tax General Obligation Bonds,maturing February 22, 1997 through December 1, 1999, with an average interest rate of 4.75% all ' 4_10 Debt Service , im apportioned to the Solid Waste Utility Fund (403); and 1994 Limited Tax General Obligation Bonds, maturing December 5, 1997 though December 31, 2002, with an average interest rate of 5.7% all apportioned to Equipment Rental Fund(501). Beginning in 1999, the debt service for these bonds is now accounted for 97.11%in the General Governmental Miscellaneous Debt Service Fund(215) and 2.89% in the 1978 Limited Tax General Obligation Bonds- Senior Center Fund (207). 1997 Limited Tax General Obligation Bonds Series B (Ordinance#4662): The 1997 Limited Tax General Obligation Bonds Series B were issued in the amount of$14,697,743.60 and dated May 1, 1997. The bonds consisted of $12,660,000 serial bonds, with an average interest rate of 5.79%, and $3,830,000 capital appreciation bonds ($2,037,743.60 Principal and ka $1,792,256.40 Interest), with an average interest rate of 7.79%. The capital appreciation bonds are due in years 2006,2007,2008 and 2009 where interest, at rates of 5.55%, 5.6%, 5.65% and 5.75%, will accrue from date of issuance and be paid at maturity. The proceeds from the bonds were used to acquire the Main and Grady Building. The $12,660,000 serial bonds were refunded November 1, 2001. See 2001 Limited Tax General Obligation Refunding Bonds. The $3,830,000 capital appreciation bonds remain unrefunded. The debt service for these bonds is accounted for in the 1997 Limited Tax General Obligation Bonds- City Hall Fund(201). 2001 Limited Tax General Obligation Refunding Bonds Series A (Ordinance #4922): The 2001 Limited Tax General Obligation Refunding Bonds Series A were issued in the amount of$13,505,000 and dated November ' 1,2001 with an average interest rate of 5.02%for purposes of advance refunding the serial bond portion of the 1997 Limited Tax General Obligation Bonds with an average interest rate of 5.79%. This resulted in a positive cash flow difference of$393,062. Proceeds of the 1997 Limited Tax General Obligation Bonds were used to acquire the Main and Grady building. Interest rate coupons on outstanding bonds range from 2.15% through 5.25%. The last bonds will mature December 1, 2017. The debt service for these bonds is accounted for in the 1997 Limited Tax General Obligation Bonds—City Hall Fund(201). 2001 Limited Tax General Obligation Bonds Series B (Ordinance#4922): The 2001 Limited Tax General Obligation Bonds Series B were issued in the ' amount of$6,000,000 and dated November, 1,2001,with an average interest rate of 5.11%. The proceeds of the bonds were used to finance the construction of a downtown parking facility. Interest rate coupons on outstanding bonds range from 5.00% through 5.25%. The last bonds will mature December 1,2021. The debt service for these bonds is accounted for in the General Governmental Miscellaneous Debt Service Fund(215). Debt Service 4-11 2002 Limited Tax General Obligation Bonds (Ordinance#4977): The 2002 Limited Tax General Obligation Bonds were issued in the amount of$3,895,000 and dated July 15, 2002, with an average interest rate of 4.53%. The proceeds of the bonds were used to finance the construction of a new fire station. Interest rate coupons on outstanding bonds range from 2.5%through 5.00%. The last bonds will mature December 1, 2022. The debt service for these bonds is accounted for in the General Governmental Miscellaneous Debt Service Fund(215). Valley Communications Center Development Authority Bonds (Ordinance ' #4836) were issues and dated September 15, 2000 in the amount of$12,758,000 (City of Renton portion $2,551,600) with an average interest rate of 4.74%. The bonds were issued for the purpose of providing funds to acquire, construct and equip a new facility, including land acquisition, for the operation of the Valley Communications Center. Valley Communications Center provides emergency ' communication services, an essential government service, to the Cities of Auburn, Federal Way, Kent, Renton, Tukwila, and other governmental agencies in South , King County. The City of Renton, in accordance with Ordinance No. 4836, is responsible for the payment of their one-fifth share of principal and interest. Interest rate coupons on outstanding bonds range from 4.3% through 5.375%. The last bonds will mature December 1, 2015. The debt service for these bonds is accounted for in the General Governmental Miscellaneous Debt Service Fund(215). ' A review of Valley Communication Center records was performed in 2003 and additional reserves were identified over and above those required. As a result, the ' City will not be required to pay their debt service payment due for 2004. Additional analysis will be performed for 2005 and 2006. UNLIMITED (VOTED) TAX GENERAL OBLIGATION DEBT 1993 Unlimited Tax General Obligation Refunding Bonds (Ordinance#4417): The 1993 Unlimited Tax General Obligation Refunding Bonds were issued in the amount of$4,270,000 and dated September 1, 1993. The average interest rate is 4.92%. These bonds were issued for purposes of refunding the callable portion of the outstanding 1989 Unlimited Tax General Obligation Bonds to realize savings from a reduction in interest rates, or a savings in property tax to homeowners of about 45 cents per year on a $100,000 home. The last bonds will be fully redeemed on February 1, 2009. Interest rate coupons on outstanding bonds range from 5.2% through 6.1%. The debt service on these bonds is accounted for in the 1989 Unlimited Tax General Obligation Bonds-Senior Housing Fund(219). 4.12 Debt Service r CERTIFICATES OF PARTICIPATION 1998 Certificates of Participation (Resolution #3346): The 1998 Certificates of Participation were issued through a State administered Lease Purchase agreement in September 1998 for the purchase of Energy Conservation/Lighting Retrofit Project for the new city hall. The lease agreement terms are $278,171.50 for ten (10) years at 4.51% interest. The debt service for these certificates is accounted for in the General Governmental Miscellaneous Debt Service Fund(215). REVENUE BONDS 1998 Water/Sewer Refunding Revenue Bonds(Ordinance#4709): The 1998 Water/Sewer Refunding Revenue Bonds were issued in the amount of $6,120,000 and dated March 1, 1998. The average interest rate is 4.456%. These bonds were issued to refund a portion of the 1977, 1992, and 1994 Water/ Sewer Revenue Bonds. As a result of the 2003 Refunding Revenue Bonds, the reserve requirement is an amount equal to highest annual debt service on the bonds. The reserve currently being held on these bonds is $726,329. 1999 Golf System Refunding Revenue Bonds (Ordinance #4772): The 1999 Golf System Refunding Revenue Bonds were issued in the amount of $5,040,000 and dated April 1, 1999. The average interest rate is 4.9634%. These bonds were issued to refund the 1994 Golf System Revenue Bonds. The reserve requirement is an amount equal to the least of(a) maximum annual debt service on all outstanding bonds and parity bonds, (b) 125% of average annual debt service on all outstanding bonds and parity bonds or(c) 10% of the proceeds of the bonds and parity bonds. The reserve currently being held on Ithese bonds is $441,358. 2002 Water/Sewer Revenue Bonds (Ordinance#4976): The 2002 Water/ Sewer Revenue Bonds were issued in the amount of$11,980,000 and dated July 1, 2002. The average interest rate is 4.80%. As a result of the 2003 Refunding Revenue Bonds, the reserve requirement is an amount equal to the highest annual debt service of the bonds. The reserve currently being held on these bonds is $1,496,862. ' 2003 Water/Sewer Refunding Revenue Bonds(Ordinance#5019): The 2003 Water/Sewer Refunding Revenue Bonds were issued in the amount of ' $8,035,000 and dated October 1, 2003. The purposes of these bonds were to defease the entire City's outstanding Water/Sewer Bonds for 1993 and 1994. The average interest rate is 3.20%. As a result of this bond, the reserve requirement is an amount equal to the highest annual debt service of the bonds. Debt Service 4-13 PUBLIC WORKS TRUST FUND LOAN DEBT Sierra Heights Sewer Repair(CAG 92-065): This public works trust fund loan was issued in the amount of$888,462 and dated January 20, 1992. The interest rate is 2%. This loan was for the installation of approximately 5,500 lineal feet of 8-inch diameter gravity sewer main to service the Sierra Heights area. This will include the AN neighborhood mains as well as an interceptor line down to the existing Honey Creek Interceptor. Central Renton Sewer Replacement (CAG 93-056/95-057): This public works trust fund loan was issued in the amount of$1,631,800.47 and dated May 24, 1993. The interest rate is I%. This loan was for the replacement of approximately 10,400 linear feet of existing 8" concrete sewer pipe within the Central Renton Subbasin with new 8" sewer pipe, replacement of 40-50 manholes, replacement of approximately 8,400 linear feet of alleyway as well as an undetermined quantity of storm drainage improvements. East Renton Interceptor (CAG 93-055): This public works trust fund loan was , issued in the amount of$2,542,704 and dated June 7, 1993. The interest rate is 1%. This loan was for the construction of approximately 9,865 feet of 8,12,15 and 18 , inch pipe from the East Renton area(NE 4th and Duvall Ave NE)westerly along NE 4th Street southerly to the Maple Valley Highway, installation of manholes, street restoration and landscaping. , Dayton Avenue NE (CAG 94-045): This public works trust fund loan was issued in the amount of$96,957.47 and dated May 12, 1994. The interest rate is 2%. This loan was for the installation of approximately 870 linear feet of 8" sanitary sewer main, 3 manholes, and 22-side sewer stubs and street restoration including an asphalt overlay. Expansion to our current infrastructure that will provide sanitary sewer service to a portion of an existing developed single-family neighborhood that currently is utilizing on-site septic systems. Sanitary Sewer Grouting (CAG 94-046): This public works trust fund loan was issued in the amount of$349,010.80 and dated May 12, 1994. The interest rate is ' 2%. This loan was for the grouting and rehabilitation of Honey Creek and South Highlands subbasins including mainline and manhole grouting, various pipe-lining techniques and removal of inflow sources from the sewer system to a storm system. ' NE 27th/Aberdeen Drainage Improvements (CAG 95-058): This public works trust fund loan was issued in the amount of$731,000 and dated May 15, 1995. The ' interest rate is I%. This loan was for surveying,design,permitting and construction of approximately 2,800 feet of new 18 or 24-inch stormwater pipe. The project includes manholes, catch basins, control structures, relocation of conflicting utilities, pavement patching and overlay and restoration of all areas disturbed by construction. 4-14 Debt Service East Kennydale Interceptor(CAG 96-079): This public works trust fund loan was issued in the amount of$2,093,740 and dated January 24, 1998. The interest rate is 2%. This loan was for construction of approximately 5,200 linear feet of 12 to 15 inch sanitary sewer pipe, 14 sewer manholes, replacement of the Devil's Elbow sanitary sewer lift station, 300 linear feet of 6 inch sanitary force main, fish habitat improvements, repair of access road, and associated asphalt patching and paving. Honeycreek(Sunset)Interceptor(CAG 96-078): This public works trust fund loan was issued in the amount of$1,840,568.45 and dated December 4, 1995. The interest rate is 2%. This loan was for construction of approximately 5,785 linear feet of 15 to 18 inch sanitary sewer main, 15 sewer manholes, 3,300 square yards of asphalt paving, and related appurtenances to the construction of a sanitary sewer main. Corrosion Control Treatment Facilities (CAG 96-031/97-130): This public works trust fund loan was issued in the amount of$1,106,000 and dated January 6, 1997. The interest rate is 1%. This loan was for construction of a building on City property in Cedar River Park between well PW-8 and well PW-9 to store and pump chemicals for treating the water from wells RW. Maplewood Water Treatment Improvement (CAG 01-175): This public works trust fund loan was issued in the amount of$425,873 and dated January 17, 2002. The interest rate is .5%. This loan was to fund the costs to eliminate ' quality problems in water from the Maplewood wellfield wells. CT Pipeline for Wells RW-1, RW-2 and RW-3 (CAG 02-082): This public ' works trust fund loan was issued in the amount of$522,180 and dated November 5, 2002. The interest rate is .5%. This loan was for construction of the CT detention pipeline for wells RW-1, RW-2 and RW-3 at Liberty Park. ' Debt Service 4.15 rs This page is intentionally left blank r 1 i 1 1 1 1 1 1 1 1 4_16 Debt Service 1 " nx e� x Vii, 2. �SYe r 2004 Capital Improvement Program dim! ! �6 111/ ! w e r. �y k WIIW *City of Renton,Washington BUDGET 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Cap" 47mp Ywy4am t The Capital Improvement Program of the City of Renton is supported by several city departments, Transportation Systems, the Waterworks Utility and the City- owned Renton Airport and Maplewood Golf Course, support the Capital Improvement Program of the City of Renton. Table 5-1 summarized the financial support and projected investment in capital improvement. Tables 5-2 through 5-5 provide a detailed look at the projected total investment. Capital Improvement Program 5-I Table 5-1. CIP Financial Participation (in thousands of dollars) Capital Improvement Program Participation by Department 2004 2005 2006 2007 2008 2009 Total Administration 1,525 2,715 9,375 1,375 1,375 1,375 17,740 Community Services 983 8,387 8,824 4,715 1,325 5,625 29,859 Transportation 8,462 7,967 5,655 19,629 46,323 37,930 125,966 Airport 25 170 275 - - - 470 Golf Course 320 335 155 350 1,960 175 3,295 Water Utility 8,430 3,830 3,690 2,900 2,800 4,000 25,650 Wastewater Utility 4,250 2,400 2,600 2,600 2,600 2,600 17,050 Surface Water Utility 4,150 2,000 2,000 2,200 1,950 1,650 13,950 Total CIP By Department 28,145 27,804 32,574 33,769 58,333 53,355 233,980 1 t d I 3 3 S 5-2 Capital Improvement Program s i r Table 5-2. Acquisition Expenditures (in thousands of dollars) Acquisition by Department 2004 2005 2006 2007 2008 2009 Total Administration - Community Services Transportation °j Airport ( Golf Course Water Utility Wastewater Utility Surface Water Utility Total Acquisition Table 5-3. Development Expenditures (in thousands of dollars) Development by Department 2004 2005 2006 2007 2008 2009 Total Community Services 215 7,100 7,950 3,800 285 3,275 22,625 Transportation 8,031 7,562 5,250 19,224 45,918 37,525 123,510 Airport _ _ _ _ _ _ Golf Course 180 185 - 180 1,900 75 2,520 Water Utility 7,070 2,440 2,440 1,440 1,040 2,040 16,470 Wastewater Utility 3,000 1,000 - - - - 4,000 Surface Water Utility 3,505 1,500 1,540 1,750 1,500 800 10,595 Total Development 23,526 22,502 26,555 27,769 52,018 45,090 197,460 r Table 5-4. Major Maintenance Expenses (in thousands of dollars) Major Maintenance by Department 2004 2005 2006 2007 2008 2009 Total ' Community Services 768 1,287 874 915 1,040 2,350 7,234 Transportation 431 405 405 405 405 405 2,456 Airport 25 170 275 - - - 470 Golf Course 140 150 155 170 60 100 775 Water Utility 1,120 1,270 1,170 1,370 1,670 1,870 8,470 Wastewater Utility 1,200 1,300 2,600 2,600 2,600 2,600 12,900 Surface Water Utility 425 400 360 350 350 750 2,635 Total Major Maintenance 4,109 4,982 5,839 5,810 6,125 8,075 34,940 Table 5-5. Cost of Regulatory Compliance (in thousands of dollars) Regulatory Compliance by Department 2004 2005 2006 2007 2008 2009 Total Community Services 768 1,287 874 915 1,040 2,350 7,234 Transportation 431 405 405 405 405 405 2,456 Airport 25 170 275 - - - 470 Community Services _ _ _ Transportation Airport _ ' Golf Course _ _ _ Water Utility 240 120 80 90 90 90 710 Wastewater Utility 50 100 - - - - 150 ' Surface Water Utility 220 100 100 100 100 100 720 Total Regulatory Compliance 510 320 180 190 190 190 1,580 Capital Improvement Program 5-3 Administration Department CIP Allocation by Development Table 5-6 shows yearly CIP projections for the 8 projects included in the administration category. Table 5-6. Summary of Administration CIP Projections Development 2004 2005 2006 2007 2008 2009 Total t Fire Station 12 - - - - Fire Station 13 - 990 3,500 4,490 , Fire Station 15 25 350 4,500 4,875 Highlands Redevelopment - - - Information Services Division 1,350 1,325 1,325 1,325 1,325 1,325 7,975 Neighborhood Grant Program 50 50 50 50 50 50 300 Parking Garage - - - - " South Lake Washington Redevelopment 100 100 Explore Life - - - Total Development 1,525 2,715 9,375 1,375 1,375 1,375 17,740 Total Administration CIP 1,525 2,715 9,375 1,375 19375 1,375 17,740 5.4 Capital Improvement Program ' CIP MAP - Administration ... ` / LAKE BOREN i � Lake Washington a q �S 1, Boeing p 7 an Re `PACC R Renton Re ton `,'jx Kenw rth Pia Technical College a NE 4th St. � tir \^? S. 2nd�\ � wntown �- sw 7tn St. Maplewood j\ a\ t sw cs°a w6 al Golf Carse 40; in Custom Ser ices Training ent r �l r Valley Office ter it A. Highlands Redevelopment Program I z � _ B. Fire Station 15 SW 43,4 St H C. Parking Garage Valley edicaa l D. Fire Station 12 M E. South Lake Washington Redevelopment 6' �� City Wide t * Neighborhood Grant Program Y. Capital Improvement Program 5-5 Community Services Department Table 5-7 shows yearly CIP projection for 14 development projects and 5 maintenance projects. , Table 5-7. Summary of Community Services CIP Projections Development 2004 2005 2006 2007 2008 2009 Total Black River Riparian Forest - - - 85 75 160 Cedar River Ball Field Lighting 200 - - - 200 ' Cedar River Trail Extension - 1,000 1,000 2,000 City Neighborhood Beautification 20 - - 20 Comprehensive Plan Update - - ' Family Aquatic Center - - - - Grant Matching Program 100 200 200 200 200 200 1,100 Heather Downs Development - 50 750 - - 800 ' Liberty Park Playground - - - - - Maplewood Community Park Development - 500 3,000 3,000 6,500 New Maintenance Facility - 5,500 3,000 - - 8,500 Parks Contingency Plan 95 - - 95 North Highlands Community Center - 150 2,000 2,150 Pavilion Improvement - - Police Department Storage Bldgs - Regis Park Athletic Field Expansion - - 500 600 - - 1,100 Total 215 7,100 7,950 3,800 285 3,275 22,625 Major Maintenance Operational Facilities - 300 64 135 70 569 Leased Facilities - 290 - - - - 290 Public Facilities 370 242 420 225 90 80 1,427 Pavement Repair Program 70 140 - 70 70 70 420 Parks Major Maintenance Projects 328 315 390 485 810 2,200 4,528 Total Major Maintenance 768 1,287 874 915 1,040 2,350 7,234 Total Community Services CIP 983 8,387 8,824 4,715 1,325 5,625 29,859 5-6 Capital Improvement Program , r CIP MAP - Community Services r LIKE BORER' ------------------ 8 y� _ s 4 1 BMs trq�pl' 01 Boeing 7 ; 11 737 Plant i, Renton = K PACC R Renton O " Kenw rth Pla R ton Technical College ' 1��\z Air rt S 2+E ownt •.`�� SR 7tA St C Maplewood It «�{ � GO Carse I cAG 'pi 4 ingi ' ° `moo Cast Se ' es Training ent Valley Office ter A. Liberty Park Playground Relocation Lighting Renovation SW �St Valley and Water Line Installation Medica l B. Cedar River Trail Design/Playground Renovation at Gene Coulon Park C. Pavilion Improvements D. Police Department Storage Building Capital Improvement Program S_7 Transportation Department CIP Capital improvements affecting surface transportation include these 54 development projects and one major maintenance project Table 5-8. Summary of Transportation CIP Projects (Sheet 1 of 2) Development 2004 2005 2006 2007 2008 2009 Total Arterial Circulation Program 200 200 200 200 250 250 1,300 Arterial HOV Program 30 10 - - - - 40 Arterial Rehab.Prog. 104 113 301 287 96 154 1,054 Benson Rd S/S 31 st St 62 - - - - 62 Bicycle Route Dev.Program 20 18 18 110 80 80 326 Boeing Redevelopment 1,500 - - - - - 1,500 Bridge Inspection&Repair 19 140 614 40 19 40 872 Carr/Mill Signal 5 10 20 340 400 - 775 CBD Bike&Ped.Connections 68 10 10 590 410 5 1,093 1%for the Arts 50 30 30 50 30 30 220 Duvall Ave NE 983 2,242 - - - - 3,225 Duvall Ave NE-King County 927 1,929 1,680 - - - 4,536 Environmental Monitoring 100 75 50 25 25 25 300 GIS Needs Assessment 10 10 10 10 10 10 60 Grady Wy Approach at Rainier Av 20 - - - - - 20 Grady Wy Corridor Study 45 120 70 520 1,270 1,270 3,295 Houser Wy S-Main to Burnett - - - 810 - - 810 1-405 HOV Direct Access 20 10 5 - 35 Interagency Signal Coord. 12 - - - 12 Lake Wash.By Slip Plane 100 147 378 625 Lake Wash.Bv-Coulon to NE 44th 10 10 - 20 Lake Wash.By-Park to Coulon Pk 15 - - 15 Lind Av-SW 16th-SW 43rd 5 10 1,914 626 2,555 Logan Av Bridge Seismic Retrofit 3 - - - 3 Logan Av Concrete Panel Repair - - 460 - 460 Loop Replacement Program 20 20 20 20 20 20 120 Missing Links Program 30 30 30 30 30 30 180 NE 4th St/Hoquiam Av NE 358 - - - - - 358 NE 3rd/NE 4th Corridor 184 315 808 3,017 2,000 2,100 8,424 Oakesdale Ave.SW Phase 2 20 - - - - - 20 Park-Sunset Corridor 5 50 100 1,190 650 - 1,995 Pole Program 48 48 25 25 25 25 197 Project Development/Predesign 175 175 200 200 200 200 1,150 Rainier Av Corridor Study/Improv. 160 20 20 920 5,120 4,020 10,260 Renton Urban Shuttle(RUSH) 60 55 55 55 55 55 335 W RR Crossing Safety Prog. 5 5 10 - - 10 30 Sign Replacement Program 8 7 8 7 8 7 45 we South Renton Project 135 - - - - - 135 SR167/SW 27th SU Strander By 10 10 10 10 10 10 60 Strander By/SW 27th St Connect. 1,400 700 517 3,983 30,700 28,700 66,000 SR169 HOV-140th to SR900 38 - - 3,519 3,400 - 6,957 Sunset/DuvallIntersection - 381 - - 381 SunseU1-405 Interchange 10 - - 10 SW 7th St./Lind Ave SW 12 - - - 12 , TDM Program 64 64 64 64 64 64 385 S-8 Capital Improvement Program r. Table 5-8. Summary of Transportation CIP Projects (Sheet 2 of 2) Development 2004 2005 2006 2007 2008 2009 Total Traffic Efficiency Program 252 252 30 30 30 30 624 Traffic Safety Program 109 40 40 40 40 40 309 Trans Concurrency 40 10 10 40 10 10 120 Trans Valley ITS 5 - - - - 5 Transit Center Video 20 20 Transit Priority Signal System 239 - - - - - 239 Transit Program 40 35 35 80 80 80 350 Trans-Valley&Soos Creek Corr. 17 - - - - - 17 Walkway Program 250 250 250 250 250 250 1,500 WSDOT Coordination Program 10 10 10 10 10 10 60 Total Development 8,031 7,562 5,250 19,224 45,918 37,525 123,510 Major Maintenance Street Overlay Program 431 405 405 405 405 405 2,456 Total Maintenance 431 405 405 405 405 405 2,456 Total Transportation CIP 8,462 7,967 5,655 19,629 46,323 37,930 125,966 Capital Improvement Program 5-9 This page is intentionally left blank t t t t t t t t 1 t t t 1 1 5-10 Capital Improvement Program to CIP MAP - Transportation Will ow 1 9 Lake Washington G 7387 Plant aRenton = ton ltA K PAC o Tedrdcal Ak NE un s WrnowN SW 7M St. z t B ust D Val y OI ce ter any= i5 1 Va7ey Medwal A.SR 167/SW 27th Street HO V/Strander Connection B.SR 169 HOV— I40th Way SE to SR 900 C.Duvall Avenue NE—SR 900 to North City Limits D.CBD Bicycle&Pedestrian Connections E. Rainier Avenue—SR 167 to South 2nd St F. NE 3rd/4th Street Corridor Study and Signal Synchronization. G.NE Sunset By/Duvall Av NE Intersection H.SW 7th St/Lind Av SW Signal 1.Benson Rd S/S 31 st Street Signal City Wide: *Transit Priority Signal System *Transit Program *Walkway Program *Arterial HOV Program *Missing Links Program *Bicycle Route Program *Street Overlay Program *Environmental M onitoring *Traffic Safety Program *Traffic Efficiency Program Capital Improvement Program 5.11 Renton Airport Allocation by Development Table 5-9 shows yearly CIP projection for 14 development projects and 5 maintenance projects. Table 5-9. Summary of Renton Airport CIP Projections Development 2004 2005 2006 2007 2008 2009 Total Air Side/Land Side Separation - - 275 - - - 275 Apron C Utility Installation Runway Taxiway Lighting,Signage,Pavement Total Development - - 275 - - - 275 Maintenance Blast Fence Reconstruction 25 - - 25 ' Shoreline Stabilization - 70 70 Airport Layout Plan Update - 100 100 Total Maintenance 25 170 - - - - 195 Total Airport CIP 25 170 275 - - - 470 r 5-12 Capital Improvement Program rw CIP MAP - Renton Airport VW E , A. Airside/Landside Separation B. Apron C Utilities C. Runway/Taxiway Lighting, Signage & Pavement B D. Blast Fence Reconstruction is E. Shoreline =1 Stablization r F. Airport Layout Plan Update (not shown- Airport Wide) i A C !r D Capital Improvement Program 5-13 Maplewood Golf Course CIP The City plans for four development projects and one major maintenance project. Table 5-10. Summary of Maplewood Golf Course CIP Projections Development 2004 2005 2006 2007 2008 2009 Total Landscape and Patio Improvements - - - - - - - Parking Stall Addition and Cart Path Paving 185 - 185 Maintenance Bldg&Pump House - - 180 1,800 1,980 Reconstruction of the 8th Green and Fairway 180 - - 180 Reconstruction of the 13th and 15th Greens - 100 100 Reconstruction of the 1 st and 3rd Tee Boxes - - 75 75 Total Development 180 185 180 1,900 75 2,520 Major Maintenance Golf Course Major Maintenance 140 150 155 170 60 100 775 Total Major Maintenance 140 150 155 170 60 100 775 Total Golf Course CIP 320 335 155 350 1,960 175 3,295 1 1 1 t 5-14 Capital Improvement Program CIP MAP - Maplewood Golf Course i LAKE BORE.N Lake Washington qy P k �p Boeing 737 Plant = Renton Kenton Kenw th Pla K 4 Re ton l a Technical College a Air rt +E un St s as owntown A i SN 7th St. Maplewood C 1 t� is sW pray wo a Golf Carse Custom �r ler ices Training ent t Valley Office nter A. Maintenance Building and Pump s ` House Design mt LLJJ B. Landscape and Patio v SW 43d St H Improvements Valley Medikal C. Parking Stall Additions and Cart Path Paving F Capital Improvement Program 5-15 Water Utility Department CIP Allocation In order to improve and better protect our watershed, storage, and pumping facilities, the City of Renton plans for a variety of acquisition, development, and maintenance projects. Table 5-11. Summa ryof Water Utility Department CIP Projections Development 2004 2005 2006 2007 2008 2009 Total New Reservoirs and Pump Stations - 400 2,000 700 500 2,000 5,600 Supply Development&Water Quality Improvements 7,070 2,040 440 740 540 40 10,870 Total Development 7,070 2,440 2,440 1,440 1,040 2,040 16,470 Major Maintenance Water Main Rehabilitation 1,000 1,100 1,000 1,000 1,000 1,500 6,600 Main Replacement So.Downtown&Highlands - - - - - - - Automatic Meter Reading Conversion - - - 200 500 200 900 Water Utility Major Maintenance 120 170 170 170 170 170 970 Total Major Maintenance 1,120 1,270 1,170 1,370 1,670 1,870 8,470 Regulatory Compliance Water Utility Regulatory Compliance Program 240 120 80 90 90 90 710 Total Regulatory Compliance 240 120 80 90 90 90 710 Total Water UtilityCIP 8,430 3,830 3,690 2,900 2,800 4,000 25,650 L i 1 t 5-16 Capital Improvement Program CIP MAP - Water Utility LIKELIKE BORF,:V 0M Lake Washington B P gP 737 Boeing RentonPAC = Kenw rth Pla R Renton —q R ton 1 4 h St Techn__ical College a Ak rt \ I ff� Af al IVu\ f� \� S 2M \\ owntowns SA 7th St. ` it Maplewood sN wa a Golf Carse 0 a X05 Custom einer ices ��c vrn'y Ny � r ` Training ent Valley Office titer ter A. Maplewood Water Treatment 1, Facility B. Well 5A Water Treatment 8 j, Facility C. 565 Zone Reservoir and sw 43a sr. H Pump Station Valley Medical D. 196 Zone Reservoir and Pump Station E. Talbot Hill Water Mains Improvements F. Highlands Water Mains Improvements G. Earlington Water Mains Improvements Capital Improvement Program 5-17 Wastewater Utility Department CIP Allocation +� Improvements to Renton's wastewater facilities will include extending sanitary sewer mains and major infrastructure maintenance. Table 5-12. Summary of Wastewater Utility Department CIP Projections Development 2004 2005 2006 2007 2008 2009 Total Sanitary Sewer Main Extensions 3,000 1,000 - - - - 4,000 Total Development 3,000 1,000 - - - - 4,000 Major Maintenance Kennydale Lakefront Sewer Rehabilitation - - Miscellaneous/Emergency Projects 75 75 75 75 75 75 450 Thunder Hill Access Road Repair - - - - - - - Main Replacement&Rehabilitation 850 1,200 2,500 2,500 2,500 2,500 12,050 Lift Station Replacement&Rehabilitation 250 - - - - - 250 Miscellaneous Minor Capital Improvements 25 25 25 25 25 25 150 Total Major Maintenance 1,200 1,300 2,600 2,600 2,600 2,600 12,900 Regulatory Compliance 2004 Long-Range Wastewater Management Plan Update 50 100 150 Total Regulatory Compliance 50 100 - - - - 150 Total Wastewater CIP 4,250 2,400 2,600 2,600 2,600 2,600 17,050 1 } 5-18 Capital Improvement Program ,�. CIP MAP - Wastewater Utility C- � �raa-e eoreaN t� ou a P Boeing ,�- A_3 737 Plant Ren = PACC R Kenw A Pia a Renton R ton A Technical College a i Airrt rue s 5 Z1a owntown B SW 7th St. Maplewood A_2 a sw 'N0 GoGoffCarse _ �"° a 4 in RMr„_u Rte_ Custom Se ices) Training ent Vall%Office niter A. Sanitary Sewer Main Extensions 12 116 1. Sunset Interceptor Phase II 2. Central Plateau Interceptor 3. Sunset Interceptor Phase III SW JVd St. H va B.Major Maintenance Medical 1. Earlington Sewer Replacement C.Lift Station Replacement 1. Misty Cove Lift Station Rehabilitation 2.Lake Washington Flush Station e=_ Rehabilitation Capita!Improvement Program 5-19 Surface Water Utility Department CIP Allocation In order to better manage its surface water runoff, the City plans for five development projects and two major maintenance programs. We will also improve our surface water utility plans in order to better comply with current regulations. Table 5-13. Summary of Surface Water Utility Department CIP Projections Development 2004 2005 2006 2007 2008 2009 Total Wetland Mitigation Bank 10 10 50 1,300 - 1,370 Storm System Improvement&Replacement 3,275 1,055 630 220 1,000 700 6,880 Springbrook Creek Improvements 60 150 850 100 100 100 1,360 Cedar River Basin - - - 120 400 - 520 Green River Ecosystem Restoration 10 10 10 10 - 40 May Creek Basin Plan CIP Implementation 150 275 - - - - 425 Total Development 3,505 1,500 1,540 1,750 1,500 800 10,595 Major Maintenance Small Drainage&Emergency Storm Projects 150 150 150 150 150 150 900 Lower Cedar River Sediment Management 275 250 210 200 200 600 1,735 Total Major Maintenance 425 400 360 350 350 750 2,635 Regulatory Compliance Surface Water Utility Plans and Programs 220 100 100 100 100 100 720 Total Regulatory Compliance 220 100 100 100 100 100 720 Total Surface Water Utility 4,150 2,000 2,000 2,200 1,950 1,650 13,950 5-20 Capital Improvement Program ft UP CIP MAP - Surface Water Utility 1W LAKE BORNN 777 _ L j - `mal a {gltLtl; � g 737 Plant q Renton = PACC R Renton R ton iA rth Pla Teclnical College Air rt �, ?f 0 s Ai S Ina v 69z ntown Sr 7th St. Ma�iEwood t Golf Course e 14t� ein y5 Mnru, �atv,�tl�r <f Cust ge ices r Training ent Valley Office nter ,j SW Od St. H A.Lower Cedar River Sediment Management ValeValey l B.Storm System Improvement and Replacement 1.SW 7th Street Storm Improvement Project(Phase II) C.Green River Ecosystem Restoration Projects D. Springbrook Creek Floodplain Map Update E.May Creek Basin Plan Implementation Capital Improvement Program 5_21 r This page is intentionally left blank r 5.21 Capital Improvement Program _ 2004 r Budget by Fund • s _ City of Renton,Washington BUDGET 1 1 1 1 1 1 1 1 I , � 1 1 1 1 1 1 1 1 1 Xudgd 6# .fund In tables 6-1 and 6-2,we provide detailed comparisons by fund category of the Revenue(table 6-1)and Expenditure(table 6-2) Budget. This budget contains the following categories: • General Governmental Funds. • Special Revenue Funds. • Debt Service Funds. • Capital Project Funds. e Enterprise Funds • Internal Service Funds • Fiduciary Funds. In tables 6-3 through 6-46,you will find revenue and expenditure totals for each specific fund,presented in the order of their fund identification number. i 1 i Budget by Fund 6-1 Table 6-1. New Revenue Budget Comparisons by Fund, All Funds 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 GENERAL GOVERNMENTAL FUNDS: ' 000 General 42,298,585 42,443,589 44,472,600 46,280,448 44,611,900 0.3% 007 Parking Garage Maintenance 0 0 0 0 138,700 100.0% 101 Park 10,648,303 9,287,076 9,348,100 9,330,452 9,905,300 6.0% ' 103 Street 5,493,183 5,877,711 5,911,400 5,513,097 6,055,400 2.4% 106 Library 1,193,164 1,484,571 1,435,100 1,490,248 1,532,200 6.8% 201 Ltd GO Bonds Gen Govt Misc Debt 736,919 650,054 654,300 654,300 654,300 0.0% 2071978 Limited GO Bonds 4,264 803 35,100 35,342 28,900 -17.7% , 212 1989 Limited Ref GO Bonds 311,568 301,617 0 0 0 N/A 215 Gen Govt Misc Debt Service 1,503,280 2,233,691 2,146,300 2,187,570 1,872,900 -12.7% SPECIAL REVENUE FUNDS: 102 Arterial Street 353,399 354,943 353,500 360,115 350,500 -0.8% 104 Community Dev Block Grant 300,543 263,586 336,561 317,647 331,600 -1.5% 110 Hotel Motel 170,991 209,439 200,000 181,848 197,500 -1.3% 118 Reserve for Paths&Trails 0 0 0 0 0 N/A 1251% For Art 88,981 15,629 75,000 60,269 0 -100.0% 127 Cable Communication 38,927 34,289 32,700 43,442 38,900 19.0% 131 Park Memorial 0 0 0 50,000 0 0.0% ' DEBT SERVICE FUNDS: 213 1983 Unlimited Ref GO Bonds 17,414 17,047 0 0 0 N/A 219 1989 Unlimited GO Bonds 533,420 515,879 512,700 521,735 517,600 1.0% 220 L.I.D.Debt Service 434,732 364,977 334,600 335,137 17,400 -94.8% �. 221 L.I.D.Guaranty 5,907 566 0 0 0 N/A CAPITAL PROJECT FUNDS(CIP): 301 City Hall/Garage CIP 10,014,099 127,879 100,000 312,823 0 -100.0% 303 Community Dev Mitigation 398,224 425,484 290,000 490,843 237,000 -18.3% 304 Fire Mitigation 472,597 4,428,677 225,000 479,707 225,000 0.0% 305 Transportation Mitigation 600,156 1,092,179 585,000 550,115 650,000 11.1% 306 Leased City Properties 576,560 1,085,644 610,000 575,173 546,400 -10.4% 307 Aquatics Center 0 5,031,594 0 76,246 0 N/A 316 Municipal Facilities CIP 3,486,818 3,817,239 2,367,600 3,477,092 2,060,500 -13.0% 317 Transportation CIP 6,666,096 6,089,231 6,946,500 5,706,965 7,325,700 5.5% ., ENTERPRISE FUNDS: 401 Waterworks Utility 19,317,136 20,682,938 19,415,800 20,944,336 21,501,100 10.7% 402 Airport 977,953 1,840,094 4,935,100 3,197,299 882,300 -82.1% 403 Solid Waste Utility 8,497,909 8,646,485 9,074,500 8,651,949 8,715,300 -4.0% 404 Golf Course 2,376,370 2,287,567 2,218,500 2,222,739 2,288,800 3.2% 421 Waterworks Utl Construction 7,013,604 15,105,353 4,028,000 3,519,144 11,120,000 176.1% 424 Golf Course Capital 315,737 154,233 154,000 156,366 154,000 0.0% 451 Waterworks Revenue Bond 2,863,348 4,646,723 3,320,900 3,340,772 2,518,400 -24.2% 461 Waterworks Bond Reserve 0 0 0 2,606,852 0 N/A 471 Waterworks Rate Stabilization 0 0 0 0 0 N/A .. INTERNAL SERVICE FUNDS: 501 Equipment Rental 3,427,150 3,117,098 2,991,200 2,585,240 2,778,900 -7.1% 502 Insurance 9,208,725 8,333,083 8,687,400 9,139,673 2,721,300 -68.7% 512 Insurance, Healthcare 0 0 0 0 6,296,300 100.0% FIDUCIARY FUNDS: 601 Firemen's Pension 171,660 161,272 147,000 183,362 150,000 2.0% TOTAL NEW REVENUE 140,517,722 151,128,240 131,944,461 135,578,346 136,424,100 3.4% 6-2 Budget by Fund Table 6-2. Committed Expenditure Budget Comparisons by Fund, All Funds 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 GENERAL GOVERNMENTAL FUNDS: 000 General 43,787,659 44,909,291 46,159,600 43,905,677 45,437,900 -1.6% 007 Parking Garage Maintenance 0 0 0 0 68,700 100.0% 101 Park 9,382,475 10,982,369 9,510,200 8,968,215 10,270,300 8.0% 103 Street 5,817,858 5,915,677 6,212,700 5,558,444 6,055,400 -2.5% 106 Library 1,357,485 1,425,145 1,512,300 1,470,933 1,532,200 1.3% 201 Ltd GO Bonds Gen Govt Misc Debt 732,411 652,068 654,300 652,063 654,300 0.0% 207 1978 Limited GO Bonds 160,003 7 35,100 34,544 28,900 -17.7% 212 1989 Limited Ref GO Bonds 305,040 354,558 0 0 0 N/A 215 Gen Govt Misc Debt Service 1,528,701 1,855,731 2,146,300 2,111,012 1,872,900 -12.7% SPECIAL REVENUE FUNDS: 102 Arterial Street 353,500 353,500 353,500 353,500 353,500 0.0% 104 Community Dev Block Grant 260,388 264,536 336,561 292,538 331,600 -1.5% 110 Hotel Motel 119,746 214,727 261,200 199,785 200,000 -23.4% 118 Reserve for Paths&Trails 0 0 0 0 0 N/A "* 125 1%For Art 29,100 23,071 75,000 45,701 50,000 -33.3% 127 Cable Communication 37,250 30,413 31,600 23,393 36,600 15.8% 131 Park Memorial 0 0 0 0 0 0.0% DEBT SERVICE FUNDS: 213 1983 Unlimited Ref GO Bonds 142,540 516,716 0 0 0 N/A 219 1989 Unlimited GO Bonds 504,705 504,388 511,500 507,920 511,500 0.0% 220 L.I.D.Debt Service 206,364 536,911 759,600 735,600 17,300 -97.7% 221 L.I.D.Guaranty 0 152,132 0 0 0 N/A CAPITAL PROJECT FUNDS(CIP): 301 City Hall/Garage CIP 535,981 5,588,238 3,923,575 2,289,468 1,638,700 -58.2% 303 Community Dev Mitigation 4,238 59,550 1,275,000 992,272 0 -100.0% 304 Fire Mitigation 1,955,189 694,316 4,519,800 3,704,564 300,000 -93.4% 305 Transportation Mitigation 941,509 1,200,000 2,451,400 712,325 1,389,300 -43.3% 306 Leased City Properties 499,061 1,240,493 554,400 527,752 576,800 4.0% 307 Aquatics Center 0 100,453 4,899,500 3,775,975 0 -100.0% 316 Municipal Facilities CIP 2,832,786 4,122,668 8,314,700 4,736,467 2,507,000 -69.8% 317 Transportation CIP 8,354,050 4,779,559 7,661,200 4,262,358 8,460,400 10.4% ENTERPRISE FUNDS: 401 Waterworks Utility 18,663,243 19,999,512 21,086,700 19,770,847 20,805,900 -1.3% 402 Airport 1,495,416 1,604,640 5,185,225 4,035,815 805,900 -84.5% 403 Solid Waste Utility 8,776,670 8,424,641 9,093,900 8,376,072 8,718,100 -4.1% 404 Golf Course 2,396,180 2,078,763 2,242,600 2,194,938 2,288,800 2.1% 421 Waterworks Utl Construction 8,397,029 8,174,313 15,132,900 8,392,005 16,830,000 11.2% 424 Golf Course Capital 126,125 137,404 359,000 3,590 320,000 -10.9% 451 Waterworks Revenue Bond 6,762,249 4,909,723 5,977,252 5,968,644 2,518,400 -57.9% 461 Waterworks Bond Reserve 0 0 0 0 0 N/A 471 Waterworks Rate Stabilization 0 0 0 0 0 N/A INTERNAL SERVICE FUNDS: 501 Equipment Rental 2,623,805 2,760,927 3,374,094 2,613,845 2,520,400 -25.3% 502 Insurance 7,424,780 7,261,355 9,553,500 9,117,162 2,721,300 -71.5% 512 Insurance,Healthcare 0 0 0 0 6,296,300 100.0% II! FIDUCIARY FUNDS: 601 Firemen's Pension 336,167 340,213 365,900 362,211 382,100 4.4% TOTAL COMMITTED EXPENDITURES 136,849,703 142,168,008 174,530,107 146,695,635 146,500,500 -16.1% Budget by Fund 6-3 L Fund 000,General Fund The General Fund is the primary operating fund of the city. It is used to account for the resources and disbursements of ordinary City operations that are not required to be accounted for in another , fund. These include the costs of public safety, building, planning, human services, and general administration. The major source of revenue is property taxes,utility taxes and sales taxes. Licenses and , permits,charges for services, and fines and forteits provide additional support. 6-4 Budget by Fund Table 6-3. Fund 000, General Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adi Bdgt Actual Budget 03-04 REVENUE: Real&Personal Property Tax 6,777,353 7,276,734 8,637,500 8,737,047 9,045,300 4.7% «- Sales Tax 15,343,552 15,037,534 15,550,000 16,007,449 16,100,000 3.5% Sales Tax/Criminal Justice 1,012,546 986,344 1,050,000 1,025,048 1,081,000 3.0% Utility Taxes 5,474,749 4,931,700 4,950,000 5,266,865 5,085,500 2.7% Gambling Excise Tax 2,322,137 2,110,861 2,455,000 1,922,211 2,380,000 -3.1% Other Taxes 495,253 1,712,648 1,350,000 1,625,620 1,380,000 2.2% Business License Fees 443,387 444,841 397,500 390,358 340,500 -14.3% Building and Street Use Permits 1,603,743 1,949,900 1,420,300 2,167,824 1,461,500 2.9% Other Licenses&Permits 11,328 19,564 4,000 13,758 4,100 2.5% Federal/State Grants 176,239 309,464 215,000 304,929 200,000 -7.0% State Shared Revenue 722,042 755,541 480,600 559,554 577,600 20.2% Fire District#25 999,502 1,057,852 1,065,000 1,270,849 1,119,000 5.1% Other Intergovernmental 1,782 22,917 0 0 0 N/A Zoning Fees 176,543 150,797 1,121,000 1,106,653 121,000 -89.2% Plan Checking Fees 665,777 730,376 550,000 943,892 566,500 3.0% Other Charges for Services 790,466 783,239 815,000 592,467 815,000 0.0% Municipal Court&Other Fines 959,047 1,004,893 929,100 950,571 956,100 2.9% Investment Interest 1,491,789 444,484 560,000 648,937 560,000 0.0% �. Other Miscellaneous 259,659 104,080 396,700 150,589 189,500 -52.2% Other Financing Sources 55,168 104,825 0 19,129 0 N/A Interfund Revenues 2,516,524 2,504,995 2,525,900 2,576,698 2,629,300 4.1% TOTAL NEW REVENUE 42,298,585 42,443,589 44,472,600 46,280,448 44,611,900 0.3% Use of Prior Yr Revenue 0 0 1,687,000 0 826,000 -51.0% TOTAL RESOURCES 42,298,585 42,443,589 46,159,600 46,280,448 45,437,900 -1.6% EXPENDITURES: Regular Salaries 21,501,250 22,767,921 24,397,100 23,781,953 25,324,300 3.8% Part Time Salaries 243,219 292,312 220,600 189,675 180,800 -18.0% Overtime 1,558,206 1,757,322 1,481,300 1,713,870 1,644,300 11.0% �. Personnel Benefits 5,616,938 5,871,670 6,554,000 6,707,747 7,032,300 7.3%• Salary and Benefit Reserves 0 0 0 0 20,800 100.0% Supplies 913,815 817,995 1,010,400 949,860 961,600 -4.8% Professional Services 2,651,995 2,657,341 4,175,000 3,545,774 2,957,100 -29.2% Postage/Telephone 386,241 383,746 413,900 384,895 407,100 -1.6% Travel/Training 223,306 214,809 279,400 132,151 211,400 -24.3% Other Rentals 119,998 119,206 166,900 78,113 166,400 -0.3% F Equipment Rental 1,304,463 1,281,084 1,394,700 1,034,680 1,234,300 -11.5% Insurance 1,200,000 1,861,200 1,374,700 1,374,700 1,489,700 8.4% Public Utility Services 11,491 12,350 13,500 11,204 13,500 0.0% Repairs& Maintenance 226,278 291,139 418,700 273,655 337,400 -19.4% Other Services&Charges 687,717 699,415 842,300 654,628 757,200 -10.1% Intergovernmental Services 1,452,189 1,583,844 1,756,600 1,468,440 1,674,200 -4.7% Operating Transfer Out 5,550,000 4,273,059 1,575,000 1,575,000 980,500 -37.7% Capital Outlay 140,554 24,878 85,500 29,332 45,000 -47.4% TOTAL COMMITTED EXPENDITURES 43,787,659 44,909,291 46,159,600 43,905,677 45,437,900 -1.6% Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 43,787,659 44,909,291 46,159,600 43,905,677 45,437,900 -1.6% Fund Balance,January 1 7,744,589 6,255,515 3,789,813 3,789,813 6,164,584 62.7% Total New Revenue 42,298,585 42,443,589 44,472,600 46,280,448 44,611,900 0.3% Total Committed Expenditures (43,787,659) (44,909,291) (46,159,600) (43,905,677) (45,437,900) -1.6% Fund Balance Plus Reserves 6,255,515 3,789,813 2,102,813 6,164,584 5,338,584 153.9% 8%Operating Reserves 3,503,013 3,592,743 3,692,768 3,512,454 2,935,032 -20.5% Undesignated Fund Balance, December 31 2,752,502 197,070 (1,589,955) 2,652,130 2,403,552 -251.2% Budget by Fund 6-5 3 i Fund 007,Parking Garage Maintenance Fund This fund was created in 2003. The purpose of the fund is to pay for the operational and maintenance costs of the downtown parking garage in 2004 and 2005. Funding is from the construction fund interest earnings. Table 6-4. Fund 007, Parking Garage Maintenance Fund t 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: Parking Garage Fees 0 0 0 0 0 N/A Transfer In from Fund 301 0 0 0 0 138,700 100.0% TOTAL NEW REVENUE 0 0 0 0 138,700 100.0% Use of Prior Yr Revenue 0 0 0 0 0 N/A TOTAL RESOURCES 0 0 0 0 138,700 100.0% EXPENDITURES: Miscellaneous Costs 0 0 0 0 68,700 100.0% TOTAL COMMITTED EXPENDITURES 0 0 0 0 68,700 100.0% Increase to Reserves 0 0 0 0 70,000 100.0% TOTAL EXPENDITURES 0 0 0 0 138,700 100.0% Fund Balance,January 1 0 0 0 0 0 N/A Total New Revenue 0 0 0 0 138,700 100.0% Total Committed Expenditures 0 0 0 0 (68,700) 100.0% Fund Balance Plus Reserves 0 0 0 0 70,000 100.0% Designated Fund Balance 0 0 0 0 70,000 100.0% Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A w i r 3 • 6-6 Budget by Fund vp Fund 101, Park Fund r The Park Fund accounts for the City's parks and recreation programs: operations, maintenance, and improvements for municipal buildings; and the landscaping and street tree functions. See the Community Services operating budget section of this document for more information on park fund program budget and staffing. Table 6-5. Fund 101, Park Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: Real&Personal Property Taxes 4,521,895 4,950,000 4,756,200 4,756,200 4,806,200 14% r Utility Tax/Electricity 4,755,927 2,899,375 3,300,000 2,977,193 3,201,000 -3.0% KC/Cultural Fac Prog Art Grant 7,500 0 0 3,000 0 N/A Charges for Services 776,803 844,788 832,500 963,316 1,423,800 71.0% Investment Interest 91,856 39,907 30,000 99,072 30,000 0.0% Rents/Leases/Concessions 480,324 534,568 426,400 448,580 441,200 3.5% Contributions/Donations 12,492 11,995 3,000 81,643 3,100 3.3% Other Miscellaneous 1,505 6,444 0 1,447 0 N/A TOTAL NEW REVENUE 10,648,303 9,287,076 9,348,100 9,330,452 9,905,300 6.0% Use of Prior Yr Revenue 0 0 162,100 0 365,000 125.2% TOTAL RESOURCES 10,648,303 9,287,076 9,510,200 9,330,452 10,270,300 8.0% EXPENDITURES: Regular Salaries 3,376,920 3,542,974 3,802,000 3,655,182 3,966,200 4.3% Part Time Salaries 1,168,209 1,277,126 1,145,800 1,278,803 1,395,000 21.7% .. Overtime 56,690 49,618 60,900 46,531 104,800 72.1% Personnel Benefits 1,048,738 1,100,013 1,224,800 1,204,241 1,343,800 9.7% Supplies 430,926 410,099 461,300 378,069 514,400 11.5% Professional Services 95,179 123,897 129,700 95,643 129,700 0.0% Postage/Telephone/Other 20,487 25,465 17,100 21,428 17,100 0.0% Travel/Training 25,557 34,198 34,800 23,449 35,300 1.4% �. Advertising 6,885 3,988 3,100 4,062 3,100 0.0% Other Rentals 2,258 8,017 15,500 6,832 15,500 0.0% Equipment Rental 510,125 445,482 485,800 349,750 419,700 -13.6% Public Utility Services 803,218 817,212 958,000 915,820 1,060,900 10.7% Repairs& Maintenance 553,505 576,597 694,600 545,757 678,300 -2.3% Miscellaneous 483,778 454,758 476,800 442,650 428,200 -10.2% Transfer out Fund 502 800,000 0 0 0 0 N/A Transfer out Fund 307 0 2,100,000 0 0 0 N/A Capital Outlay 0 12,925 0 0 158,300 100.0% TOTAL COMMITTED EXPENDITURES 9,382,475 10,982,369 9,510,200 8,968,215 10,270,300 8.0% Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 9,382,475 10,982,369 9,510,200 8,968,215 10,270,300 8.0% Fund Balance,January 1 1,693,070 2,958,898 1,263,604 1,263,604 1,625,841 28.7% Total New Revenue 10,648,303 9,287,076 9,348,100 9,330,452 9,905,300 6.0% Total Committed Expenditures (9,382,475) (10,982,369) (9,510,200) (8,968,215) (10,270,300) 8.0% Fund Balance Plus Reserves 2,958,898 1,263,604 1,101,504 1,625,841 1,260,841 14.5% �. 8%Operating Reserves 750,598 878,590 760,816 717,457 821,624 8.0% Undesignated Fund Balance, Dec 31 2,208,300 385,014 340,688 908,384 439,217 28.9% Budget by Fund 6-7 aw Fund 102,Arterial Street Fund The Arterial Street Fund was established pursuant to state law allocating the one-half cent State Gasoline Tax revenue to cities and towns for construction, improvements, and major repair of streets. In order for a project to qualify for funding, it has to be a part of the City's Six-Year Transportation Improvement Program and must be approved by the State Highway Department's District State Aid Engineer. The fund allows the City to accomplish approved r projects using either City forces or contractors, and provides the capability of matching LID participation and outside agency grants. In 2004, $353,500 will be transferred to the Transportation Capital Improvement Program (CIP)Fund 317,to provide funding for the continuing street overlay program. Table 6-6. Fund 102, Arterial Street Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adl Bdgt Actual Budget 03-04 REVENUE: Arterial Street Fuel Tax 345,619 347,983 348,500 358,239 348,500 0.0% Investment Interest 7,780 6,960 5,000 1,876 2,000 -60.0% TOTAL NEW REVENUE 353,399 354,943 353,500 360,115 350,500 -0.8% Use of Prior Year Revenue 0 0 0 0 3,000 100.0% TOTAL RESOURCES 353,399 354,943 353,500 360,115 353,500 0.0% EXPENDITURES: ( Transfer-Out to CIP/Overlay Program 353,500 353,500 353,500 353,500 353,500 0.0% TOTAL COMMITTED EXPENDITURES 353,500 353,500 353,500 353,500 353,500 0.0% Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 353,500 353,500 353,500 353,500 353,500 0.0% Fund Balance,January 1 153,069 152,968 154,411 154,411 161,026 4.3% Total New Revenue 353,399 354,943 353,500 360,115 350,500 -0.8% Total Committed Expenditures (353,500) (353,500) (353,500) (353,500) (353,500) 0.0% Designated Fund Balance 152,968 154,411 154,411 161,026 158,026 2.3% Undesignated Fund Balance, December 31 0 0 0 0 0 N/A r 6-8 Budget by Fund Fund 103, Street Fund The Street Fund revenue comes from general tax sources such as sales, property, and gas utility taxes providing 70 percent of 2004 funding. Street fuel taxes, a state shared revenue source, provides 13 percent of 2004 financing. The balance, or 17 percent, comes from interfund revenue, investment interest, and permits. There are two divisions of the Planning/Building/Public Works Department in this fund: Transportation Systems(103/016)and Street Maintenance Services(103/019). Table 6-7. Fund 103, Street Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: Real&Personal Property Taxes 2,771,019 3,193,800 2,926,300 2,926,300 3,014,500 3.0% Utility Taxes 1,048,273 1,067,570 1,175,000 836,315 1,217,500 3.6% ^� Licenses&Permits 39,610 24,305 30,000 43,557 24,000 -20.0% State Shared Revenue 739,186 765,855 778,700 766,176 775,700 -0.4% a, Investment Interest 36,670 21,999 20,000 6,779 20,000 0.0% Other Miscellaneous 517 10,860 25,000 95 57,800 131.2% Other Financing Sources 6,754 0 0 0 0 N/A Interfund Revenue 851,154 793,322 956,400 933,875 945,900 -1.1% TOTAL NEW REVENUE 5,493,183 5,877,711 5,911,400 5,513,097 6,055,400 2.4% Use of Prior Yr Revenue 0 0 301,300 0 0 -100.0% TOTAL RESOURCES 5,493,183 5,877,711 6,212,700 5,513,097 6,055,400 -2.5% Irr EXPENDITURES: Regular Salaries 2,596,679 2,698,373 2,983,300 2,785,179 3,056,100 2.4% Part Time Salaries 99,639 104,457 124,700 85,484 109,700 -12.0% Overtime 50,626 66,831 61,800 59,640 57,300 -7.3% Personnel Benefits 689,737 705,915 820,100 767,718 872,200 6.4% Supplies 350,715 341,999 349,000 340,861 331,000 -5.2% Professional Services 41,788 55,240 64,700 52,019 45,700 -29.4% Postage/Telephone/Other 9,449 10,886 7,200 8,390 9,700 34.7% Travel/Training 18,338 43,835 49,500 32,374 49,500 0.0% i Other Rentals 1,604 5,105 9,800 3,374 5,800 -40.8% Equipment Rental 696,309 683,008 749,500 535,894 644,900 -14.0% Public Utility Services 752,936 737,055 780,200 732,447 800,500 2.6% Repairs&Maintenance 26,847 14,115 190,800 129,187 50,800 -73.4% Miscellaneous 19,214 14,231 19,100 15,104 19,100 0.0% Interfund Payments 13,975 9,627 3,000 10,773 3,100 3.3% Operating Transfers-Out 450,000 425,000 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 5,817,858 5,915,677 6,212,700 5,558,444 6,055,400 -2.5% Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 5,817,858 5,915,677 6,212,700 5,558,444 6,055,400 -2.5% Fund Balance,January 1 1,299,138 974,464 936,498 936,498 891,151 -4.8% Total New Revenue 5,493,184 5,877,711 5,911,400 5,513,097 6,055,400 2.4% Total Committed Expenditures (5,817,858) (5,915,677) (6,212,700) (5,558,444) (6,055,400) -2.5% �. Fund Balance Plus Reserves 974,464 936,498 635,198 891,151 891,151 40.3% 8%Operating Reserves 465,429 473,254 497,016 444,676 484,432 -2.5% Undesignated Fund Balance,Dec 31 509,035 463,244 138,182 446,475 406,719 194.3% Budget by Fund 6-9 r Fund 104, Community Development Block Grant Fund The CDBG fund collects and disburses Community Development grant monies. Current programs include Visiting Nurse Services, YWCA Emergency Housing, Renton Communities in Schools, Emergency Feeding, Domestic Abuse Women's Shelter, CHCKC Primary Dental, City of Renton Housing Repair, King County Housing Repair,ElderHealth/Connections, and Dawn Shelter Support. Table 6-8. Fund 104, Community Development Block Grant Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: Comm Dev Block Grants 250,543 263,586 336,561 317,647 331,600 -1.5% Operating Transfer 50,000 0 0 0 0 N/A TOTAL NEW REVENUE 300,543 263,586 336,561 317,647 331,600 -1.5% Use of Prior Yr Revenue 0 0 0 0 0 N/A TOTAL RESOURCES 300,543 263,586 336,561 317,647 331,600 -1.5% EXPENDITURES: ' Salaries 124,190 126,453 147,778 136,084 148,400 0.4% Part Time Salaries 23,056 19,528 30,000 25,661 30,000 0.0% Overtime 593 0 2,000 0 1,000 -50.0% Personnel Benefits 29,843 29,293 36,600 33,536 39,400 7.7% Supplies 10,083 10,592 16,800 15,708 15,000 -10.7% Professional Services 69,185 75,088 95,783 77,057 89,700 -6.4% Postage/Telephone/Other 1,027 1,346 1,400 904 1,800 28.6% Travel/Training 110 844 2,500 1,119 2,400 -4.0% Equipment Rental 2,064 1,115 2,500 1,781 2,700 8.0% Public Utility Services 238 277 300 46 300 0.0% Repairs&Maintenance 0 0 0 67 600 100.0% Miscellaneous 0 0 900 574 300 -66.7% SUB-TOTAL OPERATING BUDGET 260,388 264,536 336,561 292,538 331,600 -1.5% , Capital Improvement Project Plan 0 0 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 260,389 264,536 336,561 292,538 331,600 -1.5% ' Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 260,389 264,536 336,561 292,538 331,600 -1.5% Fund Balance,January 1 (44,992) (4,838) (5,788) (5,788) 19,321 -433.6% , Total New Revenue 300,543 263,586 336,561 317,647 331,600 -1.5% Total Committed Expenditures (260,389) (264,536) (336,561) (292,538) (331,600) -1.5% Designated Fund Balance (4,838) (5,788) (5,788) 19,321 19,321 -433.8% Undesignated Fund Balance,December 31 0 0 0 0 0 N/A s 6-10 Budget by Fund Fund 106, Library Fund The Library Fund accounts for the operation of two City libraries and the City Historical Museum. It is a part of general governmental funds since the majority of support for library services is derived from general tax revenues. In 2004, 97 percent of the resources will come from property taxes,with 3 percent from service charges for photocopies, library fines, investment +�• interest, and contributions from the annual book sale. See the Community Services operating budget section of this document for more information on library fund program budget and staffing. to Table 6-9. Fund 106, Library Fund 2001 2002 2003 2003 2004 Change yr Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: to Real&Personal Property Tax 1,141,872 1,425,000 1,397,600 1,435,471 1,493,800 6.9% Charges for Services 7,740 8,296 6,000 9,344 6,000 0.0% Library Fines 34,046 38,306 28,000 41,182 28,900 3.2% Investment Interest 6,584 2,131 2,000 (24) 2,000 0.0% `' Contributions/Book Sale 2,913 10,775 1,500 2,896 1,500 0.0% Other Miscellaneous Revenue 8 62 0 1,378 0 N/A TOTAL NEW REVENUE 1,193,164 1,484,571 1,435,100 1,490,248 1,532,200 6.8% to Use of Prior Yr Revenue 0 0 77,200 0 0 -100.0% TOTAL RESOURCES 1,193,164 1,484,571 1,512,300 1,490,248 1,532,200 1.3% EXPENDITURES: go Regular Salaries 668,200 696,619 751,200 766,266 782,000 4.1% Part Time Salaries 180,938 210,051 203,100 200,217 186,600 -8.1 Overtime 869 310 12,300 6,164 2,400 -80.5% Ilr Personnel Benefits 180,493 184,631 216,100 216,350 231,600 7.2% Supplies 14,501 18,764 22,800 12,453 22,800 0.0% Supplies/Library Books 221,170 226,890 213,500 191,226 213,500 0.0% Professional Services 54,814 70,586 45,400 58,167 45,400 0.0% Postage/Telephone/Other 0 0 0 0 0 N/A Travel/Training 10,430 5,878 9,600 6,467 9,600 0.0% Other Rentals 0 466 600 0 600 0.0% Repairs&Maintenance 14,312 3,708 30,800 6,348 30,800 0.0% Miscellaneous 11,757 6,481 5,900 7,276 5,900 0.0% Capital Outlay 0 762 1,000 0 1,000 0.0% TOTAL COMMITTED EXPENDITURES 1,357,485 1,425,145 1,512,300 1,470,933 1,532,200 1.3% Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 1,357,485 1,425,145 1,512,300 1,470,933 1,532,200 1.3% rr Fund Balance,January 1 331,999 167,677 227,103 227,103 246,418 8.5% Total New Revenue 1,193,164 1,484,571 1,435,100 1,490,248 1,532,200 6.8% Total Committed Expenditures (1,357,485) (1,425,145) (1,512,300) (1,470,933) (1,532,200) 1.3% Fund Balance Plus Reserves 167,677 227,103 149,903 246,418 246,418 64.4% 8%Operating Reserves 108,599 114,012 120,984 117,675 122,576 1.3% Undesignated Fund Balance,Dec 31 59,079 113,092 28,919 128,744 123,842 328.2% ar Budget by Fund 6-I1 Fund 110,Hotel/Motel Fund During the 1997 Legislative session, SSB 5867 was passed. SSB 5867 allows Washington State cities to impose an increase in the hotel/motel tax of up to 1 percent for the purpose of increasing tourism. On October 13, 1997,the Renton City Council passed Resolution No. 3288 establishing a Hotel/Motel Lodging Tax Advisory Committee. The Committee investigated the feasibility of implementing the 1 percent tax and made a recommendation to the City Council to enact this tax. The Council adopted the tax with Ordinance No. 4697 on December 15, 1997. , Table 6-10. Fund 110, Hotel/Motel Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: , Hotel/Motel Tax 162,460 148,798 130,000 143,960 130,000 0.0% Marketing Contributions 0 56,901 66,000 35,525 65,000 -1.5% Investment Interest 8,531 3,740 4,000 2,363 2,500 -37.5% TOTAL NEW REVENUE 170,991 209,439 200,000 181,848 197,500 -1.3% Use of Prior Yr Revenue 0 0 61,200 0 2,500 -95.9% TOTAL RESOURCES 170,991 209,439 261,200 181,848 200,000 -23.4% EXPENDITURES: Marketing 74,415 135,805 150,100 103,818 100,000 -33.4% Tourism 45,331 78,922 111,100 95,966 100,000 -10.0% , TOTAL COMMITTED EXPENDITURES 119,746 214,727 261,200 199,784 200,000 -23.4% Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 119,746 214,727 261,200 199,784 200,000 -23.4% Fund Balance,January 1 216,090 267,335 262,047 262,047 244,111 -6.6% Total New Revenue 170,991 209,439 200,000 181,848 197,500 -1.3% Total Committed Expenditures (119,746) (214,727) (261,200) (199,784) (200,000) -23.4% Designated Fund Balance 267,335 262,047 200,847 244,111 241,611 20.3% Undesignated Fund Balance,December 31 0 0 0 0 0 N/A 6-12 Budget by Fund Fund 118,Reserve for Paths and Trails Fund This reserve fund for paths and trails was established under authority of Washington State Law(Sections 2, 3, 4 and 5, Chapter 103, Extraordinary Session Laws of 1972)for the purpose of or accommodating, establishing, and maintaining certain paths and trails. Accumulated funds must be used within a ten-year period. r Table 6-I1. Fund 118, Reserve for Paths and Trails Fund 2001 2002 2003 2003 2004 Change to Item Actual Actual Adi Bdgt Actual Budget 03-04 REVENUE: Street Fuel Tax-1/2 of 1% 0 0 0 0 0 N/A TOTAL NEW REVENUE 0 0 0 0 0 N/A Use of Prior Yr Revenue 0 0 0 0 0 N/A TOTAL RESOURCES 0 0 0 0 0 N/A rr EXPENDITURES: Miscellaneous Costs 0 0 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 N/A r Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 0 0 0 0 0 N/A Fund Balance,January 1 2,807 2,807 2,807 2,807 2,807 0.0% Total New Revenue 0 0 0 0 0 N/A Total Committed Expenditures 0 0 0 0 0 N/A Designated Fund Balance 2,807 2,807 2,807 2,807 2,807 0.0% Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A l 1 i 1 l 1 Budget by Fund 6-13 Fund 125, 1% for Art Fund The 1 percent for Art Fund was established to account for art expenditures in municipal construction projects. Guidelines for determining art expenditures are as follows: 1) The project cost must exceed $10,000. 2) The project must be either new construction or a significant renovation of an existing structure that allows an existing structure an expanded or different use of the facility. Routine or periodic maintenance expenditures have been excluded. 3) Land acquisition is not included. 4)Acquisition of equipment,vehicles, or machinery is not included. 5)All funds specifically limited to the construction and improvement of the transportation system have been excluded; such as Federal aid, forward thrust, and half-cent gasoline tax. In 2004 art projects will be selected for the Downtown Parking Garage and the Aquatic Center. , Table 6-12. Fund 125, 1%for Art Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adi Bdgt Actual Budget 03-04 REVENUE: Investment Interest 896 1,437 0 969.41 0 N/A Bond Proceeds 75,000 0 75,000 0 0 -100.0% Other Financing Sources 13,085 14,192 0 0 0 N/A Transfer in 304 0 0 0 26,926 0 N/A ' Transfer in 307 0 0 0 32,374 0 N/A TOTAL NEW REVENUE 88,981 15,629 75,000 60,269 0 -100.0% Use of Prior Yr Revenue 0 0 0 0 50,000 100.0% TOTAL RESOURCES 88,981 15,629 75,000 60,269 50,000 -33.3% EXPENDITURES: , Capital Projects 15,900 23,071 75,000 45,701 50,000 -33.3% Transfer out to 316 13,200 0 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 29,100 23,071 75,000 45,701 50,000 -33.3% Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 29,100 23,071 75,000 45,701 50,000 -33.3% Fund Balance,January 1 29,406 89,287 81,845 81,845 96,413 17.8% Total New Revenue 88,981 15,629 75,000 60,269 0 -100.0% Total Committed Expenditures (29,100) (23,071) (75,000) (45,701) (50,000) -33.3% Designated Fund Balance 89,287 81,845 81,845 96,413 46,413 -43.3% Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A ri 6-14 Budget by Fund .. Fund 127, Cable Communications Development Fund an The Cable Communications Development Fund was established to provide promotion and development of cable communications. The City uses a character generator to issue public information �.. over a municipal access cable TV channel (Channel 21). The City Clerk's office is responsible for gathering, formatting and programming the information submitted by City departments and r external organizations for broadcast. On May 8, 1995, Council authorized the broadcasting of weekly Council meetings on Channel 21. In December 1995, Council authorized the broadcasting of the Committee of the Whole meetings. In 1998 the City began to produce quarterly videos on various highlights of rr the City. This included major private and public capital projects and highlights of major City sponsored events. Table 6-13. Fund 127, Cable Communications Development Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: Utility Tax/TV Cable 30,000 30,000 30,000 30,000 35,000 16.7% Investment Interest 7,427 1,289 1,200 13,442 2,400 100.0% Other Misc. Revenue 1,500 3,000 1,500 0 1,500 0.0% TOTAL NEW REVENUE 38,927 34,289 32,700 43,442 38,900 19.0% Use of Prior Yr Revenue 0 0 0 0 0 N/A TOTAL RESOURCES 38,927 34,289 32,700 43,442 38,900 19.0% EXPENDITURES: Supplies 2,370 2,151 2,500 1,375 3,500 40.0% Professional Services 15,751 20,950 21,100 18,657 25,100 19.0% Repairs and Maintenance 37 7,312 8,000 3,361 8,000 0.0% Capital Outlay 19,092 0 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 37,250 30,413 31,600 23,393 36,600 15.8% Increase to Reserves 0 0 1,100 0 2,300 109.1 TOTAL EXPENDITURES 37,250 30,413 32,700 23,393 38,900 19.0% Fund Balance,January 1 170,536 172,213 176,089 176,089 196,138 11.4% Total New Revenue 38,927 34,289 32,700 43,442 38,900 19.0% Total Committed Expenditures (37,250) (30,413) (31,600) (23,393) (36,600) 15.8% Designated Fund Balance 172,213 176,089 177,189 196,138 198,438 12.0% Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A L Budget by Fund 6-15 Fund 131,Park Memorial Fund This fund was created in 2001. The fund was created to accept all gifts for park and recreation purposes. Table 6-14. Fund 131, Park Memorial Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: Donations 0 0 0 50,000 0 N/A TOTAL NEW REVENUE 0 0 0 50,000 0 N/A Use of Prior Yr Revenue 0 0 0 0 0 N/A TOTAL RESOURCES 0 0 0 50,000 0 N/A EXPENDITURES: Miscellaneous Costs 0 0 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 N/A Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 0 0 0 0 0 N/A Fund Balance,January 1 0 0 0 0 50,000 100.0% Total New Revenue 0 0 0 50,000 0 N/A Total Committed Expenditures 0 0 0 0 0 N/A Designated Fund Balance 0 0 0 50,000 50,000 100.0% ... Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A 6-16 Budget by Fund Funds 201/207/212/215,Limited Tax General Obligation Bond Funds Council-approved general obligation debt is also known as limited tax general obligation debt(LTGO)or councilmanic debt. The City maintains three funds to account for existing bond revenue rr and expenditures. Fund 201 (table 6-16) maintains the revenue and expenditures for the 1997 and 2001 debt issues associated with the Main and Grady building (new Renton City Hall) purchase and renovation. The remaining funds (207 and 215) (tables 6-17 and 6-19) maintain the revenue and expenditures associated with various issues including but not limited to 1994 issue for various equipment rental additions and replacements; 1996 mini-bond issue for two fire pumper replacements; 1997 refunding issue of$2.6 million that refunded five separate LTGO issues; 1998 Certificates of Participation for lighting improvements at City Hall; 2001 issue for the downtown parking r garage; and the 2002 issue for a new fire station. For more detail on any of these debt issues, see the separately published City of Renton Debt Manual. The outstanding balance for all limited tax general obligation debt as of January 1, 2004 was $29,624,982. ' Table 6-15. Funds 201120712121215, Limited Tax General Obligation Bond Funds 2001 2002 2003 2003 2004 Change Item Actual Actual Adi Bdgt Actual Budget 03-04 REVENUE: Property Tax(General Levy) 1,041,690 1,025,500 1,315,700 977,875 1,036,100 -21.3% Real Estate Excise Tax 1,398,393 1,297,662 1,200,000 1,584,211 1,200,000 0.0% Investment Interest/Allocation 38,299 32,245 20,000 17,126 20,000 0.0% Transfer in from Fire Mitigation Fund 304 0 0 300,000 298,000 300,000 0.0% Transfer in from Water Fund 401 77,650 77,700 0 0 0 N/A Transfer in from General Fund 000 0 753,059 0 0 0 N/A TOTAL NEW REVENUE 2,556,032 3,186,165 2,835,700 2,877,212 2,556,100 -9.9% Use of Prior Year Revenue 0 0 0 0 0 N/A TOTAL RESOURCES 2,556,032 3,186,165 2,835,700 2,877,212 2,556,100 -9.9% EXPENDITURES: Debt Service:Principal 1,441,447 1,229,269 1,210,100 1,186,041 1,093,500 -9.6% Debt Service:Interest 574,708 1,078,894 1,625,600 1,611,579 1,462,600 -10.0% Trf-Out 207 to 502 160,000 0 0 0 0 N/A Trf-Out 215 To 316/Excess Reet 550,000 500,000 0 0 0 N/A I Trf-Out 212 FB to Fund 316 0 54,202 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 2,726,155 2,862,364 2,835,700 2,797,620 2,556,100 -9.9% Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 2,726,155 2,862,364 2,835,700 2,797,620 2,556,100 -9.9%- Fund Balance,January 1 824,147 654,024 977,825 977,825 1,057,418 8.1% Total New Revenue 2,556,032 3,186,165 2,835,700 2,877,212 2,556,100 -9.9% Total Committed Expenditures (2,726,155) (2,862,364) (2,835,700) (2,797,620) (2,556,100) -9.9% Fund Balance Plus Reserves 654,024 977,825 977,825 1,057,418 1,057,418 8.1% Debt Service Reserves 0 753,000 753,000 753,000 785,000 4.2% Undesignated Fund Balance,Dec 31 654,024 224,825 224,825 304,418 272,418 21.2% Budget by Fund 6-17 i Fund 201, Limited Tax General Obligation Bond Fund (City Hall) Fund 201 (table 6-16)maintains the revenue and expenditures for the 1997 and 2001 debt issues associated with the Main and Grady , building(new Renton City Hall)purchase and renovation. Table 6-16. Fund 201, Limited Tax General Obligation Bond Fund(City Hall) 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: Property Tax(General Levy) 735,765 650,000 654,300 654,300 654,300 0.0% Investment Interest 1,154 54 0 0 0 N/A TOTAL NEW REVENUE 736,919 650,054 654,300 654,300 654,300 0.0% Use of Prior Year Revenue 0 0 0 0 0 N/A TOTAL RESOURCES 736,919 650,054 654,300 654,300 654,300 0.0% EXPENDITURES: Debt Service:Principal 310,000 0 0 0 0 N/A Debt Service:Interest 422,411 652,068 654,300 652,063 654,300 0.0% TOTAL COMMITTED EXPENDITURES 732,411 652,068 654,300 652,063 654,300 0.0% Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 732,411 652,068 654,300 652,063 654,300 0.0% Fund Balance,January 1 8,805 13,313 11,299 11,299 13,536 19.8% Total New Revenue 736,919 650,054 654,300 654,300 654,300 0.0% Total Committed Expenditures (732,411) (652,068) (654,300) (652,063) (654,300) 0.0% Fund Balance Plus Reserves 13,313 11,299 11,299 13,536 13,536 19.8% Debt Service Reserves 0 0 0 0 0 N/A Undesignated Fund Balance,Dec 31 13,313 11,299 11,299 13,536 13,536 19.8% 6-18 Budget by Fund w. Fund 207, Limited Tax General Obligation Bond Fund (Senior Center) w In May 1997, limited tax general obligation refunding bonds were issued in the amount of$2.6 million. The refunding amount apportioned to the 1978 limited tax general obligation bonds for �r the Renton Senior Activity Center was 2.89 percent. The first annual principal and interest payment was paid December 2003. Table 6-17. Fund 207, Limited Tax General Obligation Bond Fund(Senior Center) 2001 2002 2003 2003 2004 Change Item Actual Actual Adl Bdgt Acutal Budget 03-04 REVENUE: Property Tax(General Levy) 500 500 35,100 35,100 28,900 -17.7% !r Investment Interest 3,764 303 0 242 0 N/A TOTAL NEW REVENUE 4,264 803 35,100 35,342 28,900 -17.7% Use of Prior Year Revenue 0 0 0 0 0 N/A TOTAL RESOURCES 4,264 803 35,100 35,342 28,900 -17.7% EXPENDITURES: Debt Service:Principal 0 0 24,600 24,553 19,000 -22.8% Debt Service:Interest 3 7 10,500 9,992 9,900 -5.7% Trf-Out 207 to 502 160,000 0 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 160,003 7 35,100 34,544 28,900 -17.7% Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 160,003 7 35,100 34,544 28,900 -17.7% Fund Balance,January 1 179,202 23,463 24,259 24,259 25,057 3.3% Total New Revenue 4,264 803 35,100 35,342 28,900 -17.7% Total Committed Expenditures (160,003) (7) (35,100) (34,544) (28,900) -17.7% Fund Balance Plus Reserves 23,463 24,259 24,259 25,057 25,057 3.3% Debt Service Reserves 0 0 0 0 0 N/A Undesignated Fund Balance,Dec 31 23,463 24,259 24,259 25,057 25,057 3.3% Budget by Fund 6-19 i Fund 212,Limited Tax General Obligation Refunding Bonds Fund (City Shops) Fund 212 (table 6-18) was closed in 2002 after the final debt service payment was made on the debt accounted for in this fund. The fund balance was transferred to the Municipal Facilities Capital Improvement Fund (Fund 316). Table 6-18. Fund 212, Limited Tax General Obligation Refunding Bonds Fund(City Shops) 2001 2002 2003 2003 2004 Change Item Actual Actual Adi Bdgt Actual Budget 03-04 REVENUE: Property Tax(General Levy) 305,425 300,200 0 0 0 N/A Investment Interest 6,143 1,417 0 0 0 N/A TOTAL NEW REVENUE 311,568 301,617 0 0 0 N/A Use of Prior Year Revenue 0 0 0 0 0 N/A TOTAL RESOURCES 311,568 301,617 0 0 0 N/A EXPENDITURES: Debt Service:Principal 275,000 290,000 0 0 0 N/A Debt Service:Interest 30,040 10,356 0 0 0 N/A Transfer Out FB to Fund 316 0 54,202 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 305,040 354,558 0 0 0 N/A Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 305,040 354,558 0 0 0 N/A Fund Balance,January 1 46,413 52,941 0 0 0 0.0% Total New Revenue 311,568 301,617 0 0 0 N/A Total Committed Expenditures (305,040) (354,558) 0 0 0 N/A Fund Balance Plus Reserves 52,941 0 0 0 0 0.0% Debt Service Reserves 0 0 0 0 0 N/A Undesignated Fund Balance,Dec 31 52,941 0 0 0 0 0.0% 6-20 Budget by Fund Fund 215, General Governmental Miscellaneous Debt Service Fund Fund 215 (table 6-19) maintains the revenue and expenditures for the debt issues associated with various purchases of equipment, construction of the Downtown Parking Garage, construction of a .•• new fire station, and lighting project for City Hall. For more detail on any of these debt issues, see the separately published City of Renton Debt Manual. Table 6-19. Fund 215, General Governmental Miscellaneous Debt Service Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adi Bdgt Actual Budget 03-04 REVENUE: Property Tax(General Levy) 0 74,800 626,300 288,475 352,900 -43.7% Real Estate Excise Tax 1,398,393 1,297,662 1,200,000 1,584,211 1,200,000 0.0% Investment Interest 27,237 30,471 20,000 16,884 20,000 0.0% Transfer In from Fire Mitigation Fund 304 0 0 300,000 298,000 300,000 0.0% Transfer In from Water Fund 401 77,650 77,700 0 0 0 N/A r Transfer In from General Fund 000 0 753,059 0 0 0 N/A ws TOTAL NEW REVENUE 1,503,280 2,233,691 2,146,300 2,187,570 1,872,900 -12.7% Use of Prior Year Revenue 0 0 0 0 0 N/A TOTAL RESOURCES 1,503,280 2,233,691 2,146,300 2,187,570 1,872,900 -12.7% EXPENDITURES: Debt Service: Principal 856,447 939,269 1,185,500 1,161,488 1,074,500 -9.4% Debt Service: Interest 122,254 416,462 960,800 949,524 798,400 -16.9% Trf-Out 215 To 316/Excess Reet 550,000 500,000 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 1,528,701 1,855,731 2,146,300 2,111,012 1,872,900 -12.7% Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 1,528,701 1,855,731 2,146,300 2,111,012 1,872,900 -12.7% Fund Balance,January 1 589,727 564,306 942,266 942,266 1,018,824 8.1 Total New Revenue 1,503,280 2,233,691 2,146,300 2,187,570 1,872,900 -12.7% Total Committed Expenditures (1,528,701) (1,855,731) (2,146,300) (2,111,012) (1,872,900) -12.7% Fund Balance Plus Reserve 564,306 942,266 942,266 1,018,824 1,018,824 8.1% Debt Service Reserves 0 753,000 753,000 753,000 785,000 4.2% Undesignated Fund Balance,Dec 31 564,306 189,266 189,266 265,824 233,824 235% Budget by Fund 6-21 Funds 213/219,Unlimited Tax General Obligation Bond Funds Voter-approved general obligation debt is also known as unlimited tax general obligation debt(ULTGO). Currently the City maintains one fund to account for existing bond revenue and expenditures. Fund 219 maintains the revenue and expenditures for the 1993 refunding issue relating to Senior Housing. For more detail on this issue, see the separately published City of Renton Debt Manual. The outstanding balance for all ULTGO debt as of January 1, 2004 was $2,665,000. Fund 213 was closed in 2002 after the final debt service payment had been made on the debt accounted for in this fund. Table 6-20. Funds 213/219, Unlimited Tax General Obligation Bond Funds 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: m► Property Tax(Voted Levy) 523,017 510,660 507,700 519,913 512,600 1.0% Investment Interest 27,817 22,266 5,000 1,822 5,000 0.0% ` TOTAL NEW REVENUE 550,834 532,926 512,700 521,735 517,600 1.0% Use of Prior Yr Revenue 0 0 0 0 0 N/A TOTAL REVENUE 550,834 532,926 512,700 521,735 517,600 1.0% EXPENDITURES: Debt Service:Principal 460,000 485,000 365,000 365,000 365,000 0.0% Debt Service: Interest 187,245 163,848 146,500 142,920 146,500 0.0% Transfer out FB to Fund 502 0 372,256 0 0 0 TOTAL COMMITTED EXPENDITURES 647,245 1,021,104 511,500 507,920 511,500 0.0% Increase for Designated Fund Balance 0 0 1,200 0 6,100 408.3% TOTAL EXPENDITURES 647,245 1,021,104 512,700 507,920 517,600 1.0% Fund Balance,January 1 1,145,287 1,048,876 560,698 560,698 574,513 2.5% Total New Revenue 550,834 532,926 512,700 521,735 517,600 1.0% Total Committed Expenditures 647,245 (1,021,104) (511,500) (507,920) (511,500) 0.0% r+ Designated Fund Balance 1,048,876 560,698 561,898 574,513 580,613 3.3% Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A 1� 6-22 Budget by Fund Fund 213, Unlimited Tax General Obligation Refunding Bond Fund (Coulon Park) Fund 213 (table 6-21) was closed in 2002 after the final debt service payment has been made on the debt accounted for in this fund. The fund balance was transferred to the Insurance Fund 502. Table 6-21. Fund 213, Unlimited Tax General Obligation Refunding Bond Fund(Coulon Park) 2001 2002 2003 2003 2004 Change Item Actual Actual Adl Bdgt Actual Budget 03-04 r REVENUE: Investment Interest 17,414 17,047 0 0 0 N/A TOTAL NEW REVENUE 17,414 17,047 0 0 0 N/A Use of Prior Yr Revenue 0 0 0 0 0 N/A TOTAL REVENUE 17,414 17,047 0 0 0 N/A ar EXPENDITURES: j Debt Service:Principal 130,000 140,000 0 0 0 N/A Debt Service: Interest 12,540 4,460 0 0 0 N/A Transfer out FB to Fund 502 0 372,256 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 142,540 516,716 0 0 0 N/A Increase for Designated Fund Balance 0 0 0 0 0 N/A TOTAL EXPENDITURES 142,540 516,716 0 0 0 N/A Fund Balance,January 1 624,795 499,669 0 0 0 N/A Total New Revenue 17,414 17,047 0 0 0 N/A Total Committed Expenditures (142,540) (516,716) 0 0 0 N/A Designated Fund Balance 499,669 0 0 0 0 N/A Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A r L r Budget by Fund 6-23 + Fund 219,Unlimited Tax General Obligation Bond Fund (Senior Housing) Fund 219 (table 6-22) maintains the revenue and expenditures for the 1993 refunding issue relating to Senior Housing. Table 6-22. Fund 219, Unlimited Tax General Obligation Bond Fund(Senior Housing 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: Property Tax(Voted Levy) 523,017 510,660 507,700 519,913 512,600 1.0% Investment Interest 10,403 5,219 5,000 1,822 5,000 0.0% TOTAL NEW REVENUE 533,420 515,879 512,700 521,735 517,600 1.0% Use of Prior Yr Revenue 0 0 0 0 0 N/A TOTAL REVENUE 533,420 515,879 512,700 521,735 517,600 1.0% EXPENDITURES: Debt Service:Principal 330,000 345,000 365,000 365,000 365,000 0.0% Debt Service:Interest 174,705 159,388 146,500 142,920 146,500 0.0% TOTAL COMMITTED EXPENDITURES 504,705 504,388 511,500 507,920 511,500 0.0% Increase for Designated Fund Balance 0 0 1,200 0 6,100 408.3% TOTAL EXPENDITURES 504,705 504,388 512,700 507,920 517,600 1.0% Fund Balance,January 1 520,492 549,207 560,698 560,698 574,513 2.5% Total New Revenue 533,420 515,879 512,700 521,735 517,600 1.0% Total Committed Expenditures (504,705) (504,388) (511,500) (507,920) (511,500) 0.0% Designated Fund Balance 549,207 560,698 561,898 574,513 580,613 3.3% Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A t 6-24 Budget by Fund Fund 220,Local Improvement District Debt Service Fund The Local Improvement District(LID)Debt Service Fund accounts for assessment collections and debt service payments for the LID's located within the City. A LID is created to construct public improvements deemed to benefit the property owners such as sidewalks or sewer lines. The City sells bonds to finance these projects. The benefited property owners are billed for their share and given an extended period of time to repay their assessments plus interest. As of January 1, 2003,there is no LID debt outstanding, however there are still outstanding assessments being collected. Table 6-23. Fund 220, L.LD. Debt Service Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adl Bdgt Actual Budget 03-04 REVENUE: LID Assessments&Interest 415,462 364,534 293,000 295,674 13,300 -95.5% Investment Interest 19,270 443 41,600 39,463 4,100 -90.1 TOTAL NEW REVENUE 434,732 364,977 334,600 335,137 17,400 -94.8% Use of Prior Yr Revenue 0 0 425,000 0 0 -100.0% TOTAL RESOURCES 434,732 364,977 759,600 335,137 17,400 -97.7% EXPENDITURES: Operating Transfer-Out 0 67,621 465,000 465,000 10,300 -97.8% Transfer out to 316 0 323,000 267,600 267,600 0 -100.0% Debt Service:Principal 185,000 135,000 0 0 0 N/A Debt Service:Interest 21,364 11,290 27,000 3,000 7,000 -74.1% TOTAL COMMITTED EXPENDITURES 206,364 536,911 759,600 735,600 17,300 -97.7% Increase to Reserves 0 0 0 0 100 100.0% TOTAL EXPENDITURES 206,364 536,911 759,600 735,600 17,400 -97.7% Fund Balance,January 1 374,719 603,087 431,153 431,153 30,690 -92.9% +ter Total New Revenue 434,732 364,977 334,600 335,137 17,400 -94.8% Total Committed Expenditures (206,364) (536,911) (759,600) (735,600) (17,300) -97.7% Designated Fund Balance 603,087 431,153 6,153 30,690 30,790 400.4% Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A Budget by Fund 6-25 I Fund 221, Local Improvement District Guaranty Fund The Local Improvement District(LID) Guaranty Fund was established in accordance with State law for the purpose of guaranteeing the payment of outstanding LID bonds and coupons. Payments are made from this fund if sufficient monies are not +rrri collected from LID assessments during the prescribed time period. State law requires that this fund be maintained as long as there are any outstanding LID bonds. Sources of revenue to this fund can include general property taxes, investment interest, and any surplus remaining in an LID after all obligations have been met. State law allows transfers from this fund to the General Fund, limited to an at amount not less than 10 percent of the net outstanding obligations guaranteed by the fund. Fund 221 was closed in 2002 after the final LID debt service payment had been made. Guaranty funds are not required to be maintained when there are no LID bonds outstanding. Table 6-24. Fund 221, L.I.D. Guaranty Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adi Bdgt Actual Budget 03-04 REVENUE: t Investment Interest 5,907 566 0 0 0 N/A TOTAL NEW REVENUE 5,907 566 0 0 0 N/A Use of Prior Yr Revenue 0 0 0 0 0 N/A TOTAL RESOURCES 5,907 566 0 0 0 N/A EXPENDITURES: Transfer Out to Insurance Fund 502 0 152,132 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 0 152,132 0 0 0 N/A Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 0 152,132 0 0 0 N/A Fund Balance,January 1 145,660 151,567 0 0 0 0.0% Total New Revenue 5,907 566 0 0 0 N/A Total Committed Expenditures 0 (152,132) 0 0 0 N/A Designated Fund Balance 151,567 1 0 0 0 0.0% Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A 1 !1 r 1 6-26 Budget by Fund . ................_._........... Fund 301, Garage Capital Improvement Project Fund Beginning in 2001 Fund 301 has been specifically used for the completion of a parking garage in downtown Renton. In 2001 a Residual Equity Transfer from the General Fund (000) was made for$4 million. Limited General Obligation Bonds were issued in 2001 for$6 million. Table 6-25. Fund 301, Garage Capital Improvement Project Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: Parking Garage Fees 0 0 0 832 0 N/A LTGO Bonds 5,947,691 0 0 0 0 N/A Investment Interest 66,408 127,879 100,000 311,992 0 -100.0% Residual Equity Transfer in from 000 4,000,000 0 0 0 0 N/A TOTAL NEW REVENUE 10,014,099 127,879 100,000 312,823 0 -100.0% Use of Prior Yr Revenue 0 0 3,823,575 0 1,638,700 -57.1 TOTAL RESOURCES 10,014,099 127,879 3,923,575 312,823 1,638,700 -58.2% EXPENDITURES: Regular Salaries 0 49,073 0 33,118 0 N/A Personnel Benefits 0 13,012 0 8,686 0 N/A Supplies 0 745 0 0 0 N/A Travel/Training 0 422 0 0 0 N/A Capital Outlay 436,550 5,524,985 3,872,200 2,247,272 0 -100.0% Debt Service 99,431 0 0 0 0 N/A Other 0 0 51,375 392 0 -100.0% Transfer Out 007 0 0 0 0 138,700 100.0% Transfer Out 317 0 0 0 0 1,500,000 100.0% TOTAL COMMITTED EXPENDITURES 535,981 5,588,238 3,923,575 2,289,468 1,638,700 -58.2% Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 535,981 5,588,238 3,923,575 2,289,468 1,638,700 -58.2% Fund Balance,January 1 0 9,478,118 4,017,759 4,017,759 2,041,115 -49.2% Total New Revenue 10,014,099 127,879 100,000 312,823 0 -100.0% Total Committed Expenditures (535,981) (5,588,238) (3,923,575) (2,289,468) (1,638,700) -58.2% Designated Fund Balance 9,478,118 4,017,759 194,184 2,041,115 402,415 107.2% Undesignated Fund Balance, December 31 0 0 0 0 0 N/A Ilr. I Budget by Fund 6-27 t Fund 303, Community Development Impact Mitigation Fund Beginning in 1999, Fund 303 was created for the purpose of identifying Community Development Impact Mitigation revenue and expenditures. Previously, Transportation, Fire, and Community Development(Park)mitigation activities were budgeted in Fund 105. The Designated Fund Balance is for identified projects in the 2004-2009 CIP. Table 6-26. Fund 303, Community Development Impact Mitigation Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: Community Dev.Mitigation Fees 362,343 383,784 250,000 476,603 225,000 -10.0% Investment Interest 35,881 41,699 40,000 14,240 12,000 -70.0% TOTAL NEW REVENUE 398,224 425,484 290,000 490,843 237,000 -18.3% Use of Prior Yr Revenue 0 0 985,000 0 0 -100.0% TOTAL RESOURCES 398,224 425,484 1,275,000 490,843 237,000 -81.4% EXPENDITURES: Community Dev.Mitigation Proj 4,238 59,550 1,275,000 992,272 0 -100.0% TOTAL COMMITTED EXPENDITURES 4,238 59,550 1,275,000 992,272 0 -100.0% Increase to Reserves 0 0 0 0 237,000 100.0% TOTAL EXPENDITURES 4,238 59,550 1,275,000 992,272 237,000 -81.4% Fund Balance,January 1 801,590 1,195,576 1,561,510 1,561,510 1,060,081 -32.1% Total New Revenue 398,224 425,484 290,000 490,843 237,000 -18.3% Total Committed Expenditures (4,238) (59,550) (1,275,000) (992,272) 0 -100.0% Designated Fund Balance 1,195,576 1,561,510 576,510 1,060,081 1,297,081 125.0% Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A `l Wills rrl rrll 4 1 6-28 Budget by Fund Fund 304,Fire Impact Mitigation Fund Fund 304 was created for the purpose of identifying Fire Impact Mitigation revenue and expenditures. Mitigation fees are charged to new development near existing fire stations and developments located further out. Revenue is collected at the time a permit is issued. The Designated Fund Balance is for identified projects in the 2004-2009 CIP. Bonds were issued in 2002 for the completion of Fire Station 12 which will be completed in 2004. Table 6-27. Fund 304, Fire Impact Mitigation Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adl Bdgt Actual Budget 03-04 REVENUE: Fire Mitigation Fees 405,850 518,665 200,000 371,680 200,000 0.0% Bond Proceeds 0 3,879,038 0 0 0 NIA Investment Interest 66,747 30,974 25,000 108,027 25,000 0.0% TOTAL NEW REVENUE 472,597 4,428,677 225,000 479,707 225,000 0.0% Use of Prior Yr Revenue 0 0 4,294,800 0 75,000 -98.3% TOTAL RESOURCES 472,597 4,428,677 4,519,800 479,707 300,000 -93.4% EXPENDITURES: Regular Salaries 21,868 44,409 0 56,854 0 NIA Personnel Benefits 5,090 12,365 0 16,115 0 NIA Supplies 282 880 0 364 0 NIA Debt Service Costs 0 73,487 0 0 0 NIA Fire Mitigation Projects 1,927,949 563,175 4,221,800 3,306,305 0 -100.0% Transfer Out to 125 0 0 0 26,926 0 NIA Transfer Out to 215 0 0 298,000 298,000 300,000 0.7% TOTAL COMMITTED EXPENDITURES 1,955,189 694,316 4,519,800 3,704,564 300,000 -93.4% Increase to Reserves 0 0 0 0 0 NIA TOTAL EXPENDITURES 1,955,189 694,316 4,519,800 3,704,564 300,000 -93.4% Fund Balance,January 1 2,471,291 988,699 4,723,060 4,723,060 1,498,203 -68.3% Total New Revenue 472,597 4,428,677 225,000 479,707 225,000 0.0% Total Committed Expenditures (1,955,189) (694,316) (4,519,800) (3,704,564) (300,000) -93.4% Designated Fund Balance 988,699 4,723,060 428,260 1,498,203 1,423,203 232.3% Undesignated Fund Balance,Dec 31 0 0 0 0 0 NIA Budget by Fund 6-29 Fund 305,Transportation Impact Mitigation Fund Fund 305 was created for the purpose of identifying Transportation Impact Mitigation revenue and expenditures. Mitigation fees are charged to new development projects within Renton city limits using a vehicle trip rate which has been established based on the number of vehicle trips generated between 1990 and 2010 by new development. The Designated Fund Balance is for city identified projects in the 2004-2009 Capital Improvement Program (CIP) and the 2004-2009 Transportation Capital Improvement Program (TCIP). Table 6-28. Fund 305, Transportation Impact Mitigation Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: j Transportation Mitigation Fees 365,038 1,001,645 500,000 388,768 500,000 0.0% Investment Interest 235,118 90,534 85,000 161,347 150,000 76.5% TOTAL NEW REVENUE 600,156 1,092,179 585,000 550,115 650,000 11.1 Use of Prior Yr Revenue 0 0 1,866,400 0 739,300 -60.4% TOTAL RESOURCES 600,156 1,092,179 2,451,400 550,115 1,389,300 -43.3% EXPENDITURES: Will Transfer out to 317 941,509 1,200,000 2,451,400 712,325 1,389,300 -43.3% TOTAL COMMITTED EXPENDITURES 941,509 1,200,000 2,451,400 712,325 1,389,300 -43.3% Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 941,509 1,200,000 2,451,400 712,325 1,389,300 -43.3% Fund Balance,January 1 4,470,570 4,129,217 4,021,396 4,021,396 3,859,186 -4.0% 1 Total New Revenue 600,156 1,092,179 585,000 550,115 650,000 11.1% +� Total Committed Expenditures (941,509) (1,200,000) (2,451,400) (712,325) (1,389,300) -43.3% Designated Fund Balance 4,129,217 4,021,396 2,154,996 3,859,186 3,119,886 44.8% Undesignated Fund Balance,December 31 0 0 0 0 0 N/A i i 6-30 Budget by Fund w Fund 306, Leased City Properties Beginning in 1999, Fund 306 is created for the purpose of identifying Leased City Properties revenue and expenditures. Table 6-29. Fund 306, Leased City Properties 2001 2002 2003 2003 2004 Change Item Actual Actual Adi Bdgt Actual Budget 03-04 REVENUE: Sale of Specs 1,415 0 0 0 0 N/A Investment Interest 9,089 2,370 4,000 0 0 -100.0% Interfund Loan Proceeds 0 600,000 0 0 0 N/A Sale of General Fixed Assets 0 0 0 200 0 N/A Leases-200 Mill Ave 101,987 171,003 311,400 224,421 251,400 -19.3% Leases-New City Hall 464,069 312,271 294,600 350,552 295,000 0.1 TOTAL NEW REVENUE 576,560 1,085,644 610,000 575,173 546,400 -10.4% Use of Prior Yr Revenue 0 0 0 0 30,400 100.0% TOTAL RESOURCES 576,560 1,085,644 610,000 575,173 576,800 -5.4% EXPENDITURES: Regular Salaries 46,672 40,745 52,100 50,854 54,200 4.0% Overtime 222 4 0 24 0 N/A Personnel Benefits 11,205 8,699 14,800 12,053 14,700 -0.7% Property Management Services 3,494 18,200 0 (3,350) 0 N/A Repairs and Mntc 67,122 61,463 109,900 12,572 75,100 -31.7% Upgrades/Improvements-200 Mill Ave 6,432 796,181 0 0 0 N/A Upgrades/Improvements-RCN 113 0 0 0 0 N/A Interfund Loan Repayment 0 315,200 377,600 455,600 432,800 14.6% Tfr-Out to 316 363,800 0 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 499,061 1,240,493 554,400 527,752 576,800 4.0% Increase to Reserves 0 0 55,600 0 0 -100.0% TOTAL EXPENDITURES 499,061 1,240,493 610,000 527,752 576,800 -5.4% Fund Balance,January 1 188,173 265,672 110,823 110,823 158,244 42.8% Total New Revenue 576,560 1,085,644 610,000 575,173 546,400 -10.4% Total Committed Expenditures (499,061) (1,240,493) (554,400) (527,752) (576,800) 4.0% Designated Fund Balance 265,672 110,823 166,423 158,244 127,844 -23.2% Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A Budget by Fund 6-31 Fund 307,Aquatics Center Fund 307 was created in 2002 for the purpose of identifying Aquatic Center revenue and expenditures. The Designated Fund Balance is for identified projects in the 2004-2009 Capital Improvement Program (CIP). .. Table 6-30. Fund 307, Aquatics Center 2001 2002 2003 2003 2004 Change Item Actual Actual Adi Bdgt Actual Budget 03-04 REVENUE: Transfer In Fund 000 0 1,800,000 0 0 0 N/A Transfer In Fund 101 0 2,100,000 0 0 0 NIA Transfer In Fund 103 0 425,000 0 0 0 N/A .. Transfer In Fund 215 0 500,000 0 0 0 N/A Transfer In Fund 316 0 175,000 0 0 0 N/A Investment Interest 0 31,594 0 76,246 0 N/A TOTAL NEW REVENUE 0 5,031,594 0 76,246 0 N/A Use of Prior Yr Revenue 0 0 4,899,500 0 0 -100.0% TOTAL RESOURCES 0 5,031,594 4,899,500 76,246 0 -100.0% EXPENDITURES: Capital Outlay 0 100,453 4,899,500 3,743,601 0 -100.0% Transfer Out Fund 125 0 0 0 32,374 0 N/A TOTAL COMMITTED EXPENDITURES 0 100,453 4,899,500 3,775,975 0 -100.0% Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 0 100,453 4,899,500 3,775,975 0 -100.0% Fund Balance,January 1 0 0 4,931,142 4,931,142 1,231,412 -75.0% Total New Revenue 0 5,031,594 0 76,246 0 N/A Total Committed Expenditures 0 (100,453) (4,899,500) (3,775,975) 0 -100.0% .. Designated Fund Balance 0 4,931,142 31,642 1,231,412 1,231,412 3791.8% Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A rs 6-32 Budget by Fund ow 1 Fund 316, Municipal Facilities Capital Improvement Fund This fund is used to accumulate resources to fund facility improvements and renovations, property acquisitions for parks and City space needs,parks development and equipment, and major Ir. capital requirements such as computer technology and copier needs benefiting all general governmental operations. Table 6-31. Fund 316, Municipal Facilities Capital Improvement Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adl Bdgt Actual Budget 03-04 REVENUE: Real Estate Excise Tax 1,398,393 1,297,663 1,000,000 1,380,401 1,000,000 0.0% Investment Interest 346,246 119,393 100,000 220,591 80,000 -20.0% Donations 0 39,788 0 0 0 N/A Sale of General Fixed Assets 6,000 0 0 151,920 0 N/A Sale of Plans&Specs/Parks 920 2,195 0 980 0 N/A EPA Grant-Port Quendall 16,021 0 0 0 0 N/A Other Grants 74,688 0 0 0 0 N/A Misc. Revenue 7,550 0 0 0 0 N/A Interfund Loan Repayment 0 315,200 0 455,600 0 N/A 1,1-In 125/Fund Balance 13,200 0 0 0 0 N/A Trf-In/000 Gen Fund 1,260,000 1,720,000 1,000,000 1,000,000 980,500 -2.0% Trf-In/220 LID 0 323,000 267,600 267,600 0 -100.0% Trf-In 306 Leased City Properties 363,800 0 0 0 0 N/A TOTAL NEW REVENUE 3,486,818 3,817,239 2,367,600 3,477,092 2,060,500 -13.0% Use of Prior Yr Revenue 0 0 5,947,100 0 446,500 -92.5% TOTAL RESOURCES 3,486,818 3,817,239 8,314,700 3,477,092 2,507,000 -69.8% EXPENDITURES: Technology Plan/ComputerAcq 869,237 936,416 1,330,000 1,138,051 1,350,000 1.5% Copier Acquisitions-Other Rentals 133,409 113,587 150,000 112,166 0 -100.0% Library Projects 34,851 2,076 0 0 0 N/A Econ Dev/Neighbrhds/Strat Ping Proj 120,805 112,740 325,000 140,729 150,000 -53.8% Main &Grady Improvements 67,181 35,880 35,000 15,150 0 -100.0% Municipal Facilities(incl Parks Proj) 1,119,422 1,579,054 1,897,100 973,575 907,000 -52.2% Highlands Redevelopment 0 0 1,500,000 0 0 -100.0% Pavillion Project 0 46,733 2,625,200 2,035,022 0 -100.0% Performing Arts Center 200,000 250,000 0 0 0 N/A Valley Com Center 245,882 250,595 25,000 0 0 -100.0% Veterans Memorial Park 0 20,587 327,400 321,774 0 -100.0% Comm Svc Grant Matching Funds 0 0 100,000 0 100,000 0.0% Trf-Out/000 0 175,000 0 0 0 N/A Trf-Out/306 0 600,000 0 0 0 N/A Trf-Out/317 42,000 0 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 2,832,786 4,122,668 8,314,700 4,736,467 2,507,000 -69.8% d.. Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 2,832,786 4,122,668 8,314,700 4,736,467 2,507,000 -69.8% Fund Balance,January 1 5,888,908 6,542,939 6,237,510 6,237,510 4,978,135 -20.2% Total New Revenue 3,486,818 3,817,239 2,367,600 3,477,092 2,060,500 -13.0% Total Committed Expenditures (2,832,786) (4,122,668) (8,314,700) (4,736,467) (2,507,000) -69.8% Undesignated Fund Balance, Dec 31 6,542,939 6,237,510 290,410 4,978,135 4,531,635 1460.4% Budget by Fund 6-33 Fund 317,Transportation Capital Improvement Fund This fund supports City of Renton Transportation projects and projects linked with various State and Federal Funding programs. Many of the projects are dependent on acquisition of outside grants, formation of LID's and mitigation revenue. Investment earnings generated on the fund balance throughout the year are credited to the General Fund. Table 6-32. Fund 317, Transportation Capital Improvement Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: Per Capita Business License Fees 1,967,436 1,790,890 1,880,000 1,667,475 1,936,400 3.0% Transportation Grants 2,441,158 2,277,504 911,600 2,114,881 2,150,000 135.8% Local Vehicle License Fee/Transp 452,053 466,822 350,000 11,683 350,000 0.0% King County Mit 0 0 0 0 0 N/A Charges for Svcs/Plan Sales,Misc 33,440 515 0 1,126 0 N/A Miscellaneous 10,000 0 0 0 0 N/A Trf-In Fm 000 0 0 575,000 575,000 0 -100.0% Trf-In Fm 103 100,000 0 0 0 0 N/A Trf-In Fm 125 42,000 0 0 0 0 N/A Trf-In Fm 220 0 0 425,000 425,000 0 -100.0% Trf-In Fm 301 0 0 0 0 1,500,000 100.0% Trf-In Fm 305 941,509 1,200,000 2,451,400 558,300 1,389,300 -43.3% Trf-In Fm Arterial Str Fd/Overlay Prgm 678,500 353,500 353,500 353,500 0 -100.0% TOTAL NEW REVENUE 6,666,096 6,089,231 6,946,500 5,706,965 7,325,700 5.5% Use of Prior Yr Revenue 0 0 714,700 0 1,134,700 58.8% TOTAL RESOURCES 6,666,096 6,089,231 7,661,200 5,706,965 8,460,400 10.4% EXPENDITURES: TBZ Planning Studies 1,440 0 0 0 0 N/A Transportation Projects 8,352,610 4,779,559 7,661,200 4,262,358 8,460,400 10.4% TOTAL COMMITTED EXPENDITURES 8,354,050 4,779,559 7,661,200 4,262,358 8,460,400 10.4% Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 8,354,050 4,779,559 7,661,200 4,262,358 8,460,400 10.4% Fund Balance,January 1 7,225,572 5,537,618 6,847,290 6,847,290 8,291,897 21.1 Total New Revenue 6,666,096 6,089,231 6,946,500 5,706,965 7,325,700 5.5% Total Committed Expenditures (8,354,050) (4,779,559) (7,661,200) (4,262,358) (8,460,400) 10.4% Undesignated Fund Balance,Dec 31 5,537,618 6,847,290 6,132,590 8,291,897 7,157,197 16.7% 6-34 Budget by Fund Fund 401,Waterworks Utility Fund .r Utility charges and fees provide revenue for the operation and maintenance of the water, wastewater and surface water utilities and Public Works Trust Fund Loan payments. Fund 451 was established for revenue bond debt service payments and bond reserves. A portion of water, wastewater, and surface water fees are allocated to Fund 451 in order to make revenue bond debt payments. Table 6-33. Fund 401, Waterworks Utility Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: Water Collections 5,899,407 6,120,656 5,573,400 6,401,984 6,530,000 17.2% Wastewater(City) 3,037,158 3,074,720 2,378,200 2,663,528 3,172,100 33.4% Metro Revenue 6,536,744 7,338,790 7,436,100 7,678,319 7,822,400 5.2% Surface Water Fees&Charges 2,171,600 2,227,355 2,420,700 2,422,811 2,503,000 3.4% imp Other Utility Fees&Charges 309,819 322,889 312,400 336,648 296,400 -5.1% Interfund Revenue 924,283 857,765 921,900 873,315 675,500 -26.7% Investment Interest 116,217 52,518 87,900 106,930 87,900 0.0% Other Misc Revenue 106,591 418,555 103,900 135,591 103,400 -0.5% Water Installation 215,317 202,069 141,300 285,210 300,000 112.3% Operating Transfers-In 0 67,621 40,000 40,000 10,400 -74.0% TOTAL NEW REVENUE 19,317,136 20,682,938 19,415,800 20,944,336 21,501,100 10.7% Use of Prior Yr Revenue 0 0 1,670,900 0 0 -100.0% TOTAL RESOURCES 19,317,136 20,682,938 21,086,700 20,944,336 21,501,100 2.0% EXPENDITURES: Regular Salaries 2,563,444 2,645,983 2,866,600 2,783,815 2,984,200 4.1% Part Time Salaries 38,950 42,540 80,900 53,828 83,000 2.6% Overtime 121,054 89,438 102,400 105,228 106,600 4.1% Personnel Benefits 637,657 713,021 819,500 767,611 880,100 7.4% Supplies/Inventory 640,141 696,261 686,300 682,595 684,700 -0.2% Professional Services 84,396 100,774 155,200 106,194 166,700 7.4% Postage/Telephone/Other 10,050 13,288 25,100 10,300 12,100 -51.8% Travel/Training 14,128 16,717 29,500 16,356 26,200 -11.2% Other Rentals 7,178 9,617 15,100 14,116 15,200 0.7% Equipment Rental 467,100 481,826 476,900 455,500 367,000 -23.0% Insurance 83,693 83,700 83,700 83,700 83,700 0.0% Public Utility Services 592,022 523,812 609,900 541,770 648,000 6.2% King County Wastewater Treatment ChargE 6,785,354 7,924,164 7,740,000 7,113,451 7,822,000 1.1% Repairs& Maintenance 159,392 146,047 198,000 191,149 198,000 0.0% Miscellaneous 35,958 92,576 117,900 39,613 73,000 -38.1% State Tax 527,877 513,460 556,800 571,812 581,200 4.4% Interfund Taxes 1,205,729 1,228,627 1,272,800 1,352,414 1,330,900 4.6% Operating Transfers Out 77,650 177,700 0 0 0 N/A Residual Equity Transfers to 421 1,436,700 1,500,000 1,950,000 1,799,997 1,731,000 -11.2% Capital Outlay 45,548 19,157 25,200 650 25,200 0.0% Debt Service: Principal 751,432 620,274 767,700 642,689 670,400 -12.7% " Debt Service: Interest 105,293 97,899 96,200 93,320 87,300 -9.3% Interfund Payments 2,272,499 2,262,631 2,411,000 2,344,739 2,229,400 -7.5% TOTAL COMMITTED EXPENDITURES 18,663,243 19,999,512 21,086,700 19,770,847 20,805,900 -1.3% Increase to Reserves 0 0 0 0 695,200 100.0% TOTAL EXPENDITURES 18,663,243 19,999,512 21,086,700 19,770,847 21,501,100 2.0% Fund Balance,January 1 2,454,343 3,108,236 3,791,662 3,791,662 4,965,151 30.9% Total New Revenue 19,317,136 20,682,938 19,415,800 20,944,336 21,501,100 10.7% Total Committed Expenditures (18,663,243) (19,999,512) (21,086,700) (19,770,847) (20,805,900) -1.3% Fund Balance Plus Reserves 3,108,236 3,791,662 2,120,762 4,965,151 5,660,351 166.9% 8%Operating Reserves 1,170,897 1,283,140 1,315,456 1,224,849 1,342,536 2.1% Fund Balance,December 31 1,937,339 2,508,522 805,306 3,740,302 4,317,815 436.2% Budget by Fund 6-35 VW Fund 402,Airport Fund The Airport Fund supports administration, operation, improvement, and maintenance of the Renton Municipal Airport. The Airport is a section of the Planning/Building/Public Works Transportation Systems. Table 6-34. Fund 402, Airport Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adi Bdgt Actual Budget 03-04 REVENUE: FAA Grants 8,231 904,573 1,150,000 44,232 0 -100.0% Charges for Services 14,010 6,476 5,000 5,547 4,900 -2.0% Investment Interest 176,375 60,583 50,000 111,420 100,000 100.0% Airport Leases 729,116 867,656 680,800 715,739 714,200 4.9% Runway 15 Safety Improvement 44,799 0 3,040,000 2,254,622 0 -100.0% Other Miscellaneous Revenue 5,422 806 9,300 65,739 63,200 579.6% TOTAL NEW REVENUE 977,953 1,840,094 4,935,100 3,197,299 882,300 -82.1% Use of Prior Yr Revenue 0 0 250,125 0 0 -100.0% TOTAL RESOURCES 977,953 1,840,094 5,185,225 3,197,299 882,300 -83.0% EXPENDITURES: Regular Salaries 135,291 173,938 185,100 184,264 192,700 4.1% Part Time Salaries 45,876 50,629 67,900 76,690 91,900 35.3% Overtime 5,810 9,123 4,200 17,128 10,300 145.2% Personnel Benefits 37,513 60,206 62,400 72,918 68,400 9.6% Supplies 19,295 32,638 42,300 42,956 41,300 -2.4% Professional Services 181,931 101,831 79,300 34,311 70,500 -11.1% Postage/Telephone/Other 524 2,361 300 5,217 3,300 1000.0% Travel/Training 1,533 494 3,000 994 1,700 -43.3% Other Rentals 1,013 1,000 7,300 10,943 7,300 0.0% Equipment Rental 34,800 34,600 35,600 24,200 24,000 -32.6% Insurance 42,069 48,417 48,600 24,100 48,600 0.0% Public Utility Services 62,222 63,947 83,400 70,848 78,000 -6.5% Repairs&Maintenance 34,863 21,859 64,300 37,170 64,300 0.0% Miscellaneous 60 1,864 27,900 3,544 13,500 -51.6% Machinery&Equipment 17,407 31,186 18,000 0 18,000 0.0% Capital Outlay/Operating 0 0 18,000 0 0 -100.0% Interfund Payments 43,280 44,171 45,700 48,237 47,100 3.1% SUBTOTAL OPERATING BUDGET 663,486 678,264 793,300 653,520 780,900 -1.6% Airport Capital Improvements 831,929 926,376 4,391,925 3,382,295 25,000 -99.4% 1� TOTAL COMMITTED EXPENDITURES 1,495,416 1,604,640 5,185,225 4,035,815 805,900 -84.5% Increase to Reserves 0 0 0 0 76,400 100.0% TOTAL EXPENDITURES 1,495,416 1,604,640 5,185,225 4,035,815 882,300 -83.0% Fund Balance,January 1 3,465,150 2,947,687 3,183,141 3,183,141 2,344,625 -26.3% Total New Revenue 977,953 1,840,094 4,935,100 3,197,299 882,300 -82.1% Total Committed Expenditures (1,495,416) (1,604,640) (5,185,225) (4,035,815) (805,900) -84.5% Fund Balance Plus Reserves 2,947,687 3,183,141 2,933,016 2,344,625 2,421,025 -17.5% 8%Operating Reserves 53,079 54,261 63,464 52,282 62,472 -1.6% Capital Reserves 2,894,608 3,128,880 2,869,552 2,292,343 2,358,553 -17.8% Fund Balance Dec 31 0 0 0 0 0 N/A 6-36 Budget by Fund Fund 403, Solid Waste Utility Fund The Solid Waste Utility Fund accounts for contracted garbage collection services to 13,125 customers. There are two sections of the Planning/Building/Public Works Department supported by this f. fund; Solid Waste Utility Systems (403/18), and Solid Waste Maintenance (403/19). Table 6-35. Fund 403, Solid Waste Utility Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: Solid Waste Fees 8,336,385 8,445,489 8,844,700 8,457,348 8,444,300 -4.5% Interfund Revenues 4,738 5,674 1,000 6,345 3,200 220.0% Investment Interest 23,671 3,849 4,000 17,906 4,900 22.5% Franchise Fees 60,500 60,500 66,000 72,286 68,000 3.0% Other Misc 100 0 0 0 0 N/A DOE Grants 13,205 51,451 59,300 10,085 83,300 40.5% King County Grant Programs 59,309 43,593 79,800 75,079 90,600 13.5% Local Hazardous Wste Mgt Grant 0 35,929 19,700 12,900 21,000 6.6% TOTAL NEW REVENUE 8,497,909 8,646,485 9,074,500 8,651,949 8,715,300 -4.0% Use of Prior Yr Revenue 0 0 19,400 0 2,800 -85.6% TOTAL RESOURCES 8,497,909 8,646,485 9,093,900 8,651,949 8,718,100 -4.1% EXPENDITURES: Regular Salaries 105,287 110,660 125,200 124,305 130,300 4.1 Part Time Salaries 18,135 21,681 25,700 25,599 26,500 3.1 Personnel Benefits 28,651 31,235 32,400 33,069 36,000 11.1% Supplies 4,076 1,463 9,800 5,064 9,800 0.0% Garbage Contractor 7,139,787 6,798,874 7,331,300 6,729,860 6,860,000 -6.4% Professional Services 22 647 10,600 0 14,000 32.1 �•• Solid Waste Programs 123,293 76,438 156,700 73,268 154,500 -1.4% Postage/Telephone/Other 63 53 2,100 65 1,100 -47.6% Travel/Training 155 133 2,700 184 1,300 -51.9% Equipment Rental 11,800 14,000 13,900 11,100 10,600 -23.7% Public LIM Sv/Dump Fees 2,198 2,194 6,600 3,246 6,600 0.0% 1 Repairs& Maintenance 0 0 600 0 600 0.0% Miscellaneous 3,763 4,301 8,600 2,490 40,800 374.4% K Co Hazardous Materials Assmt 190,670 182,490 186,800 179,259 236,800 26.8% State Excise Tax 118,102 121,656 120,200 119,016 120,200 0.0% State Refuse Collection Tax 283,445 291,974 288,400 285,638 288,400 0.0% Interfund Taxes 486,291 496,102 498,200 504,035 498,200 0.0% Interfund Payments 260,933 270,740 274,100 279,874 282,400 3.0% TOTAL COMMITTED EXPENDITURES 8,776,670 8,424,641 9,093,900 8,376,072 8,718,100 -4.1% Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 8,776,670 8,424,641 9,093,900 8,376,072 8,718,100 -4.1% 1 Fund Balance,January 1 666,951 388,190 610,034 610,034 885,911 45.2% a. Total New Revenue 8,497,909 8,646,485 9,074,500 8,651,949 8,715,300 -4.0% Total Committed Expenditures (8,776,670) (8,424,641) (9,093,900) (8,376,072) (8,718,100) -4.1 1 Fund Balance Plus Reserves 388,190 610,034 590,634 885,911 883,111 49.5% Vii• Operating Reserves 0 0 0 0 697,448 100.0% Designated Fund Balance 388,190 610,034 590,634 885,911 185,663 -68.6% Fund Balance, Dec 31 0 0 0 0 0 N/A Budget by Fund 6-37 Fund 404,Municipal Golf Course System Fund Ordinance#3884, approved in January 1985, created the Golf Course Fund and authorized issuance of$3,965,000 Council Voted General Obligation Bonds to acquire, improve,and develop the facility. The golf course is an 18-hole golf complex operated and maintained by the City through the Parks Division of the Community Services Department. In 1994, $5 million in revenue bonds were issued to construct a driving range and new clubhouse, including pro shop, restaurant,and meeting rooms. The major source of support is user fees, including an additional green fee of $2.00 per round of golf, reserved for capital improvements. In 1997 and beyond,the additional green fees will be used for payment of the annual debt service on the revenue bonds. In 1998 the operating reserve was recalculated to reflect debt service payments that are held in reserve on the balance sheet. See the Community Services operating budget section for more information. 6-38 Budget by Fund Table 6-36. Fund 404, Municipal Golf Course System Fund VA 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: Golf Course Green Fees 1,237,587 1,212,443 1,200,000 1,168,615 1,247,100 3.9% Driving Range Fees 347,095 364,313 343,000 365,791 363,600 6.0% Other Charges for Services 328,855 220,543 246,300 268,186 261,000 6.0% Investment Interest 47,606 18,127 15,000 36,436 15,000 0.0% Concessions:Restaurant/Rtls/Pro Shop 327,789 417,559 408,600 369,170 396,500 -3.0% Miscellaneous Revenue 72,014 21,877 5,600 14,542 5,600 0.0% Other Financing Sources 15,422 32,707 0 0 0 N/A TOTAL NEW REVENUE 2,376,370 2,287,567 2,218,500 2,222,739 2,288,800 3.2% Use of Prior Year Revenue 0 0 24,100 0 0 -100.0% TOTAL RESOURCES 2,376,370 2,287,567 2,242,600 2,222,739 2,288,800 2.1% .sr EXPENDITURES: I' Regular Salaries 401,019 424,916 479,500 475,896 499,200 4.1% Part Time Salaries 273,106 244,303 250,800 250,861 258,400 3.0% Overtime 4,239 7,168 9,200 2,960 9,500 3.3% Personnel Benefits 174,575 173,494 204,900 201,401 216,100 5.5% Supplies 314,442 244,274 287,900 264,898 294,700 2.4% Postage/Telephone/Other 8,117 5,936 5,500 4,617 6,000 9.1% Travel/Training 7,964 7,229 7,700 5,815 6,700 -13.0% Advertising 0 9,776 3,100 5,008 3,600 16.1% Other Rentals 4,620 6,364 5,700 6,194 5,700 0.0% Insurance 8,464 8,500 8,500 8,500 8,500 0.0% Public Utility Services 78,713 7,461 42,000 42,293 45,000 7.1% Repairs&Maintenance 77,626 77,015 78,200 79,555 72,700 -7.0% Miscellaneous 19,458 22,671 24,200 22,096 23,700 -2.1% Capital Outlay 140,749 100,823 100,000 94,590 100,000 0.0% Debt Service:Principal 234,317 260,916 264,200 257,923 264,200 0.0% Debt Service:Interest 224,576 212,617 202,400 203,530 202,400 0.0% 404 Trf to 424/Capital Fund 311,196 150,000 150,000 150,000 150,000 0.0% Interfund Payments 112,999 115,300 118,800 118,800 122,400 3.0% TOTAL COMMITTED EXPENDITURES 2,396,180 2,078,763 2,242,600 2,194,938 2,288,800 2.1% Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 2,396,180 2,078,763 2,242,600 2,194,938 2,288,800 2.1% Fund Balance,January 1 1,145,231 1,125,421 1,334,226 1,334,226 1,362,027 2.1% Total New Revenue 2,376,370 2,287,567 2,218,500 2,222,739 2,288,800 3.2% L Total Committed Expenditures (2,396,180) (2,078,763) (2,242,600) (2,194,938) (2,288,800) 2.1% Fund Balance Plus Reserves 1,125,421 1,334,226 1,310,126 1,362,027 1,362,027 4.0% Bond Reserve 441,358 441,358 441,358 441,358 441,358 0.0% L8%Operating Reserves 154,983 128,418 142,080 138,679 145,776 2.6% Undesignated Fund Balance, Dec 31 529,080 764,449 726,688 781,990 774,893 6.6% L Budget by Fund 6-39 Fund 421,Waterworks Utility Construction Fund This fund supports Water, Sewer and Surface Water Utility Improvement projects. In 2002 the City issued bonds in the amount of$10 milllion to finance the Capital Improvement Program. Utility collection fees, Special Assessment fees, and connection charges also fund Capital Improvement projects. tri Table 6-37. Fund 421, Waterworks Utility Construction Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adi Bdgt Actual Budget 03-04 REVENUE: Charges for Services 7,839 9,323 5,000 8,207 5,000 0.0% Investment Interest 59,424 60,974 200,000 86,054 100,000 -50.0% Revenue Bond Proceeds 0 10,002,100 0 0 7,360,000 100.0% Reimb Army Corp of Eng/Cdr Riv Dred 300,000 71,955 0 26,937 0 N/A Special Assessment District 303,334 327,290 250,000 269,853 182,000 -27.2% Residual Equity Transfer-In 5,436,700 1,600,000 2,420,000 1,799,997 2,100,000 -13.2% Connection Charges 906,307 1,524,680 1,003,000 1,193,491 1,231,000 22.7% PWTF Loans 0 948,053 0 0 142,000 100.0% Transfer In from Fund 103 0 0 136,000 0 0 -100.0% Interfund Reimbursements 0 515,000 0 0 0 N/A Other Financing Sources 0 45,978 14,000 134,605 0 -100.0% TOTAL NEW REVENUE 7,013,604 15,105,353 4,028,000 3,519,144 11,120,000 176.1 Use of Prior Yr Revenue 0 0 11,104,900 0 5,710,000 -48.6% TOTAL RESOURCES 7,013,604 15,105,353 15,132,900 3,519,144 16,830,000 11.2% EXPENDITURES: Capital Improvement Program CIP: Wastewater CIP 1,898,518 2,107,215 4,822,900 2,285,567 4,250,000 -11.9% Water CIP 4,225,974 3,948,873 7,100,000 3,807,319 8,430,000 18.7% Surface Water CIP 2,272,537 2,118,225 3,210,000 2,299,119 4,150,000 29.3% Total Capital Improvements 8,397,029 8,174,313 15,132,900 8,392,005 16,830,000 11.2% Debt Issuance Costs 0 0 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 8,397,029 8,174,313 15,132,900 8,392,005 16,830,000 11.2% Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 8,397,029 8,174,313 15,132,900 8,392,005 16,830,000 11.2% Fund Balance,January 1 491,149 (892,276) 6,038,764 6,038,764 1,165,903 -80.7% Total New Revenue 7,013,604 15,105,353 4,028,000 3,519,144 11,120,000 176.1 Total Committed Expenditures (8,397,029) (8,174,313) (15,132,900) (8,392,005) (16,830,000) 11.2% Fund Balance,Dec 31 (892,276) 6,038,764 (5,066,136) 1,165,903 (4,544,097) -10.3% 6-40 Budget by Fund rs Fund 424,Municipal Golf Course System Capital Improvement Fund This fund was established in 1996 to account for the major capital improvements at the Maplewood Golf Course separately from the operating fund. Funding for capital improvements is through a green fee of$2.00 per round of golf. Table 6-38. Fund 424, Municipal Golf Course System Capital Improvement Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adl Bdgt Actual Budget 03-04 REVENUE: Investment Interest 4,541 4,233 4,000 2,516 4,000 0.0% Other Misc Revenue 0 0 0 3,850 0 N/A Residual Equity Transfer-In 311,196 150,000 150,000 150,000 150,000 0.0% TOTAL NEW REVENUE 315,737 154,233 154,000 156,366 154,000 0.0% Use of Prior Yr Revenue 0 0 205,000 0 166,000 -19.0% TOTAL RESOURCES 315,737 154,233 359,000 156,366 320,000 -10.9% EXPENDITURES: Golf Course Capital Improvements 126,125 137,404 359,000 3,590 320,000 -10.9% TOTAL COMMITTED EXPENDITURES 126,125 137,404 359,000 3,590 320,000 -10.9% Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 126,125 137,404 359,000 3,590 320,000 -10.9% Fund Balance,January 1 44,562 234,174 251,003 251,003 403,778 60.9% Total New Revenue 315,737 154,233 154,000 156,366 154,000 0.0% Total Committed Expenditures (126,125) (137,404) (359,000) (3,590) (320,000) -10.9% Designated Fund Balance 234,174 251,003 46,003 403,778 237,778 416.9% Fund Balance,Dec 31 0 0 0 0 0 N/A aw Budget by Fund 6-41 Fund 451, Waterworks Revenue Bond Fund Fund 451 was established in 1998 for Waterworks Utilities revenue bond debt service payments and revenue bond reserves. This debt service was previously shown in Fund 401. In 2003 refunded revenue bonds were issued. The bond reserve was moved to a newly created Fund 461 per bond issue requirements. Table 6-39. Fund 451, Waterworks Revenue Bond Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adi Bdgt Actual Budget 03-04 REVENUE: Waterworks collections 2,711,588 2,586,400 3,300,900 3,300,900 2,518,400 -23.7% Revenue Bond Proceeds 0 2,022,247 0 0 0 N/A Investment Interest 151,760 38,076 20,000 39,872 0 -100.0% TOTAL NEW REVENUE 2,863,348 4,646,723 3,320,900 3,340,772 2,518,400 -24.2% Use of Prior Yr Revenue 0 0 2,656,352 0 0 -100.0% TOTAL RESOURCES 2,863,348 4,646,723 5,977,252 3,340,772 2,518,400 -57.9% EXPENDITURES: Debt Service: Principal 1,730,000 3,595,000 2,085,200 2,255,478 1,505,000 -27.8% Debt Service: Interest 1,032,249 1,102,762 1,282,200 1,105,274 1,013,400 -21.0% Debt Issue Costs 0 210,188 0 0 0 N/A Bond Registration Costs 0 1773 3,000 1,040 0 -100.0% Transfer to Fund 421 4,000,000 0 0 0 0 N/A Transfer to Fund 461 0 0 2,606,852 2,606,852 0 -100.0% TOTAL COMMITTED EXPENDITURES 6,762,249 4,909,723 5,977,252 5,968,644 2,518,400 -57.9% Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 6,762,249 4,909,723 5,977,252 5,968,644 2,518,400 -57.9% Fund Balance,January 1 6,918,793 3,019,892 2,756,892 2,756,892 129,020 -95.3% Total New Revenue 2,863,348 4,646,723 3,320,900 3,340,772 2,518,400 -24.2% Total Committed Expenditures (6,762,249) (4,909,723) (5,977,252) (5,968,644) (2,518,400) -57.9% Fund Balance Plus Reserves 3,019,892 2,756,892 100,540 129,020 129,020 28.3% 1i Bond Reserve 2,661,553 2,661,553 2,661,553 0 0 -100.0% Fund Balance,Dec 31 358,339 95,339 (2,561,013) 129,020 129,020 -105.0% Jl� ) t� 6-42 Budget by Fund Fund 461, Waterworks Bond Reserve Fund Fund 461 was created in 2003 per refunding bond issue requirements. The reserve requirement represents the maximum annual debt service. f Table 6-40. Fund 461, Waterworks Bond Reserve 2001 2002 2003 2003 2004 Change Item Actual Actual Adi Bdgt Actual Budget 03-04 REVENUE: Transfer In from Fund 451 0 0 0 2,606,852 0 N/A Investment Interest 0 0 0 0 0 N/A TOTAL NEW REVENUE 0 0 0 2,606,852 0 N/A Use of Prior Yr Revenue 0 0 0 0 0 N/A TOTAL RESOURCES 0 0 0 2,606,852 0 N/A EXPENDITURES: Miscellaneous Costs 0 0 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 N/A Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 0 0 0 0 0 N/A Fund Balance,January 1 0 0 0 0 2,606,852 100.0% Total New Revenue 0 0 0 2,606,852 0 N/A Total Committed Expenditures 0 0 0 0 0 N/A Fund Balance Plus Reserves 0 0 0 2,606,852 2,606,852 100.0% { Bond Reserve 0 0 0 2,606,852 2,606,852 100.0% Fund Balance,Dec 31 0 0 0 0 0 N/A A iW L L Budget by Fund 6-43 an Fund 471, Waterworks Rate Stabilization Fund Fund 471 was created in 2003. The purpose of this fund is to set aside net revenue for future strategic opportunities in establishing the waterworks infrastructure. ' Table 6-41. Fund 471, Waterworks Rate Stabilization Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adi Bdgt Actual Budget 03-04 REVENUE: ' Transfer In from Fund 451 0 0 0 0 0 N/A Investment Interest 0 0 0 0 0 N/A TOTAL NEW REVENUE 0 0 0 0 0 N/A Use of Prior Yr Revenue 0 0 0 0 0 N/A TOTAL RESOURCES 0 0 0 0 0 N/A EXPENDITURES: Miscellaneous Costs 0 0 0 0 0 N/A a>11111 TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 N/A Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 0 0 0 0 0 N/A Fund Balance,January 1 0 0 0 0 0 N/A Total New Revenue 0 0 0 0 0 N/A Total Committed Expenditures 0 0 0 0 0 N/A Fund Balance,December 31 0 0 0 0 0 N/A 1d t 6-44 Budget by Fund Fund 501,Equipment Rental Equipment Rental is an internal service fund used for maintaining and replacing vehicles and auxiliary equipment; except for golf course equipment which is accounted for in Fund 404. The Equipment Rental Fund is assigned to the Planning/Building/Public Works Department, Maintenance Services Division. In,1997, resources were allocated to the fund for maintenance of fire apparatus, Parks'vehicles, and replacement of police patrol vehicles. Equipment purchases are funded with available cash from maintenance and capital recovery payments �r charged to Departments. Table 6-42. Fund 501, Equipment Rental 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: Vehicle/Eqp Repair Chrgs 29,598 27,472 30,000 46,984 30,000 0.0% Equipment Rental Charges 1,583,625 1,605,396 1,385,000 1,194,532 1,416,000 2.2% Vehicle/Equip Capital Recovery 1,461,354 1,357,629 1,417,900 1,226,185 1,317,900 -7.1% Investment Interest 264,969 67,242 75,000 70,349 15,000 -80.0% Other Miscellaneous Revenues 876 59,359 83,300 47,190 0 -100.0% Other Financing Sources 86,727 0 0 0 N/A TOTAL NEW REVENUE 3,427,150 3,117,098 2,991,200 2,585,240 2,778,900 -7.1% Use of Prior Yr Revenue 0 0 382,894 0 0 -100.0% TOTAL RESOURCES 3,427,150 3,117,098 3,374,094 2,585,240 2,778,900 -17.6% EXPENDITURES: Regular Salaries 370,533 403,898 419,900 419,922 437,100 4.1% Part Time Salaries 9,760 3,380 27,400 0 28,200 2.9% Overtime 955 2,075 700 265 700 0.0% Personnel Benefits 112,790 120,839 133,000 127,592 142,200 6.9% Supplies 576,008 543,609 738,700 595,426 738,700 0.0% Postage/Telephone/Other 0 0 200 494 200 0.0% Professional Services 3,046 4,622 0 0 0 N/A Travel/Training 2,605 10,316 6,400 2,391 6,400 0.0% Other Rentals 29 0 5,400 0 5,400 0.0% Equipment Rental 21,900 26,125 28,500 16,333 21,100 -26.0% Insurance 234,800 234,800 234,800 234,800 234,800 0.0% Public Utility Services 1,196 1,511 1,100 1,844 1,100 0.0% Repairs&Maintenance 2,130 3,094 8,500 5,292 8,500 0.0% Miscellaneous 6,419 5,902 4,500 4,907 4,500 0.0% Capital Outlay 1,054,401 1,172,156 1,166,900 609,585 645,800 -44.7% Interfund Payments 227,232 228,600 238,600 235,500 245,700 3.0% Transfer to Fund 502 0 0 359,494 359,494 0 -100.0% TOTAL COMMITTED EXPENDITURES 2,623,805 2,760,927 3,374,094 2,613,845 2,520,400 -25.3% Increase to Reserves 0 0 0 0 258,500 100.0% TOTAL EXPENDITURES 2,623,805 2,760,927 3,374,094 2,613,845 2,778,900 -17.6% Fund Balance,January 1 2,287,487 3,090,831 3,447,002 3,447,002 3,418,397 -0.8% Total New Revenue 3,427,150 3,117,098 2,991,200 2,585,240 2,778,900 -7.1% Total Committed Expenditures (2,623,805) (2,760,927) (3,374,094) (2,613,845) (2,520,400) -25.3% Fund Balance his Reserves 3,090,831 3,447,002 3,064,108 3,418,397 3,676,897 20.0% 8%Operating Reserves 125,552 127,102 176,576 160,341 170,648 -3.4% Replacement Reserves 2,965,278 3,319,900 2,887,532 3,258,056 3,506,249 21.4% Fund Balance,Dec 31 0 0 0 0 0 N/A Budget by Fund 6-45 1 Funds 502/512, Insurance Funds Funds 502 and 512 are internal service funds which provides accounting for self-insurance services to all City departments for losses on property, liability, worker's compensation, unemployment compensation and healthcare programs which include medical and dental. Expenses are paid by the Insurance Funds and rates are charged to departments based on use and/or coverage requirements. Effective January 1,2004 a new Fund 512, Healthcare Insurance �► Fund was created to report all healthcare related items. , 6-46 Budget by Fund Ir. Table 6-43. Funds 502/512, Insurance Funds 2001 2002 2003 2003 2004 Change Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: FIR Interest Earnings 251,572 119,746 100,000 193,312 100,000 0.0% Liab/Prop Ins Premiums 1,551,026 1,537,300 1,725,800 1,725,800 1,840,800 6.7% •"' Industrial Insurance Premiums 516,380 560,216 586,200 750,761 715,800 22.1 Unemployment Comp Premiums 65,900 113,000 114,700 114,700 114,700 0.0% Medical Premiums 3,671,141 4,078,622 4,391,200 4,987,457 5,132,800 16.9% Dental Premiums 909,991 999,071 1,269,500 909,080 1,113,500 -12.3% Judgements/Settlements/Misc 60,000 183,755 0 53,383 0 N/A Other Miscellaneous 82,715 162,783 140,506 45,686 0 -100.0% Other Financing Sources 2,100,000 578,590 359,494 359,494 0 -100.0% TOTAL NEW REVENUE 9,208,725 8,333,083 8,687,400 9,139,673 9,017,600 3.8% Use of Prior Yr Revenue 0 0 866,100 0 0 -100.0% ' TOTAL RESOURCES 9,208,725 8,333,083 9,553,500 9,139,673 9,017,600 -5.6% EXPENDITURES: Regular Salaries 90,905 95,517 100,700 100,645 153,200 52.1 Personnel Benefits 25,391 24,581 27,000 26,555 42,700 58.1 All Personnel Benefits: Prescriptions 0 0 0 938,718 1,033,400 100.0% HMA Medical Claims 3,801,760 4,445,198 5,085,600 3,361,984 3,216,900 -36.7% Group Health 0 0 0 223,794 263,800 100.0% Medical Excess Coverage 0 0 0 175,278 292,800 100.0% Dental Claims 735,675 718,245 821,300 786,500 920,000 12.0% Worker's Compensation 500,790 411,522 500,000 466,829 467,000 -6.6% Unemployment Compensation 66,730 90,959 142,000 142,664 142,000 0.0% Professional Services: Health Ins Admin Costs 177,276 221,734 275,100 201,269 415,000 50.9% Broker Fees/Charles Group 17,403 19,231 20,000 18,267 0 -100.0% Industrial Ins Administrative Costs 129,204 182,440 232,000 177,918 250,000 7.8% 125 Plan Enrollment Fee 3,693 4,776 5,000 7,433 9,000 80.0% Other Miscellaneous Services 55,245 50 57,000 5,241 57,000 0.0% Travel/Training 8 214 2,000 651 2,000 0.0% Insurance: I Property/Liability Claims 834,977 295,856 1,400,000 1,534,220 989,000 -29.4% Premiums&Assessment Fees 426,931 435,099 674,500 569,299 634,300 -6.0% Miscellaneous: Memberships/Reg/Publications 1,130 805 2,500 1,000 2,500 0.0% r Health&Wellness Program 8,788 8,577 12,100 3,843 4,000 -66.9% Misc Insurance Premium Costs 100 0 2,000 0 2,000 0.0% Employee Assistance Program 12,375 13,844 15,000 13,079 0 -100.0% Emergency Services 363,271 120,536 100 184,054 100 0.0% �r. State Self-Insurance Tax 2,128 1,171 3,500 1,821 3,500 0.0% Interfund Payments 171,000 171,000 176,100 176,100 117,400 -33.3% TOTAL COMMITTED EXPENDITURES 7,424,780 7,261,355 9,553,500 9,117,162 9,017,600 -5.6% ® Increase to Reserves 0 0 0 0 0 N/A TOTAL EXPENDITURES 7,424,780 7,261,355 9,553,500 9,117,162 9,017,600 -5.6% Fund Balance,January 1 4,733,405 6,517,350 7,589,078 7,589,078 7,611,589 0.3% Total New Revenue 9,208,725 8,333,083 8,687,400 9,139,673 9,017,600 3.8% Total Committed Expenditures (7,424,780) (7,261,355) (9,553,500) (9,117,162) (9,017,600) -5.6% Fund Balance Plus Reserves 6,517,350 7,589,078 6,722,978 7,611,589 7,611,589 13.2% Anti Recessionary 2,100,000 2,100,000 2,100,000 2,100,000 2,100,000 0.0% Healthcare IBNR (20%of claims) 0 0 0 1,017,400 1,100,000 100.0% Operating Reserves of GG Funds 4,827,638 4,931,680 4,917,472 4,792,262 3,969,160 -19.3% Fund Balance,Dec 31 (410,288) 557,398 (294,494) (298,073) 442,429 -250.2% Budget by Fund 6-47 Fund 502,Insurance Fund Fund 502, (table 6-44) is an internal service fund which provides accounting for self-insurance services to all City departments for losses on property, liability,worker's compensation, unemployment compensation and a healthcare program. Expenses are paid by the Insurance Fund and rates are charged to departments based on use and/or coverage requirements. Effective January 1, 2004 a new Fund 512, Healthcare Insurance Fund was created to report all healthcare related items. Table 6-44. Fund 502, Insurance Fund 2001 2002 2003 2003 2004 Change ' Item Actual Actual Adj Bdgt Actual Budget 03-04 REVENUE: ' Interest Earnings 50,000 100.0% Liab/Prop Ins Premiums 1,840,800 100.0% Industrial Insurance Premiums 715,800 100.0% Unemployment Comp Premiums 114,700 100.0% TOTAL NEW REVENUE 2,721,300 100.0% Use of Prior Yr Revenue 0 N/A TOTAL RESOURCES 2,721,300 100.0% EXPENDITURES: Regular Salaries 104,800 100.0% Personnel Benefits 28,900 100.0% ' Other Benefits: Worker's Compensation 467,000 100.0% Unemployment Compensation 142,000 100.0% ' Professional Services: Industrial Ins Administrative Costs 250,000 100.0% Other Miscellaneous Services 42,000 100.0% ' Insurance: Property/Liability Claims 989,000 100.0% Premiums&Assessment Fees 634,300 100.0% Travel/Training 2,000 100.0% , Miscellaneous: Memberships/Reg/Publications 2,500 100.0% Emergency Services 100 100.0% , Interfund Payments 58,700 100.0% TOTAL COMMITTED EXPENDITURES 2,721,300 100.0% Increase to Reserves 0 N/A TOTAL EXPENDITURES 2,721,300 100.0% ' Fund Balance,January 1 7,611,589 100.0% Reallocation from Fund 502 to Fund 512* (1,100,000) 100.0% , Total New Revenue 2,721,300 100.0% Total Committed Expenditures (2,721,300) 100.0% Fund Balance Plus Reserves 6,511,589 100.0% Anti Recessionary 2,100,000 100.0% Operating Reserves of GG Funds* 3,969,160 100.0% Fund Balance,Dec 31 442,429 100.0% *Note: Transfer$1,100,000 of Operating Reserve from Fund 502 to Fund 512,Healthcare Insurance Fund per the ' Carryforward Ordinance in 2004. 6-48 Budget by Fund r Fund 512, Healthcare Insurance Fund r Fund 512 was created in 2004 for the purpose of identifying Healthcare Insurance revenue and expenditures. This is an internal service fund which provides accounting for self-insurance services to all City departments for health care programs. Expenses are paid by the Healthcare Insurance Fund and rates are charged to departments based on use and/or coverage requirements. ' Table 6-45. Fund 512, Healthcare Insurance Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adi Bdgt Actual Budget 03-04 ' REVENUE: Interest Earnings 50,000 100.0% Medical Premiums 5,132,800 100.0% ' Dental Premiums 1,113,500 100.0% TOTAL NEW REVENUE 6,296,300 100.0% Use of Prior Yr Revenue 0 N/A ' TOTAL RESOURCES 6,296,300 100.0% EXPENDITURES: Regular Salaries 48,400 100.0% Personnel Benefits 13,800 100.0% Healthcare Benefits: Prescriptions 1,033,400 100.0% HMA Medical Claims 3,216,900 100.0% Group Health 263,800 100.0% Medical Excess Coverage 292,800 100.0% Dental Claims 920,000 100.0% Professional Services: Admin/PPO Costs 415,000 100.0% Broker Fees/Charles Group 0 N/A Employee Assistance Program 0 N/A 125 Plan Enrollment Fee 9,000 100.0% Other Miscellaneous Services 15,000 100.0% Miscellaneous: Misc Insurance Premium Costs 2,000 100.0% Health&Wellness Program 4,000 100.0% State Self-Insurance Tax 3,500 100.0% Interfund Payments 58,700 100.0% TOTAL COMMITTED EXPENDITURES 6,296,300 100.0% IBNR 0 N/A TOTAL EXPENDITURES 6,296,300 100.0% Fund Balance,January 1 0 N/A Reallocation from Fund 502 to Fund 512 * 1,100,000 100.0% Total New Revenue 6,296,300 100.0% Total Committed Expenditures (6,296,300) 100.0% ~ Fund Balance Plus Reserves 1,100,000 100.0% Healthcare IBNR (20%of claims) 1,100,000 100.0% Fund Balance,Dec 31 0 N/A *Note: Transfer$1,100,000 of Operating Reserve from Fund 502 to Fund 512,Healthcare Insurance Fund per the Carryforward Ordinance in 2004. Budget by Fund 6-49 e Fund 601,Firemen's Pension Fund The Firemen's Pension Fund is a closed system with membership limited to fire fighters employed prior to March 1, 1970;when the Law Enforcement Officers and Fire Fighters(LEOFF)Retirement System was established. This fund provides full benefits for fire fighters(and beneficiaries)retiring prior to March 1, 1970,and excess benefits over LEOFF pensions for those fire fighters retiring thereafter who are members of the plan. Table 6-46. Fund 601, Firemen's Pension Fund 2001 2002 2003 2003 2004 Change Item Actual Actual Adi Bdgt Actual Budget 03-04 REVENUE: Fire Insurance Premium Tax 50,703 55,730 32,000 63,088 40,000 25.0% Investment Interest 120,957 105,542 115,000 120,274 110,000 -4.3% TOTAL NEW REVENUE 171,660 161,272 147,000 183,362 150,000 2.0% , Use of Prior Yr Revenue 0 0 218,900 0 232,100 6.0% TOTAL RESOURCES 171,660 161,272 365,900 183,362 382,100 4.4% EXPENDITURES: ' Fire Pensions 323,127 333,706 355,000 350,745 375,000 5.6% Supplies 0 207 400 391 400 0.0% Professional Services/Actuarial 6,860 0 4,000 4,575 0 -100.0% Interfund Payments 6,180 6,300 6,500 6,500 6,700 3.1% TOTAL COMMITTED EXPENDITURES 336,167 340,213 365,900 362,211 382,100 4.4% Increase to Reserves 0 0 0 0 0 N/A ' TOTAL EXPENDITURES 336,167 340,213 365,900 362,211 382,100 4.4% Fund Balance,January 1 5,655,611 5,491,104 5,312,163 5,312,163 5,133,314 -3.4% ' Total New Revenue 171,660 161,272 147,000 183,362 150,000 2.0% Total Committed Expenditures (336,167) (340,213) (365,900) (362,211) (382,100) 4.4% Designated Fund Balance 5,491,104 5,312,163 5,093,263 5,133,314 4,901,214 -3.8% Fund Balance,Dec 31 0 0 0 0 0 N/A 6-50 Budget by Fund 2004 .. Details — PIA, . r,t - - C - V City of Renton,Washington BUDGET r Odaib ' In order to best display the information for some of our tables, we chose to summarize specific subjects and delete some associated details. Here we are providing those tables re-expanded and complete with all associated ' data. Each table here makes reference to a table in the Budget at a Glance section that it enhances. The Annual Detail Budget is issued as a separate document to support this budget. It provides actual and budget revenue and expenditures by account number,as well as by year. Details 7-1 Table 7-1. Revenue Detail, All Funds 2001 2002 2003 2003 2004 Change Revenue Actual Actual Adj Bdgt Actual Budget 03-04 Tax Revenues Property Tax-General Levy 16,253,829 17,871,034 19,033,300 18,832,893 19,395,900 1.9% Property Tax-Special Levy 523,017 510,660 507,700 519,913 512,600 1.0% Total Property Taxes 16,776,846 18,381,694 19,541,000 19,352,806 19,908,500 1.9% Retail Sales and Use Tax 16,724,786 16,431,456 17,055,000 17,334,831 17,653,000 3.5% Utility Taxes 10,348,682 8,669,865 9,130,000 8,952,000 9,197,000 0.7% Other Taxes Admissions Tax 269,136 632,715 310,000 526,846 310,000 0.0% r Franchise Fees 484,904 492,479 500,000 509,787 510,000 2.0% Excise Taxes 2,895,147 2,709,652 2,305,000 3,104,519 2,311,000 0.3% Emergency Medical Service 396,892 473,125 435,000 449,081 449,000 3.2% Gambling Excise Tax 2,322,136 2,110,861 2,455,000 1,922,211 2,380,000 -3.1% Total Other Taxes 6,368,215 6,418,832 6,005,000 6,512,444 5,960,000 -0.7% Total Tax Revenue 50,218,529 49,901,847 51,731,000 52,152,081 52,718,500 1.9% _ Licenses and Permits Business Licenses and Permits 2,522,223 2,333,878 2,374,400 2,139,911 2,375,300 0.0% Building Permits 1,528,797 1,883,233 1,345,500 2,129,296 1,394,500 3.6% ' Non-Business Licenses/Permits 50,938 43,869 34,000 57,315 28,100 -17.4% Total Licenses and Permits 4,101,958 4,260,980 3,753,900 4,326,522 3,797,900 1.2% Intergovernmental Revenue ' Federal Grants 1,941,133 2,758,252 4,956,261 4,031,730 1,037,200 -79.1% State Grants 204,501 1,176,449 535,900 880,279 1,301,000 142.8% Motor Vehicle Excise Tax(MVET) 275,101 282,190 19,400 18,962 50,000 157.7% Local Vehicle License Fee/Transp 452,053 466,822 350,000 11,684 350,000 0.0% ' State DUI 7,811 8,863 0 9,117 0 N/A State/Street Fuel Taxes 1,084,805 1,113,837 1,127,200 1,124,415 1,124,200 -0.3% State/Fire Insurance Premium Tax 50,703 55,730 32,000 63,088 40,000 25.0% State/Liquor Board Profits/Excise Tax 439,130 464,488 461,200 531,475 527,600 14.4% ' Intrgovl Service and Interlocal Grants 2,160,313 1,126,747 1,240,000 1,479,319 1,169,000 -5.7% Total Intergovernmental Revenue 6,615,550 7,453,378 8,721,961 8,150,069 5,599,000 -35.8% Charges for Services ' General Government 297,520 254,199 260,100 271,186 243,000 -6.6% Public Safety 568,990 561,518 658,000 427,236 658,000 0.0% Utility and Environment 28,820,964 30,239,382 30,366,400 31,287,637 31,386,600 3.4% Transportation Mitigation 365,038 1,001,645 500,000 388,768 500,000 0.0% ' Other Transportation 52,903 6,476 5,000 5,546 4,900 -2.0% Plan Checking Fees 665,777 730,376 550,000 943,892 566,500 3.0% Fire and Park Mitigation 768,192 902,450 450,000 848,283 425,000 -5.6% Planning/Zoning/EIS Fees 512,696 205,960 1,121,000 1,164,803 121,000 -89.2% Recreation 2,407,640 2,475,373 2,357,800 2,470,275 2,969,200 25.9% Equipment Repair/Maintenance Charges 1,613,223 1,632,867 1,415,000 1,241,516 1,446,000 2.2% Total Charges for Services 36,072,943 38,010,246 37,683,300 39,049,142 38,320,200 1.7% Total Fines and Forfeits 993,093 1,043,199 957,100 991,753 985,000 2.9% Miscellaneous Revenue Interest and Other Earnings 3,838,898 1,642,302 1,713,700 2,510,785 1,451,800 -15.3% LID/Special Assessment Principal 333,056 312,908 293,000 295,674 13,300 -95.5% Rents/Leases/Concessions 2,365,785 2,473,800 2,395,200 2,442,067 2,446,600 2.1% Equipment Capital Recovery Charges 1,461,354 1,357,629 1,417,900 1,226,185 1,317,900 -7.1% Intrfund Proprty Liability Ins Premiums 1,551,027 1,537,300 1,725,800 1,725,800 1,840,800 6.7% ' Employee Insurance Premiums 5,163,412 5,750,910 6,361,600 6,719,636 7,076,800 11.2% Contributions from Private Sources 191,877 159,592 95,500 232,702 94,600 -0.9% Other Miscellaneous 280,092 314,926 499,906 318,186 237,600 -52.5% Total Miscellaneous Revenue 15,185,501 13,549,367 14,502,606 15,471,035 14,479,400 -0.2% ' Interfund Dept Service Charges 4,266,798 4,676,755 4,405,200 4,390,232 4,251,900 -3.5% Total Non-Revenues 7,894,891 17,667,412 2,173,100 2,376,616 10,222,300 370.4% Total Other Financing Sources 15,168,459 14,565,055 8,016,294 8,670,896 6,049,900 -24.5% ' TOTAL NEW REVENUE $140,517,722 $151,128,239 $131,944,461 $135,578,346 $136,424,100 3.4% 7-2 Details Table 7-2. Expenditure Detail, All Funds 2001 2002 2003 2003 2004 Change Expenditures Actual Actual Adj Bdgt Actual Budget 03-04 Salaries And Wages Regular Salaries 31,929,610 33,747,043 36,231,378 35,281,075 37,645,700 3.9% Part Time Salaries 2,099,167 2,265,407 2,176,900 2,186,818 2,430,100 11.6% r„ Uniform Allowance 62,787 74,406 79,100 72,788 82,200 3.9% Overtime 1,743,607 1,982,522 1,734,800 1,952,333 1,896,900 9.3% F Total Salaries And Wages 35,835,171 38,069,378 40,222,178 39,493,014 42,054,900 4.6% Personnel Benefits Retirement/PERS 798,161 448,883 536,700 503,949 545,900 1.7% Retirement/LEOFF 436,647 373,142 400,700 407,020 403,300 0.6% FICA 2,189,216 2,316,867 2,442,600 2,404,046 2,538,500 3.9% Medical Insurance 3,159,892 3,602,802 4,178,200 4,242,533 4,562,300 9.2% LEOFF Retired Medical Insurance 456,132 480,277 621,600 700,340 713,400 14.8% Industrial Insurance 476,336 516,740 645,000 709,839 715,800 11.0% ' Life Insurance 111,926 117,389 110,800 120,043 110,800 0.0% Dental Insurance 892,650 992,316 994,000 901,869 1,113,500 12.0% Unemployment Compensation 65,900 113,000 114,700 114,700 114,700 0.0% r Fire Pensions 323,127 333,706 355,000 350,745 375,000 5.6% PERS Prior Service Liability 3,209 1,604 8,500 0 8,500 0.0% Long Term Disability 75,793 85,956 92,800 91,252 92,800 0.0% Self-Insurance Medical/Dental 4,537,435 5,163,443 5,906,900 5,486,275 5,725,700 -3.1% Self-Insurance Workmen's Comp 500,790 411,522 500,000 466,829 467,000 -6.6% Self-Insurance Unemployment Comp 66,730 90,959 142,000 142,664 142,000 0.0% Total Personnel Benefits 14,093,944 15,048,606 17,049,500 16,642,104 17,629,200 3.4% Supplies ' Office/Operating Supplies 2,811,986 2,745,262 3,199,000 2,752,780 3,212,400 0.4% Purchased Merchandise/Inventory 355,440 339,374 313,000 382,044 311,000 -0.6% Small Equipment 831,753 697,357 1,434,500 759,712 1,528,000 6.5% Total Supplies 3,999,179 3,781,993 4,946,500 3,894,536 5,051,400 2.1% Other Services&Charges Professional Services 11,120,250 11,179,462 13,586,383 11,698,081 11,853,300 -12.8% Communications 432,925 442,817 472,100 436,306 467,700 -0.9% Travel and Training 310,989 335,556 425,800 221,953 355,800 -16.4% Volunteer Travel/Meals 23,906 22,971 28,100 20,954 28,100 0.0% Operating Rentals&Leases 3,280,955 3,225,799 - 3,440,700 2,660,228 2,968,500 -13.7% Property/Liability Ins Premiums&Claims 2,830,934 2,967,571 3,824,800 3,829,319 3,487,400 -8.8% Subtotal Misc Charges 17,999,959 18,174,176 21,777,883 18,866,841 19,160,800 -12.0% Public Utility Services 9,089,589 10,089,982 10,292,000 9,432,968 10,475,900 1.8% Repairs and Maintenance 1,159,131 1,226,601 1,867,175 1,284,504 1,602,500 -14.2% Other Miscellaneous Services 1,640,666 1,433,722 1,454,700 1,387,978 1,283,900 -11.7% k Total Other Services And Charges 29,889,345 30,924,481 35,391,758 30,972,291 32,523,100 -8.1%- Intergovernmental Services Intergovernmental Professional Services 1,452,189 1,583,844 1,756,600 1,468,440 1,674,200 -4.7% External Taxes&Operating Assessments 1,122,222 1,110,750 1,155,700 1,157,546 1,230,100 6.4% Interfund Taxes 1,691,313 1,724,730 1,771,000 1,856,450 1,829,100 3.3% Total Intergovernmental Services 4,265,724 4,419,324 4,683,300 4,482,436 4,733,400 1.1y.- Capital .1%Capital Outlay Land 257,588 100,776 1,734,000 989,085 515,000 -70.3% Buildings, Structures&Oth Imprvmnts 4,830,666 9,494,106 19,729,725 12,712,557 937,000 -95.3% Machinery and Equipment 1,791,563 1,916,171 1,758,300 1,501,360 975,300 -44.5% Construction Projects 8,424,946 8,644,580 19,336,600 11,680,113 16,830,000 -13.0% Street Improvement Projects/CIP 8,262,378 4,629,221 7,474,900 4,315,887 8,320,400 11.3% law l Total Capital Outlay 23,567,141 24,784,854 50,033,525 31,199,002 27,577,700 -44.9%- Debt Service Principal 4,802,196 6,325,459 4,692,200 4,707,131 3,898,100 -16.9% Interest and Related Debt Costs 2,244,867 3,007,956 3,440,500 3,236,263 2,972,000 -13.6% L Total Debt Service 7,047,063 9,333,415 8,132,700 7,943,394 6,870,100 -15.5% Total Interfund Payments 3,071,177 3,108,370 3,273,800 3,220,522 3,077,400 -6.0% Total Non-Expenditures 6,198,300 2,509,923 470,000 530,293 430,000 -8.5% Total Other Financing Uses 8,882,659 10,187,663 10,326,846 8,318,043 6,553,300 -36.5% TOTAL COMMITTED EXPENDITURES $136,849,703 $142,168,007 $174,530,107 $146,695,635 $146,500,500 -16.1 Details 7-3 Table 7-3. 2004 Revenue, Expenditures, Fund Sources, All Funds General Governmental 000 007 101 103 106 201/207/215 General Garage Op Parks Street Library Limited GO Total 2004 Revenue Property Tax 9,045,300 4,806,200 3,014,500 1,493,800 1,036,100 19,395,900 Sales Tax 16,100,000 16,100,000 Sales Tax/Criminal Justice 1,081,000 1,081,000 Admissions Tax 310,000 310,000 Utility Tax&Natural Gas Use Tax 5,085,500 3,201,000 1,217,500 9,504,000 Real Estate Excise Tax 1,200,000 1,200,000 EMS Levy Funds 449,000 449,000 Gambling Excise Tax 2,380,000 2,380,000 Franchise/Leasehold Excise 621,000 621,000 Sub-Total Taxes 35,071,800 0 8,007,200 4,232,000 1,493,800 2,236,100 51,040,900 Business License Fee 340,500 340,500 Building Permits 1,461,500 1,461,500 .> Other Licenses/Permits 4,100 24,000 28,100 Community Dev Block Grants 0 Other Federal/State Grants 200,000 200,000 State Shared Revenue 577,600 775,700 1,353,300 Other Intergovernmental 1,119,000 1,119,000 Charges for Services 1,502,500 1,423,800 6,000 2,932,300 Fines and Forfeits 956,100 28,900 985,000 Interest Earnings 560,000 30,000 20,000 2,000 20,000 632,000 .. Miscellaneous Revenue 189,500 444,300 57,800 1,500 693,100 Non-Revenue 0 Other Financing Sources 138,700 300,000 438,700 Interfund Revenue 2,629,300 945,900 3,575,200 Total New Revenue 44,611,900 138,700 9,905,300 6,055,400 1,532,200 2,556,100 64,799,600 Use of Prior Yr Revenue 826,000 0 365,000 0 0 0 1,191,000 Total Resources 45,437,900 138,700 10,270,300 6,055,400 1,532,200 2,556,100 65,990,600 Expenditures Legislative 193,100 193,100 AJLS: Mayor's Office 816,400 816,400 City Clerk 445,800 445,800 ' City Attorney 1,080,200 1,080,200 Hearing Examiner 134,800 134,800 Court Services 1,339,900 1,339,900 Econ Dev,Neighbrhds&Strat Ping 1,223,900 1,223,900 Human Resources&Risk Mgmt: 651,100 651,100 Insurance , 0 Finance&Information Systems 3,296,800 3,296,800 Other City Services/Misc 3,378,100 3,378,100 ' Debt Service 2,556,100 2,556,100 Police 15,027,900 15,027,900 Fire 12,232,100 12,232,100 Planning/Building/Pub Wks: ' Administration 363,100 363,100 Development Services 3,231,500 3,231,500 Transportation 3,534,900 3,534,900 Utility Systems&Technical Sery 508,600 508,600 Maintenance Services 2,520,500 2,520,500 r Community Services: General Services/Parks 68,700 10,270,300 10,339,000 Housing&Human Services 534,100 534,100 ' Comm Dev Block Grants 0 Library 1,532,200 1,532,200 Golf Course 0 Transfers-Out 980,500 980,500 ' Total Committed Expenditures 45,437,900 68,700 10,270,300 6,055,400 1,532,200 2,556,100 65,920,600 Increase to Reserves 0 70,000 0 0 0 0 70,000 Total Expenditures 45,437,900 138,700 10,270,300 6,055,400 1,532,200 2,556,100 65,990,600 Fund Balance, January 1 6,164,584 0 1,625,841 891,151 246,418 1,057,418 9,985,412 , Total New Revenue 44,611,900 138,700 9,905,300 6,055,400 1,532,200 2,556,100 64,799,600 Total Committed Expenditures (45,437,900) (68,700) (10,270,300) (6,055,400) (1,532,200) (2,556,100) (65,920,600) Fund Balance Plus Reserves 5,338,584 70,000 1,260,841 891,151 246,418 1,057,418 8,864,412 ' 8%Operating Reserves 2,935,032 0 821,624 484,432 122,576 0 4,363,664 Other Reserves/IBNR 0 0 0 0 0 785,000 785,000 Fund Balance(Undesig/Designated) 2,403,552 70,000 439,217 406,719 123,842 272,418 3,715,748 7-4 Details Table 7-3. 2004 Revenue, Expenditures, Fund Sources, All Funds Special Revenue 102 104 110 118 125 127 131 Revenue Arter Str CDBG Hotel/Motel Paths 1%Art Cable Com Park Memorial Property Tax Sales Tax 130,000 ' Sales Tax/Criminal Justice Admissions Tax Utility Tax&Natural Gas Use Tax 35,000 Real Estate Excise Tax ' EMS Levy Funds Gambling Excise Tax Franchise/Leasehold Excise Sub-Total Taxes 0 0 130,000 0 0 35,000 0 Business License Fee Building Permits Other Licenses/Permits Community Dev Block Grants 331,600 Other Federal/State Grants State Shared Revenue 348,500 Other Intergovernmental Charges for Services ' Fines and Forfeits Interest Earnings 2,000 2,500 2,400 Miscellaneous Revenue 65,000 1,500 Non-Revenue Other Financing Sources Interfund Revenue Total New Revenue 350,500 331,600 197,500 0 0 38,900 0 Use of Prior Yr Revenue 3,000 0 2,500 0 50,000 0 0 Total Resources 353,500 331,600 200,000 0 50,000 38,900 0 Expenditures Legislative AJLS: Mayor's Office 50,000 ' City Clerk 36,600 City Attorney Hearing Examiner Court Services Econ Dev,Neighbrhds&Strat Flog 200,000 Human Resources&Risk Mgmt: Insurance Finance&Information Systems Other City Services/Misc Debt Service Police Fire ' Planning/Building/Pub Wks: Administration Development Services Transportation Utility Systems&Technical Sery Maintenance Services Community Services: General Services/Parks Housing&Human Services Comm Dev Block Grants 331,600 Library Golf Course ' Transfers-Out 353,500 Total Committed Expenditures 353,500 331,600 200,000 0 50,000 36,600 0 Increase to Reserves 0 0 0 0 0 2,300 0 Total Expenditures 353,500 331,600 200,000 0 50,000 38,900 0 Fund Balance, January 1 161,026 19,321 244,111 2,807 96,413 196,138 50,000 Total New Revenue 350,500 331,600 197,500 0 0 38,900 0 Total Committed Expenditures (353,500) (331,600) (200,000) 0 (50,000) (36,600) 0 Fund Balance Plus Reserves 158,026 19,321 241,611 2,807 46,413 198,438 50,000 ' 8%Operating Reserves 0 0 0 0 0 0 0 Other Reserves/IBNR 0 0 0 0 0 0 0 Fund Balance(Undesig/Designated) 158,026 19,321 241,611 2,807 46,413 198,438 50,000 Details 7-5 Table 7-3. 2004 Revenue, Expenditures, Fund Sources, All Funds Debt Service ( Capital Project 213/219 220 I 301 303 304 305 306 , Unlim G.O. LID Debt Sv Garage CIP C D Mitig Fire Mitig Trans Mitig Leased City Revenue i Property Tax 512,600 Sales Tax Sales Tax/Criminal Justice , Admissions Tax Utility Tax&Natural Gas Use Tax Real Estate Excise Tax EMS Levy Funds Gambling Excise Tax Franchise/Leasehold Excise Sub-Total Taxes 512,600 0 0 0 0 0 0 Business License Fee Building Permits Other Licenses/Permits Community Dev Block Grants Other Federal/State Grants ' State Shared Revenue Other Intergovernmental Charges for Services 225,000 200,000 500,000 ' Fines and Forfeits Interest Earnings 5,000 4,100 12,000 25,000 150,000 Miscellaneous Revenue 13,300 546,400 Non-Revenue Other Financing Sources ' Interfund Revenue Total New Revenue 517,600 17,400 0 237,000 225,000 650,000 546,400 Use of Prior Yr Revenue 0 0 1,638,700 0 75,000 739,300 30,400 Total Resources 517,600 17,400 1,638,700 237,000 300,000 1,389,300 576,800 Expenditures Legislative AJLS: Mayor's Office City Clerk ' City Attorney Hearing Examiner Court Services Econ Dev,Neighbrhds&Strat Ping Human Resources& Risk Mgmt: Insurance Finance&Information Systems Other City Services/Misc ' Debt Service 511,500 7,000 Police Fire Planning/Building/Pub Wks: ' Administration Development Services Transportation Utility Systems&Technical Sery Maintenance Services r Community Services: General Services/Parks 144,000 Housing&Human Services ' Comm Dev Block Grants Library Golf Course ' Transfers-Out 10,300 1,638,700 300,000 1,389,300 432,800 Total Committed Expenditures 511,500 17,300 1,638,700 0 300,000 1,389,300 576,800 Increase to Reserves 6,100 100 0 237,000 0 0 0 Total Expenditures 517,600 17,400 1,638,700 237,000 300,000 1,389,300 576,800 ' Fund Balance, January 1 574,514 30,6902,041,115 1,060,081 1,498,203 3,859,186 158,244 Total New Revenue 517,600 17,400 0 237,000 225,000 650,000 546,400 Total Committed Expenditures (511,500) (17,300)(((( (1,638,700) 0 (300,000) (1,389,300) (576,800) Fund Balance Plus Reserves 580,614 30,790 402,415 1,297,081 1,423,203 3,119,886 127,844 8%Operating Reserves 0 0 0 0 0 0 0 Other Reserves/IBNR 0 0 0 0 0 0 0 Fund Balance(Undesig/Designated) 580,614 30,790 402,415 1,297,081 1,423,203 3,119,886 127,844 7-6 Details ' Table 7-3. 2004 Revenue, Expenditures, Fund Sources, All Funds Capital Project Enterprise 307 316 317 401 421 451 461 ' Aquatic Ctr Mun Fac Trans CIP W/S/S Util W/S/S Const W/S/S Rev B W/S/S B Resv Revenue Property Tax Sales Tax Sales Tax/Criminal Justice Admissions Tax Utility Tax&Natural Gas Use Tax Real Estate Excise Tax 1,000,000 EMS Levy Funds Gambling Excise Tax Franchise/Leasehold Excise Sub-Total Taxes 0 1,000,000 0 0 0 0 0 Business License Fee 1,936,400 Building Permits Other Licenses/Permits 31,400 Community Dev Block Grants Other Federal/State Grants 2,150,000 State Shared Revenue 350,000 Other Intergovernmental Charges for Services 20,323,900 5,000 2,518,400 Fines and Forfeits Interest Earnings 80,000 87,900 100,000 Miscellaneous Revenue 74,000 Non-Revenue 300,000 9,284,000 Other Financing Sources 980,500 2,889,300 10,400 1,731,000 Interfund Revenue 673,500 Total New Revenue 0 2,060,500 7,325,700 21,501,100 11,120,000 2,518,400 0 Use of Prior Yr Revenue 0 446,500 1,134,700 0 5,710,000 0 0 Total Resources 0 2,507,000 8,460,400 21,501,100 16,830,000 2,518,400 0 Expenditures Legislative AJLS: Mayor's Office City Clerk City Attorney Hearing Examiner Court Services Econ Dev,Neighbrhds&Strat Ping 150,000 Human Resources&Risk Mgmt: Insurance Finance&Information Systems 1,350,000 Other City Services/Misc 1,277,700 Debt Service 757,700 2,518,400 Police Fire Planning/Building/Pub Wks: Administration Development Services 432,500 Transportation 8,460,400 Utility Systems&Technical Sery 4,170,700 16,830,000 Maintenance Services 12,436,300 Community Services: General Services/Parks 1,007,000 Housing&Human Services Comm Dev Block Grants Library Golf Course Transfers-Out 1,731,000 Total Committed Expenditures 0 2,507,000 8,460,400 20,805,900 16,830,000 2,518,400 0 Increase to Reserves 0 0 0 695,200 0 0 0 Total Expenditures 0 2,507,000 8,460,400 21,501,100 16,830,000 2,518,400 0 Fund Balance, January 1 1,231,412 4,978,135 8,291,897 4,965,151 1,165,903 129,020 2,606,852 Total New Revenue 0 2,060,500 7,325,700 21,501,100 11,120,000 2,518,400 0 Total Committed Expenditures 0 2,507,000 8,460,400 20,805,900 16,830,000 2,518,400 0 Fund Balance Plus Reserves 1,231,412 4,531,635 7,157,197 5,660,351 (4,544,097) 129,020 2,606,852 8%Operating Reserves 0 0 0 1,342,536 0 0 0 Other Reserves/IBNR 0 0 0 0 0 0 2,606,852 Fund Balance(Undesig/Designated) 1,231,412 4,531,635 7,157,197 4,317,815 (4,544,097) 129,020 0 r Details 7-7 Table 7-3. 2004 Revenue, Expenditures, Fund Sources, All Funds ' Enterprise Internal Service 471 402 403 404 424 1501 502/512 W/S Stabil Airport Sol Waste Golf Crs Golf CIP 1 Eq Rental Insurance , Revenue Property Tax Sales Tax Sales Tax/Criminal Justice , Admissions Tax Utility Tax&Natural Gas Use Tax Real Estate Excise Tax EMS Levy Funds , Gambling Excise Tax Franchise/Leasehold Excise Sub-Total Taxes 0 0 0 0 0 0 0 Business License Fee ' Building Permits Other Licenses/Permits Community Dev Block Grants Other Federal/State Grants State Shared Revenue Other Intergovernmental Charges for Services 4,900 8,444,300 1,829,700 1,446,000 Fines and Forfeits ' Interest Earnings 100,000 4,900 15,000 4,000 15,000 100,000 Miscellaneous Revenue 777,400 68,000 444,100 11317,900 8,917,600 Non-Revenue 194,900 150,000 Other Financing Sources , Interfund Revenue 3,200 € Total New Revenue 0 882,300 8,715,300 2,288,800 154,000 2,778,900 9,017,600 Use of Prior Yr Revenue 0 0 2,800 0 166,000 0 0 Total Resources 0 882,300 8,718,100 2,288,800 320,000 2,778,900 9,017,600 Expenditures Legislative i AJLS: Mayor's Office City Clerk , City Attorney Hearing Examiner Court Services Econ Dev,Neighbrhds&Strat Ping Human Resources&Risk Mgmt: Insurance ; 8,900,200 Finance&Information Systems Other City Services/Misc 33,700 240,300 122,400 180,000 117,400 ' Debt Service 264,200 Police Fire Planning/Building/Pub Wks: Administration 3,900 10,900 Development Services 700 } Transportation 768,300 Utility Systems&Technical Sery 8,395,100 Maintenance Services 71,100 2,340,400 Community Services: General Services/Parks Housing&Human Services j Comm Dev Block Grants Library Golf Course 1,752,200 320,000 Transfers-Out 150,000 Total Committed Expenditures 0 805,900 8,718,100 2,288,800 320,000 2,520,400 9,017,600 Increase to Reserves 0 76,400 0 0 0 i 258,500 0 Total Expenditures 0 882,300 8,718,100 2,288,800 320,000 i 2,778,900 9,017,600 Fund Balance, January 1 0 2,344,625 885,911 1,362,027 403,778 3,418,397 7,611,589 ' Total New Revenue 0 882,300 8,715,300 2,288,800 154,000 ? 2,778,900 9,017,600 Total Committed Expenditures 0 (805,900) (8,718,100) (2,288,800) (320,000) (2,520,400) (9,017,600) Fund Balance Plus Reserves 0 2,421,025 883,111 1,362,027 237,778 1 3,676,897 7,611,589 8%Operating Reserves 0 62,472 697,448 145,776 0 170,648 3,969,160 Other Reserves/IBNR 0 2,358,553 0 441,358 0 j 3,506,249 3,200,000 Fund Balance(Undesig/Designated) 0 0 185,663 774,893 237,778 0 442,429 7-8 Details of Table 7-3. 2004 Revenue, Expenditures, Fund Sources, All Funds Fiduciary All Funds 601 Total ' Fire Pension 2004 Revenue Property Tax 19,908,500 Sales Tax 16,230,000 Sales Tax/Criminal Justice 1,081,000 Admissions Tax 310,000 Utility Tax&Natural Gas Use Tax 9,539,000 Real Estate Excise Tax 2,200,000 EMS Levy Funds 449,000 Gambling Excise Tax 2,380,000 Franchise/Leasehold Excise 621,000 Sub-Total Taxes 0 52,718,500 Business License Fee 2,276,900 Building Permits 1,461,500 Other Licenses/Permits 59,500 Community Dev Block Grants 331,600 Other Federal/State Grants 2,350,000 State Shared Revenue 40,000 2,091,800 Other Intergovernmental 1,119,000 Charges for Services 38,429,500 ' Fines and Forfeits 985,000 Interest Earnings 110,000 1,451,800 Miscellaneous Revenue 12,918,300 Non-Revenue 9,928,900 Other Financing Sources 6,049,900 Interfund Revenue 4,251,900 Total New Revenue 150,000 136,424,100 Use of Prior Yr Revenue 232,100 11,422,000 Total Resources 382,100 147,846,100 Expenditures Legislative 193,100 AJLS: Mayor's Office 866,400 City Clerk 482,400 City Attorney 1,080,200 Hearing Examiner 134,800 Court Services 1,339,900 Econ Dev,Neighbrhds&Strat Ping 1,573,900 Human Resources&Risk Mgmt: 651,100 Insurance 8,900,200 Finance&Information Systems 4,646,800 Other City Services/Misc 382,100 5,731,700 Debt Service 6,614,900 Police 15,027,900 Fire 12,232,100 ' Planning/Building/Pub Wks: Administration 377,900 Development Services 3,664,700 Transportation 12,763,600 Utility Systems&Technical Sery 29,904,400 Maintenance Services 17,368,300 Community Services: General Services/Parks 11,490,000 Housing&Human Services 534,100 Comm Dev Block Grants 331,600 Library 1,532,200 Golf Course 2,072,200 Transfers-Out 6,986,100 Total Committed Expenditures 382,100 146,500,500 Increase to Reserves 0 1,345,600 Total Expenditures 382,100 147,846,100 Fund Balance, January 1 5,133,314 Total New Revenue 150,000 Total Committed Expenditures 382,100 Fund Balance Plus Reserves 4,901,214 8%Operating Reserves 0 Other Reserves/IBNR 0 Fund Balance(Undesig/Designated) 4,901,214 ' Details 7-9 This page is intentionally left blank 1 7-10 Details �r 2004 Appendix ' - - rr - - rr 4 *City of Renton,Washington BUDGET — t NNW appmax ' In this section you will find a wide range of economic statistics, demographic data (Did You Know?, page 8-16), and general information about the City of Renton(page 8-18). We have also included a glossary of commonly used budget ' terms starting on page 8-19. Table 8-1 lists the largest taxpayers, and table 8-2 lists the principal employers in the City of Renton. Figure 8-1 shows the number of full-time employees working for the City, as well as the number of employees for every 1,000 Renton citizens. Figure 8-2 compares our taxes and rates to those of surrounding communities. Tables 8-3 to 8-8 provide detailed specifics on City staffing positions and pay ranges for all represented and non-represented positions. The percent salary increase for 2004 is noted on each table. 1 k Appendix 8-1 Table 8-1. Largest Taxpayers 2004 Real Property Percentage of Taxpayer Type of Business Assessed Valuation Assessed Valuation The Boeing Company Aerospace&Computer Services 650,682,049 10.21% PACCAR Heavy Manufacturing 78,498,260 1.23% Puget Sound Energy Electric/Gas Utility 76,542,676 1.20% Qwest Corporation Telephone Utility 49,135,534 0.77% AMB Property Corp. Commercial Property Owners 46,087,800 0.72% ' Renton Properties LLC Real Estate Developer 33,097,000 0.52% Avalon Bay Communities Inc. Apartment Building 31,782,000 0.50% Fred Meyer Stores Inc. Retail 23,699,457 0.37% Walton Renton Investors III Commercial Property Owners 22,825,100 0.36% BRE Properties Private Households 20,727,900 0.33% Total Assessed Valuation- Largest Taxpayers 1,033,077,776 16.21% Total Assessed Valuation-All Others 5,339,554,346 83.79% Total Assessed Valuation 6,372,632,122 100.00% Source Assessed Valuation:King County Department of Assessments,both real and personal property assessment where applicable 11 Table 8-2. Principal Employers 2003 Full-Time Percentage of Principal Employers Type of Business Equivalent Employees Employees The Boeing Company Aerospace&Computer Services 12,568 32.55% Valley Medical Center Medical Services 1,627 4.21% Renton School District Public Education 1,315 3.41% PACCAR Inc Heavy Manufacturing 1,210 3.13% Federal Aviation Association Federal Government 850 2.20% City of Renton City Government 688 1.78% Wal Mart Retail 477 1.24% IKEA Retail 382 0.99% , Young's Columbia of WA LLC Wholesale 340 0.88% ER Solutions Loan Brokers 330 0.85% ' Total Number of Employees- Principal Employers 19,787 51.24% Total Number of Employees-All Other Employers 18,829 48.76% Total Employees Working Within Renton 38,616 100.00% , Source Number of Employees:City of Renton Business License Records and individual inquiry where applicable. 8-2 Appendix I kFigure 8-1 represents the number of regular full-time employees (FTE) working for the City of Renton, as well as the number of employees per every 1,000 Renton citizens. The number of FTEs has increased 12.2 percent between 1994 and 2003, while the population of Renton grew 24.85 percent during that same time period. The number of FTEs per 1,000 Renton citizens remained fairly constant until 2OO1. ' The high was in 1994 at 12.24 FTE per 1,000 citizens. The low is projected for 2004 at 10.82 per 1,000 citizens. ' Figure 8-1. City of Renton Full-Time Employee (FTE)Staffing Levels per],000 Renton Citizens D Population Emp(FTE)/1000 Population 60,000 - 12.5 50,000 12 40,000 -- 11.5 30,000 20,000 11 10,000 10.5 0 i 10 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 Year Regular FTEs Employees Per 1,000 Population Total Population of Renton 1994 538.0 12.24 43,970 1995 541.0 12.05 44,890 1996 549.0 12.15 45,170 1997 553.0 12.04 45,920 1998 565.0 12.21 46,270 1999 573.7 12.05 47,620 2000 583.7 12.09 48,270 2001 594.7 12.16 48,900 2002 598.7 11.71 51,140 2003 603.7 11.00 54,900 so 2004 Budget 602.7 10.82 55,700 Source ' Population:State of Washington Office of Program Planning and Fiscal Management. All other information:City of Renton Finance Department. ' Appendix 8-3 Figure 8-2. 2003 Comparison of Renton Taxes and Rates , $9.20 t $7.33 $27.18 ' $15.78 $4.33 $5.39 $11.50 $28.13 $24.39 $9.07 $17.62 75.00 $17.55 $15.27 75.00 , 50.00 $27.63 55.00 ' 67.50 50.00 0.00 $10.40 $9.04 $12.26 $16.10 $12.35 $15.33 $11.50 $13.69 $10.41 $12.29 $33A1 $35.40 $31.27 $9.31 $30.40 $13.44 $ $9,83 9.57 $13.04 $9.25 $9.19 _r Renton Auburn Bellevue Kent Redmond Seattle Tukwila ■Wastewater [3Solid Waste El Property Tax ■Business License ■Water ■Storm ' Renton's Rank Renton Auburn Bellevue Kent Redmond Seattle Tukwila Population-April 1,2003 4 54,900 45,355 116,400 84,210 46,480 571,900 17,230 Tax Rates ' Avg. Prop Tax/$1,000 AV 4 $11.501 $12.291 $9.042 $12.262 $9.312 $10.399 $12.351 Electric Utility 2 6.0% 5.0% 4.5% 6.0% 5.5% 6.09% 4.0% Cable TV(1) 2 6.0% 5.0% 4.8% 5.0% 5.0% 10.09% 4.0% B&O(2) N/A N/A N/A 0.15% N/A N/A 0.215% N/A Admissions(3) 1 5.0% 5.0% 3.0% 0.0% 5.0% 5.0% 5.0% Licenses&Fees , Business-Renewal(4) 4 $55 $50 $0 $75 $67.50 $75 $50 Golf(18 holes)(5) 2 $30 $30 $29.50 $28 N/A $31 $25 Dog License(6) 7 $20 $60 $60 $60 $60 $40 $60 Utility Rates , Water(750 CF) (7) 4 $24.39 $17.55 $27.63 $15.78 $17.62 $27.18 $28.13 Wastewater 5 $13.04 $9.25 $33.41 $31.27 $9.19 $35.40 $30.40 Storm(8) 6 $5.39 $9.07 $15.27 $7.33 $11.50 $9.20 $4.33 Solid Waste(9) 4 $13.44 $9.83 $15.33 $13.69 $9.57 $16.10 $10.41 8-4 Appendix ' Notes: (1) Redmond and Kent collect a franchise fee instead of a utility tax. (2) Seattle has a second B&O rate for service related businesses (0.415%). (3) Kent's admission tax will increase from 0 percent to 5 percent effective July 2004. (4) Cities calculate business license fees using a variety of different methods. Bellevue is participating in a joint licensing program with the State. Kent's fee for the first year is $75 with a ' lower renewal fee. Tukwila rates are $50 for 0 - 5 employees and$100 for 6 - 100 employees and $200 for 101 employees and above. (5) Kent, Auburn, Tukwila, Bellevue, and Renton fees differ for weekday/weekend. Based on summer weekend rates when applicable. (6) With the exception of Renton and Seattle, all cities surveyed use King County Animal Control. Fees are for unaltered animals for one year. Renton has a$20 two year license. (7) Based on summer rates when applicable. (8) Storm water rates are based on average single family residence. Kent rates are based on drainage basins located in the lower Mill Creek and Valley areas. (9) Service for Bellevue, Kent, Redmond, and Tukwila provided and billed by an outside contractor. Rates are based on a 32-gal size can. Appendix 8-5 1 Table 8-3. Index of Positions andPay Ranges-Elected Officials Management, and Non-Union Supervisory r Step A, 12 Mos Step B, 12 Mos Step C, 12 Mos Step 0, 12 Mos Step E, 12 Mos Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Elected Officials e10 Mayor(3 percent Increase for 2004) 9,111 109,332 ell Municipal Court Judge 8,954 107,448 e09 City Council Members 950 11,400 e08 6,996 83,952 7,351 88,212 7,721 92,652 8,113 97,356 8,522 102,264 Management and Supervisory Non-Union(3 percent increase for 2004) m53 Chief Administrative Officer* 9,180 110,160 9,646 115,752 10,133 121,596 10,645 127,740 11,178 134,137 m52 8,954 107,448 9,407 112,884 9,887 118,644 10,388 124,656 10,906 130,867 m51 8,736 104,832 9,180 110,160 9,646 115,752 10,133 121,596 10,645 127,740 m50 8,522 102,264 8,954 107,448 9,407 112,884 9,887 118,644 10,388 124,656 m49 Economic Development Administrator* 8,315 99,780 8,736 104,832 9,180 110,160 9,646 115,752 10,133 121,596 Finance/Information Services Administrator* Community Services Administrator* Fire Chief* Human Resources&Risk Mgmt Administrator* Planning/Building/PW Administrator* Police Chief* m48 8,113 97,356 8,522 102,264 8,954 107,448 9,407 112,884 9,887 118,644 m47 7,916 94,992 8,315 99,780 8,736 104,832 9,180 110,160 9,646 115,752 m46 7,721 92,652 8,113 97,356 8,522 102,264 8,954 107,448 9,407 112,884 m45 Police Deputy Chief* 7,534 90,408 7,916 94,992 8,315 99,780 8,736 104,832 9,180 110,160 Deputy Fire Chief* m44 1 7,351 88,212 7,721 92,652 8,113 97,356 8,522 102,264 8,954 107,448 m43 7,171 86,052 7,534 90,408 7,916 94,992 8,315 99,780 8,736 104,832 m42 6,996 83,952 7,351 88,212 7,721 92,652 8,113 97,356 8,522 102,264 m41 6,826 81,912 7,171 86,052 7,534 90,408 7,916 94,992 8,315 99,780 m40 6,660 79,920 6,996 83,952 7,351 88,212 7,721 92,652 8,113 97,356 m39 6,497 77,964 6,826 81,912 7,171 86,052 7,534 90,408 7,916 94,992 m38 Development Services Director 6,339 76,068 6,660 79,920 6,996 83,952 7,351 88,212 7,721 92,652 , Economic Development Director Facilities Director Fiscal Services Director Library Director Maintenance Services Director ' Parks Director Recreation Director Transportation Systems Director Utility Systems Director m37 6,186 74,232 6,497 77,964 6,826 81,912 7,171 86,052 7,534 90,408 ' m36 Police Commander*' 6,034 72,408 6,339 76,068 6,660 79,920 6,996 83,952 7,351 88,212 m35 Hearing Examiner 5,886 70,632 6,186 74,232 6,497 77,964 6,826 81,912 7,171 86,052 m34 Information Services Manager 5,741 68,892 6,034 72,408 6,339 76,068 6,660 79,920 6,996 83,952 , Police Manager** m33 Development Engineering Supervisor 5,601 67,212 5,886 70,632 6,186 74,232 6,497 77,964 6,826 81,912 Transportation Design Supervisor Transportation Operations Manager Transportation Planning Supervisor Utility Engineering Supervisor Water Maintenance Manager r r 8.6 Appendix Table 8-3. Index of Positions and Pay Ranges-Elected Officials, Management, and Non-Union Supervisory Step A, 12 Mos Step B 12 Mos Step C, 12 Mos Step D, 12 Mos Step E, 12 Mos Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly m32 Airport Manager 5,465 65,580 5,741 68,892 6,034 72,408 6,339 76,068 6,660 79,920 Building Official Development Manager Principal Planner m31 5,331 63,972 5,601 67,212 5,886 70,632 6,186 74,232 6,497 77,964 m30 Assistant to the Chief Administrative Officer 5,202 62,424 5,465 65,580 5,741 68,892 6,034 72,408 6,339 76,068 ' City Clerk/Cable Manager Court Services Director Fleet Manager Human Resources Manager r Information Systems Supervisor m29 5,073 60,876 5,331 63,972 5,601 67,212 5,886 70,632 6,186 74,232 m28 Human Services Manager 4,952 59,424 5,202 62,424 5,465 65,580 5,741 68,892 6,034 72,408 m27 Transportation Maintenance Supervisor 4,832 57,984 5,073 60,876 5,331 63,972 5,601 67,212 5,886 70,632 m26 Facilities Manager 4,713 56,556 4,952 59,424 5,202 62,424 5,465 65,580 5,741 68,892 Golf Course Manager Wastewater/Special Operations Manager Public Works Maintenance Manager Recreation Manager m25 Community Relations Manager 4,598 55,176 4,832 57,984 5,073 60,876 5,331 63,972 5,601 67,212 Recreation Supervisor Solid Waste Coordinator Supervising Finance Analyst m24 Principal Financial&Administrative Analyst 4,487 53,844 4,713 56,556 4,952 59,424 5,202 62,424 5,465 65,580 m23 Assistant Fire Marshal 4,375 52,500 4,598 55,176 4,832 57,984 5,073 60,876 5,331 63,972 Assistant Library Director t: m21 Golf Course Supervisor 4,165 49,980 4,375 52,500 4,598 55,176 4,832 57,984 5,073 60,876 m20 Community Center Coordinator 4,064 48,768 4,271 51,252 4,487 53,844 4,713 56,556 4,952 59,424 Golf Professional Human Resources Analyst/Civil Service Coordinator Senior Services Coordinator Safety Officer M19 3,966 47,592 4,165 49,980 4,375 52,500 4,598 55,176 4,832 57,984 m18 3,867 46,404 4,064 48,768 4,271 51,252 4,487 53,844 4,713 56,556 m17 Deputy City Clerk 3,774 45,288 3,966 47,592 4,165 49,980 4,375 52,500 4,598 55,176 Non-Union(Clerical,Other) Non-Union(3 percent increase for 2004) n16 Finance Analyst 111 3,667 44,004 3,852 46,224 4,043 48,516 4,250 51,000 4,461 53,532 n15 3,572 42,864 3,756 45,072 3,947 47,364 4,147 49,764 4,356 52,272 n14 3,489 41,868 3,667 44,004 3,852 46,224 4,043 48,516 4,250 51,000 Executive Secretary n13 Finance Analyst 11 3,402 40,824 3,572 42,864 3,756 45,072 3,947 47,364 4,147 49,764 n12 Museum Supervisor 3,322 39,864 3,489 41,868 3,667 44,004 3,852 46,224 4,043 48,516 Community Relations Specialist n11 Admin Secretary ll,Com Svc/Fire/PBPW/FIS 3,239 38,868 3,402 40,824 3,572 42,864 3,756 45,072 3,947 47,364 Admin Secretary It/Economic Assistant Assistant Golf Professional City Council Liaison +� Assistant Human Resources Analyst r r Appendix 8-7 Table 8-3. Index of Positions and Pay Ranges-Elected Officials, Management, and Non-Union Supervisory Step A, 12 Mos Step B, 12 Mos Step C, 12 Mos Step D, 12 Mos Step E, 12 Mos Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Accounting Technician(Payroll) n10 Finance Analyst 1 3,158 37,896 3,322 39,864 3,489 41,868 3,667 44,004 3,852 46,224 n09 Human Resources Systems Technician 3,085 37,020 3,239 38,868 3,402 40,824 3,572 42,864 3,756 45,072 n08 3,008 36,096 3,158 37,896 3,322 39,864 3,489 41,868 3,667 44,004 n07 Secretary 11 EX 2,936 35,232 3,085 37,020 3,239 38,868 3,402 40,824 3,572 42,864 n06 2,863 34,356 3,008 36,096 3,158 37,896 3,322 39,864 3,489 41,868 n05 Secretary I EX 2,794 33,528 2,936 35,232 3,085 37,020 3,239 38,868 3,402 40,824 n04 2,727 32,724 2,863 34,356 3,008 36,096 3,158 37,896 3,322 39,864 n03 2,662 31,944 2,794 33,528 2,936 35,232 3,085 37,020 3,239 38,868 n02 2,596 31,152 2,727 32,724 2,863 34,356 3,008 36,096 1 3,158 37,896 n01 2,537 30,444 2,662 31,944 2,794 33,528 2,936 35,232 3,085 37,020 * Not eligible for Longevity/Education or Uniform allowance. ** Receive Education/Longevity and Uniform Allowance based on Union contract. Non-Union Longevity Schedule Completion of 5 years $85 per month Completion of 10 years $125 per month Completion of 15 years $165 per month Completion of 20 years $205 per month Completion of 25 years $255 per month Deferred Compensation The City contributes 2 percent of the employee's base wage per year to a deferred compensation account for Management and Non-Represented employees. 8-8 Appendix ' Table 8-4. Index of Positions and Pay Ranges-Local 2170 Step A, 12 Mos Step B, 12 Mos Step C, 12 Mos Step D, 12 Mos Step E, 12 Mos Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly i Union-Local 2170 (3 percent increase for 2004) a34 5,663 67,956 5,947 71,364 6,245 74,940 6,556 78,672 6,885 82,620 a33 5,525 66,300 5,806 69,672 6,101 73,212 6,409 76,908 6,726 80,712 a32 Network Systems Supervisor 5,391 64,692 5,663 67,956 5,947 71,364 6,245 74,940 6,556 78,672 a31 5,258 63,096 5,525 66,300 5,806 69,672 6,101 73,212 6,409 76,908 A a30 Application Support Supervisor 5,130 61,560 5,391 64,692 5,663 67,956 5,947 71,364 6,245 74,940 a29 Program Development Coordinator 11 5,007 60,084 5,258 63,096 5,525 66,300 5,806 69,672 6,101 73,212 Mapping Coordinator a28 4,884 58,608 5,130 61,560 5,391 64,692 5,663 67,956 5,947 71,364 a27 Civil Engineer 111 4,765 57,180 5,007 60,084 5,258 63,096 5,525 66,300 5,806 69,672 a26 4,648 55,776 4,884 58,608 5,130 61,560 5,391 64,692 5,663 67,956 a25 Capital Project Coordinator 4,535 54,420 4,765 57,180 5,007 60,084 5,258 63,096 5,525 66,300 Facilities Coordinator Program Development Coordinator I Property Services Agent a24 Senior Network Systems Specialist 4,423 53,076 4,648 55,776 4,884 58,608 5,130 61,560 5,391 64,692 Senior Systems Analyst Transportation Planner a23 Building Plan Reviewer 4,318 51,816 4,535 54,420 4,765 57,180 5,007 60,084 5,258 63,096 Civil Engineer 11 Engineering Specialist III Senior Planner Street Maintenance Services Supervisor Waste Water Maintenance Services Supervisor a22 4,214 50,568 4,423 53,076 4,648 55,776 4,884 58,608 5,130 61,560 a21 Lead Construction Inspector 4,109 49,308 4,318 51,816 4,535 54,420 4,765 57,180 5,007 60,084 Park Maintenance Supervisor Signal/Electronics Systems Technician 11 Systems Analyst Technical Support Coordinator Water Maintenance Services Supervisor Water Utility Maintenance Supervisor a20 Facilities Supervisor 4,008 48,096 4,214 50,568 4,423 53,076 4,648 55,776 4,884 58,608 Fire Inspector III ' Fire Plan Reviewer/Inspector III Hazardous Materials Specialist Network Systems Specialist a19 Associate Planner 3,910 46,920 4,109 49,308 4,318 51,816 4,535 54,420 4,765 57,180 Civil Engineer I Engineering Specialist 11 HVAC Systems Technician a18 Accountant 3,817 45,804 4,008 48,096 4,214 50,568 4,423 53,076 4,648 55,776 Building Inspector-Electrical Building Inspector/Combination CDBG Specialist Code Compliance Inspector Construction Inspector II Development Services Representative Fire Inspector 11 Fire Plan Reviewer/Inspector II Housing Assistance Specialist Probation Officer Recreation Program Coordinator r Appendix R y t Table 8-4. Index of Positions and Pay Ranges-Local 2170 , Step A, 12 Mos Step B. 12 Mos Step C, 12 Mos Step D, 12 Mos Step E, 12 Mos Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly a17 Custodial Services Supervisor 3,722 44,664 3,910 46,920 4,109 49,308 4,318 51,816 4,535 54,420 Lead Vehicle&Equipment Mechanic Librarian* Maintenance Buyer Pavement Management Technician Signal/Electronic Systems Tech I Traffic Sign&Paint Supervisor Water Quality/Treatment Plant Operator a16 Economic Development Specialist 3,634 43,608 3,817 45,804 4,008 48,096 4,214 50,568 4,423 53,076 Fire Inspector I Fire Plan Reviewer/Inspector I Lead Golf Course Maintenance Worker Lead Maintenance Services Worker Lead Park Maintenance Worker a15 Assistant Planner 3,541 42,492 3,722 44,664 3,910 46,920 4,109 49,308 4,318 51,816 Facilities Technician II Water Utility Maintenance Technician a14 Construction Inspector 1 3,458 41,496 3,634 43,608 3,817 45,804 4,008 48,096 4,214 50,568 Lift Station Technician Recreation Specialist II ' a13 Accounting Supervisor 3,372 40,464 3,541 42,492 3,722 44,664 3,910 46,920 4,109 49,308 Engineering Specialist I Facilities Technician Grants Accountant Planning Technician II Print&Mail Coordinator Solid Waste Program Specialist Signal/Electronics System Assistant II Utility Accounts Supervisor Vehicle&Equipment Mechanic I a12 Desktop Publishing Operator 3,291 39,492 3,458 41,496 3,634 43,608 3,817 45,804 4,008 48,096 Fire Inspector Trainee Golf Course Maintenance Worker III Library Supervisor Neighborhood Coordinator Maintenance Services Worker III Multimedia/Records Specialist Parks Maintenance Worker III Traffic Maintenance Worker II all Administrative Secretary II 3,211 38,532 3,372 40,464 3,541 42,492 3,722 44,664 3,910 46,920 Airport Maintenance Worker Grounds Equipment Mechanic Lead Judicial Specialist Records Management Coordinator Recreation Specialist a10 Form/Graphic Technician 3,131 37,572 3,291 39,492 3,458 41,496 3,634 43,608 3,817 45,804 Permit Technician a09 Accounting Assistant IV 3,055 36,660 3,211 38,532 3,372 40,464 3,541 42,492 3,722 44,664 Administrative Secretary I Fleet Management Technician Library Assistant 11 Mechanic's Assistant Records Management Specialist Planning Technician I Signal/Electronics Systems Assistant I 8-10 Appendix ' Table 8-4. Index of Positions and Pay Ranges-Local 2170 Step A, 12 Mas Step B, 12 Mos Step C, 12 Mas Step 0, 12 Mos Step E, 12 Mos Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly a08 Golf Course Operations Specialist 2,981 35,772 3,131 37,572 3,291 39,492 3,458 41,496 3,634 43,608 .. Golf Course Maintenance Worker II Judicial Specialist Lead Office Assistant Maintenance Services Worker II ,.. Parks Maintenance Worker II raffic Maintenance Worker I a07 Accounting Assistant III 2,910 34,920 3,055 36,660 3,211 38,532 3,372 40,464 3,541 42,492 Data Base Systems Technician Hearing Examiner's Secretary Housing Maintenance Worker Library Technical Assistant Maintenance Custodian Print&Mail Operator Purchasing Assistant ecretary 11 a06 2,842 34,104 2,981 35,772 3,131 37,572 3,291 39,492 3,458 41,496 +r a05 ccounting Assistant II 2,770 33,240 2,910 34,920 3,055 36,660 3,211 38,532 3,372 40,464 ffice Assistant III ecretary I Nater Meter Reader r a04 ead Custodian 2,704 32,448 2,842 34,104 2,981 35,772 3,131 37,572 3,291 39,492 Golf Course Maintenance Worker I Maintenance Services Worker I Parks Maintenance Worker I Pro Shop Assistant Solid Waste Maintenance Worker a03 8,ccounting Assistant 1 2,638 31,656 2,770 33,240 2,910 34,920 3,055 36,660 3,211 38,532 brary Assistant ,., ffice Assistant II a02 2,577 30,924 2,704 32,448 2,842 34,104 2,981 35,772 3,131 37,572 a01 7,ustodian 2,511 30,132 2,638 31,656 2,770 33,240 2,910 34,920 3,055 36,660 ffice Assistant I i * 5%Lead Pay/Circulation Librarian Local 2170 Longevity Schedule Completion of 5 years $85 per month Completion of 10 years $125 per month w. Completion of 15 years $165 per month Completion of 20 years $205 per month Completion of 25 years $255 per month Deferred Compensation The City contributes 2 percent of the employee's base wage per year to a deferred compensation account for •� Local 2170 employees. r UP Appendix 8-11 M Table 8-5. Index of Positions and Pay Ranges-Fire Department, Commissioned Of facers ' Step A, 6 Mos Step B, 12 Mos Step C, 18 Mos Step 0, 37 Mos Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly f70 Fire Fighter 3,796 -45,547 1 3,879 46,548 1 4,189 50,268 5,092 161,108 The above salary schedule is effective for employees hired before January 1,2003. Step A, 12 Mos Step B, 12 Mos Step C, 12 Mos Step 0, 12 Mos Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly f70a Fire Fighter 3,796 45,547 1 3,879 46,548 1 4,189 50,268 15,092 61,108 The above salary schedule is effective for employees hired on or after January 1,2003. f71 Lieutenant (15%over D Step Fire Fighter) 5,856 70,274 f72 Captain (13%over Lieutenant) 6,618 79,413 f73 Battalion Chief (11%over Captain) 7,346 88,152 Deputy Fire Chief For Salary information,See Management and Supervisory Matric,Grade m45 Fire Chief I For Salary information,See Management and Supervisory Metric,Grade m49 Note:3 percent increase for 2004. Fire Department Longevity Schedule Longevity is based on the following schedule, rounded to the nearest whole dollar. Percent of D Step Firefighter Salary = $5,092 Percent Monthly Amount Completion of 5 years 2% $102 Completion of 10 years 4% $204 , Completion of 15 years 6% $306 Completion of 20 years 10% $509 Completion of 25 years 12% $611 Fire Department Day Shift Differential Personnel assigned to day shift for 30 consecutive days or more(excluding light duty). Grades 71, 72 and 73 - 4 percent of base wage per pay period Fire Department Educational Incentive Pay Percent of D step Firefighter, rounded to nearest whole dollar. Monthly% Step D Fire Science Certification 2% $102 Fire Science Degree (Two Year) 4% $204 Four Year and Fire Science Degrees 6% $306 For Grades 70, 71, 72, and 73 only; percent based on D Step Firefighter Base Pay. Deferred Compensation/Income Protection Plan , For Grades 70, 71,and 72 the City contributes 3%of employee's base wage per year to a deferred compensation or other income protection plan. For Grade 73,the City contributes 2 percent. For Grades 70, 71, 72, and 73,the City will contribute 2.5 percent of deferred compensation for passing physical fitness prior to the beginning of each year. Uniform Allowance For grades 70, 71, 72 and 73 the Uniform allowance will be 1%of top step of firefighter annual base pay. Hours of Work: 2,430 Hours/Year; 46.6 Hours/Week. 8-12 Appendix , Table 8-6. Index of Positions and Pay Ranges-Police Department, Commissioned Officers _Step A, 12 Mos Step 8, 12 Mos Step C, 12 Mos Step 0, 12 Mos Step E, 12 Mos Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly as pc60 Police Officer 3,804 45,648 1 4,127 49,524 1 4,450 53,400 1 4,771 57,252 5,092 61,104 pc61 Sergeant (15%over Police Officer) 15,856 170,272 Police Commander See Management&Supervisory Matrix,Grade m36 Police Deputy Chief See Management&Supervisory Matrix,Grade m45 Police Chief See Management&Supervisory Matrix,Grade m49 Police Manager See Management&Supervisory Matrix,Grade m34(non-commissioned) bill Note:3 percent increase for 2004. Commissioned Police Officer's Hazard Duty and Premium Pay As compensation for hazardous duty, or for performing in a position requiring advanced training and skills, the following pay premiums are provided: Percent Bicycle Officers 3% r Detectives 3% Traffic Assignment 3% Canine Officer 3% Ihr Corporal Assignment 7.5% Training Officer 3% SRT Assignment 4% SRO Assignment 3% Physical Fitness (Deferred Comp) 3% Patrol Officer- 12 Hr Differential 5.24% Bomb Squad Paid at rate of double time including time of search, with 2.5 hrs minimum. Special Response Team Paid at rate of time and one half with 3 hrs minimum when called to an emergency requiring their expertise. Crisis Communication Unit Paid at rate of double time including 10 time when called to an emergency situation to assist SRT, with 3 hrs minimum. Civil Disturbance Unit Paid at rate of double time with 3 hrs minimum when called to an emergency requiring their expertise. Police Commissioned Monthly Longevity Incentive Pay Schedule Completed Years of Service 5 10 15 20 25 Longevity 2% 4% 6% 10% 12% nr Monthly Educational Incentive Pay Schedule AA Degree/90 credits 4% BA Degree/Masters Degree 6% ■. Deferred Compensation The City also contributes 3.0 percent of employee's wage base toward deferred compensation. The City will contribute 3.0 percent of employee's wage base toward deferred compensation for 1rn passing physical fitness prior to beginning of each calendar year. Police Patrol: Effective 7-1-95, schedule revised to 12 hour(3 on/3 off) shift resulting in additional 109 hours worked per officer per year--2,189 total Appendix 8-13 Table 8-7. Index of Positions and Pay Ranges-Police Department, Non-Commissioned Step A, 12 Mos Step B, 12 Mos Step C, 12 Mos Step D, 12 Mos Step E, 12 Mas Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly n50 Traffic Controller 2 342 28 104 2 546 30,552 2,831 33,972 3,145 37,740 3,298 39,576 n51 Police Service Specialist 21602 31,224 2,810 33,720 3,092 37,104 3,402 40,824 3,570 42,840 n51 Police Secretary 2,602 31,224 2,810 33,720 3,092 37,104 3,402 40,824 3,570 42,840 n52 Animal Control Officer 3,012 36,144 3,254 39,048 3,581 42,972 3,938 47,256 4,133 49,596 n52 I Jailer 3,012 36,144 3,254 39,048 3,581 42,972 3,938 47,256 4,133 49,596 n53 Evidence Technician 3,161 37,932 3,413 40,956 3,756 45,072 4,133 49,596 4,344 52,128 n54 Police Community Program Coordinator 3,392 40,704 3,665 43,980 4,027 48,324 4,342 52,104 4,560 54,720 n56 Electronic Home Detention Jailer 3,314 39,768 3,579 42,948 3,940 47,280 4,331 51,972 4,547 54,564 pn57 Police Service Specialist Lead 3,838 46,056 7.5%above Specialist step E pn58 Police Service Specialist Supervisor 4,106 49,272 15%above Specialist step E n59 Jail Sergeant, 15%above Jailer step E 4,754 57,048 n60 Domestic Violence Victim Advocate 1 3,018 36,216 3,281 39,372 3,645 43,740 4,006 48,072 4,217 50,604 n61 Crime Analyst 3,166 37,992 3,440 41,280 3,823 45,876 4,201 50,412 4,423 53,076 Note:3 percent increase for 2004. Step A, 12 Mos Step B, 12 Mos Step C, 12 Mos Step D, 12 Mos Step E, 12 Mos Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly pn55 Police Administrative Secretary II 3,254 39,048 1 3,421 41,052 F 3,593 43,116 13,775 45,300 3,967 47,604 Position is Non-Union/Salary Increases&Benefits Based on those Negotiated by Police Non-Commissioned: Police Non-Commissioned Premium Pay Percent Grade Bilingual Premium 2% Base Pay Training Pay/Police Service Specialist 1 hour of straight pay for each day as Trainer Crisis Communication Unit Paid at rate of double time with 3 hours minimum Police Non-Commissioned Monthly Longevity Incentive Pay Schedule Completed Years of Service 5 10 15 20 25 Longevity 2% 4% 6% 10% 12% Monthly Educational Incentive Pay Schedule AA Degree/90 credits 4% BA Degree/Masters Degree 6% Deferred Compensation The City contributes 1.5 percent of the employee's base wage to a deferred compensation plan for all union members in recognition of Police Department's national accreditation. 8-14 Appendix a< Table 8-8. Hourly Nonregular Salary Schedule Grade Step A Step B Step C Step 0 Step E h01 7.16 7.25 h02 7.50 7.75 8.00 8.25 8.50 h03 8.75 9.00 9.25 9.50 9.75 ti h04 10.00 10.25 10.50 10.75 11.00 h05 11.25 11.50 11.75 12.00 12.25 h06 12.50 12.75 13.00 13.25 13.50 h07 13.75 14.00 14.25 14.50 14.75 h08 15.00 15.25 15.50 15.75 16.00 h09 16.25 16.50 16.75 17.00 17.25 WO 17.50 17.75 18.00 18.25 18.50 h 11 18.75 19.00 19.25 19.50 19.75 h12 20.00 20.50 21.00 21.50 22.00 1113 22.50 23.00 23.50 24.00 24.50 1114 25.00 25.50 26.00 26.50 27.00 h15 27.50 28.00 28.50 29.00 29.50 h16 1.00 h17 30.00 35.00 40.00 45.00 50.00 Note: Salary Schedule is effective January 1,2004 Suggested Salary Ranges by Position Type Position Type From To Office/Engineering Aide 1 $7.16 $9.75 Office/Engineering Aide II $8.75 $13.50 Office/Engineering Aide III $12.50 $18.50 Planner/Coordinator $7.50 $22.00 Laborer $7.16 $13.50 Library Page $7.16 $9.75 Library Associate 1 $10.00 $12.25 Library Associate II/III $12.50 $19.75 Lifeguard/Aquatic $7.50 $14.50 Recreation Leader/Attendant $7.16 $12.00 Recreation Manager/Director $8.75 $14.50 Recreation Asst.Mgr/Director $7.50 $12.25 Instructor $1.00 $1.00 Engineer/Professional $20.00 $50.00 i Note:Nonregular Seasonal,Intermittent,and Project-Specific positions#9900 series. Appendix 8-15 1 i RENTON AHEAD OF THE CURVE Did You Know? • Last year, the City of Renton processed 1,101 building permits, including permits for 34 new multifamily residences, 556 new single-family houses, and 70 new commercial buildings. • City staff members volunteered as Neighborhood Liaisons to provide a direct link between City government and residents. • Renton's Cable Channel 21 features several City-produced programs and provides coverage of Council meetings, City events, and development activities. • The Renton Senior Activity Center offers senior citizens over 55 the opportunity for fun, friendship, health, and socialization through a variety of activities and , services. • Renton has an impressive public art collection, two professional theater companies and an active arts community. • The City of Renton opened a skate park in Liberty Park in 2001. • The Cedar River Boathouse is home to Cascade Canoe and Kayak Center. For a fun outdoor experience, rent a canoe or kayak and explore the Cedar River and the shoreline of Lake Washington. • Renton ranked fifth among all cities in King County for retail sales with , $16.007 million in retail sales taxes collected last year. • The Kidd Valley Summer Concert Series at Gene Coulon Park offers free family entertainment. • Renton offers many redevelopment opportunities and has a permit process that is fast, efficient, and a role model for the region. • More than 320 new Renton business licenses were issued to companies that opened, relocated in Renton, or moved to Renton last year. • The new 550-seat Renton Community IKEA Performing Arts Center was constructed in conjunction with Renton High School renovation and was , completed in 2003. • The Renton Community Center offers a variety of summer outdoor recreation opportunities, including mountain biking, hiking, and sailing. 8-16 Appendix M wr • Gene Coulon Memorial Beach Park, a stunning 55-acre park, has nearly 1.5 miles of Lake Washington waterfront and more than 1.4 million visitors a year. • The City of Renton website, www.ci.renton.wa.us, is nationally recognized for its design, content and ease of use. The site registered more than 1.9 million hits in 2003. • The numbers of individuals within the Renton community who have completed four or more years of college is nearly twice the national average. • The City has maintained a public library system since 1914 and now provides a reciprocal agreement with the King County Library, allowing citizens to use either system. • Renton has a friendly, pro-business climate and ample development opportunities, j providing room for a multitude of new businesses. • The IKEA Renton River Days festival attracted nearly 50,000 visitors. • The Renton Transit Center, a collaborative effort between King County Metro and the City of Renton, serves as a bus hub for commuters. • Renton, the fifth largest city in King County, has more than 54,500 residents and more than to 38,500 jobs. • The Piazza, a public park in the heart of downtown, the Parking Garage, and the Pavilion to building all contribute to the revitalization of downtown Renton. • The Renton Historical Museum has interesting artifacts, information, and memorabilia documenting Renton's history. • Clam Lights shine each year at Gene Coulon Memorial Beach Park, providing an exciting display of thousands of lights. • Almost 1,500 volunteers participated in different volunteer opportunities and last year, contributed more than 55,000 hours to the City of Renton. • A farmers market was located at the Piazza from June through September in 2003. • Construction began in 2003 for the new Henry Moses Family Aquatic Center, scheduled to open summer of 2004. L it L Appendix 8-17 City of Renton, Washington - General Information DATE OF INCORPORATION.........................September 6, 1901 ELECTIONS: FORM OF GOVERNMENT...............................Mayor-Council Number of Precincts................. . TYPE OF GOVERNMENT......................Non-Charter,Code City Number of Registered Voters(2003)............................... 25,334 LOCATION.............:................................11 Miles South of Seattle LICENSES&PERMITS:2003 LAND AREA.......................................................17.2 Square Miles General Business Licenses................................................ 4,560 RANK IN SIZE-STATE OF WASHINGTON.........................10 Amusement Devices............................................................. 141 RANK IN SIZE-KING COUNTY..............................................5 Animal Licenses(Dog&Cat 1,097 POPULATION Official 4/1/03............................................ 54,900 2003 KING CO CERTIFICATION OF ASSESSED VALUATION FIRE PROTECTION: For the 2003 Tax Roll Year.................................$5,960,091,270 Number of Commissioned Fire Fighting Personnel.............. 105 CITY EMPLOYEES-2004 Budget Number of Non-Commissioned Personnel............................. 12 Full Time Equivalents/FTE) 696.3 Total Number of Fire Personnel('04 Budget)...................... 117 2004 PROPERTY TAX LEVY: (Projected) Number of Fire Stations(includes FD#25)..............................5 General Levy(Includes Fire Pension).....................$18,871,536 Life Support Responses(2003)......................................... 6,232 Special Levy(Excess)................................................. $507,700 All Other Responses(2003).............................................. 2,350 TOTAL 2004 PROPERTY TAX LEVY.....................$19,379,236 Total Number of Responses(2003)................................... 8,582 2004 PROPERTY TAX RATES: (Per$1,000 of Assessed Value) POLICE PROTECTION: City of Renton-General Levy...................................... $3.1602 Number of Commissioned Police Personnel....................... 88.0 City of Renton-Special Lev..............................................0832 Number of Non-Commissioned Police Personnel............... 40.2 TOTAL CITY OF RENTON PROPERTY TAX RATE $3.2432 Total Number of Police Personnel('04 Budget)................ 128.2 King County.....................................................................1.4315 Number of Calls for Service.............................................53,369 Port of Seattle......................................................................2540 PARKS&RECREATION: Hospital District#1..............................................................0920 Total Parks&Open Space Acreage1,180 ................................... Renton School District#403 ............................................3.4860 Number of Developed Parks and Playgrounds........................26 State of Washington School Fund.....................................2.7570 Major Facilities: ' Emergency Medical Service................................................2370 Liberty Park TOTAL 2004 PROPERTY TAX RATES............................$11.5009 Gene Coulon Memorial Beach Park(Lake Washington) UTILITY TAX RATES: Cedar River Trail Electricity,Gas(Utility&Use),and City Utilities Maplewood Golf Course (Water Sewer,Storm Drain,and Solid Waste).......................6% Renton Senior Activity Center River Park: TV Cable,Telephone,and Cellular Phone.............................6% Cedar edararco Theatre SALES TAX RATE: Renton Community Center State................ 6.5% STREETS:2003 .................................................................... King County Metro..............................................................0.6% State Signed Routes(Arterials).......................................... 10.82 Transit and Traffic Congestion(effective 4/1/01)...............0.2% City Arterials........................................................................62.3 RTA(effective 4/1/97).........................................................0.4% Local Access Streets......................................................... 129.45 City of Renton Local Option................. 1.0% Alleys.................................................................................. 11.10 Total Streets.............. .213.67 ......................................... City of Renton Local Option-Criminal Justice..................0.1% Number of signalized intersections....................................... 105 TOTAL SALES TAX RATE......................................................8.8% UTILITIES:2003 King County Stadium Tax Rate on Food&Beverage WATER UTILITY: Sales at Restaurants,Bars&Taverns..................................0.5% Total Water Customers.................................................... 15,405 Hotel/Motel Tax.........................................................................1.0% Gallons of Water Produced..................................2,767,052 000 Public Facilities/Rental Car.......................................................1.0% Number of Fire Hydrants...................................................3,162 ADMISSION TAX RATE: Miles of Water Main..............................................................291 Theaters and Other Events......................................................5% SANITARY SEWER UTILITY: Total Sanitary Sewer Customers..................................... 13,578 BUSINESS LICENSE FEE.......................$55 Per Employee/Year Miles of Gravity Sewer and Force Main............................ 176.7 TWO-YEAR ANIMAL LICENSE FEES: Not Altered Altered STORM DRAINAGE UTILITY: Dog License $20.00 $10.00 Number of Accounts....................................................... 13,754 Cat License $8.00 $4.50 Miles of Storm Sewers..................................................... 199.42 (Lifetime tags for senior citizens offered at one-time fee.) SOLID WASTE UTILITY:(Contracted Services) 2004 UTILITY RATES: (Reduced rates for low income senior Total Accounts................................................................... 13,125 citizens,and disabled persons available.) AIRPORT:2003 WATER: Area in acres..................................................................... 167.21 Basic Service Charge(3/4"Meter)..................$10.82/Month Feet of Asphalt/Concrete Runway.....................................5'379 ft Commodity Rate: $1.81/100 C.F.for First 1000 cubic a Total Operations............................................................ 113 260 month,$1.94 charged in excess of 1000 cubic feet. LIBRARY:2003 CITY SEWER:(Single Family Residence)..........$13.04/Month Libraries(Main and Highlands)................................................2 METRO SEWER:(Single Family Residence).......$23.40/Month Number of City Resident Borrowers............................... 29,402 STORM SEWER:(Single Family Residence)..........$5.39/Month Number of Non-Resident/King County Borrowers........, 10,500 GARBAGE RATES:(Residential) Number of Interlibrary Loan Borrowing Libraries.............. 869 1 can(32 gal)/Wk,curbside..................................$13.44/Month Total Books/Holdings .................................................. 158,676 1 additional can,weekly.........................................$8.00/Month Total Titles..................................................................... 112,894 Total Circulation............................................................ 499,792 8-18 Appendix Budget Glossary Accounting System: The total set of records and procedures, which are used to record, classify, and report information on the financial status and operations of an entity. Accrual Basis: A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent. Also, see Modified Accrual Basis of Accounting. Activity: A combination of people, technology, supplies, methods, and environment that produce a given product or service. Ad Val Orem Taxes: A tax levied on the assessed value of real property. Agency Fund: A fund used to account for assets held by a government as an agent for individuals, private organizations, other governments, and/or other r funds. Appropriation: Legislation by the City Council that approves budgets for individual funds. Appropriation ordinances authorize spending in the personnel services, non-personnel services, employee benefits, equipment accounts,debt service, and capital categories. Departments cannot spend more money than is approved in these categories. Appropriations can only be adjusted by passage of a subsequent ordinance of the City Council upon recommendation by the Mayor. Arbitrage: The excess of the yield on investments acquired with gross proceeds of a bond issue over the bond yield of the issue. This excess must be rebated to the United States Treasury, and is called arbitrage rebate. Assessed Valuation: The estimated value placed upon real and personal property by the King County Assessor as the basis for levying property taxes. BARS: The State of Washington prescribed Budgeting, Accounting, Reporting System Manual required for all governmental entities in the State of Washington. Base Budget: Ongoing expense for personnel, contractual services, and the replacement of supplies and equipment required to maintain service levels previously authorized by the City Council. r. Biennial Budget: A budget applicable to a two-year fiscal period. Bond(Debt Instrument): A written promise to pay (debt) a specified sum of money (called principal or face value) at a specified future date (called the maturity date) along with periodic interest paid at a specified percentage of the principal (interest rate). Bonds are typically used for long-term debt to pay for specific capital expenditures. Budget: Budget adopted by Renton's City Council that goes into effect on it January 1 st, including amendments through December 31 st, of the current year. y Appendix 8-19 Budget(Operating): A plan of financial operation embodying an estimate of , proposed expenditures for a given period (typically a fiscal year) and the proposed means of financing them (revenue estimates). The term is also used to denote the j officially approved expenditure ceilings under which the City and its departments operate. Budget Adjustment: A procedure to revise a budget appropriation either by City Council approval through the adoption of a supplemental appropriation ordinance for any interdepartmental or interfund adjustments, or authorization by the Mayor to , adjust appropriations within a departmental budget. Budgets and Budgetary Accounting: The City of Renton budgets its funds in accordance with the Revised Code of Washington (RCW) 35A.33. In compliance with the Code, annual appropriated budgets are adopted for the General, Special Revenue, Debt Service, and Capital Projects Funds. Any unexpended appropriations lapse at the end of the fiscal year. For Governmental Funds, there is no substantial L difference between budgetary basis and generally accepted accounting principles. Annual appropriated budgets are adopted at the fund level. Budget Calendar: The schedule of key dates or milestones that the City follows in the preparation and adoption of the budget. Budget Document: The official written statement prepared by the budget office and supporting staff, which presents the proposed budget to the City Council. Budgetary Control: The control or management of a government in accordance with , the approved budget for the purpose of keeping expenditures within the limitations of available appropriations and resources. CDBG: Community Development Block Grant is funding for the purpose of carrying out eligible community development and housing activities. CIP: See Capital Improvement Program. ' Capital Assets: Assets of significant value, which assets have a useful life of several years. Capital assets are also called fixed assets. Capital Improvement Program: A separately published plan for capital expenditures to be incurred each year over a period of six future years, which sets forth each capital project identifying the expected beginning and ending date for each project, the amount to be expended in each year, and the method of financing those expenditures. Capital Outlay: Expenditures,which result in the acquisition of, or additions to, fixed assets. Examples include land, buildings,machinery and equipment, and construction projects. Cash Basis: A basis of accounting in which transactions are recognized only when cash is received or disbursed. The City of Renton operates on a cash basis. Committed Expenditures: Appropriated expenditures (see definition of , appropriation.) Comprehensive Plan: A general plan that outlines growth and land use for residential, commercial, industrial, and open space areas. 8-20 Appendix a Contingency: A budgetary reserve set-aside for emergencies or unforeseen expenditures not otherwise budgeted for. Cost Center: An organization budget/operating unit within each City division or department. Council manic Bonds: Council manic bonds refer to bonds issued with the approval of the Council, as opposed to voted bonds, which must be approved by vote of the public. Council manic bonds must not exceed .75 percent of the assessed valuation and voted bonds 1.75 percent. Debt Manual: A manual that provides comprehensive reference material and information relevant to City of Renton legal debt responsibilities, limitations, and authority. Debt Service: Payment of interest and repayment of principal to holders of the City's debt instruments. 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. r. Deficit: (1) The excess of an entity's liabilities over its assets (see Fund Balance). (2) Expenses exceeding revenue during a single accounting period. Department: Basic organizational unit of City government responsible for carrying out a specific function. rico Depreciation: (1) Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy of obsolescence. (2) That portion of the cost of a capital asset that is charged as ke an expense during a particular period. Division: A group of homogeneous cost centers within a department. in EOC: The Emergency Operations Center is located at Fire Station 14 and is to be used by the Emergency Management Team as the command center in the event of an emergency in the greater Renton area. IN ESA: The Endangered Species Act provides for the designation and protection of invertebrates,wildlife, fish, and plant species that are in danger of becoming extinct and mandates conservation of the ecosystems on which endangered species depend. Equipment Rental Fund: An internal service fund used to account for the cost of maintaining and replacing all City vehicles and auxiliary equipment except for golf course equipment. Enterprise Fund: Separate financial accounting used for government operations that are financed and operated in a manner similar to business enterprises, and for which preparation of an income statement is desirable. Appendix 8-21 Expenditures: Where accounts are kept on the accrual or modified accrual basis of t accounting, the cost of goods received or services rendered whether cash payments have been made or not. Where accounts are kept on a cash basis, expenditures are recognized only when the cash payments for the above purposes are made. FICA: Federal Insurance Contribution Act is an employment tax levied against both an employee and employer for Social Security and Medicare taxes. FEMA: The Federal Emergency Management Act is a Federal initiative designed to provide financial assistance in the event of an emergency. , Fund: An independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other resources together with all related liabilities, obligations, reserves, and equities which are segregated for the purpose of carrying on specific activities or attaining certain objectives. Full-Time Equivalent Position (FTE): FTE is a measure of a position by its budgeted hours. For example, 1 FTE equals 2,080 hours and .75 FTE equals 1,566 hours. Fund Balance: Difference between fund assets and fund liabilities (the equity) in governmental funds. Fund balances will be classified as reserved or undesignated. Reserved funds: An account used to indicate that a portion of fund equity is legally restricted for a specific purpose. Undesignated fund balance: The funds remaining after reduction for reserved balances. In addition, many of the special funds are themselves restricted as to use, depending on the legal restrictions governing the levy of the funds they contain. Examples are Debt Service Fund and the Capital Improvement Fund. GAAP: Generally Accepted Accounting Principles are standards used for accounting and reporting used for both private industry and governments. GASB: Government Accounting Standards Board established in 1985 to regulate the rules and standards for all governmental units. General Fund: The fund supported by taxes, fees, and other revenue that may be used for any lawful purpose. General Obligation Bonds: Bonds for which the full faith and credit of the insuring government are pledged for payment. Goal: The end toward which effort or ambition is directed. Condition or state to be brought about by a course of action. Indebtedness: The state of owing financial resources to other financial institutions and investors. Interfund Payments: Expenditures made to other funds for services rendered. This , category includes interfund repairs and maintenance. Intergovernmental Services: Intergovernmental purchases of those specialized services typically performed by local governments. 8-22 Appendix s Intermittent Employee: An intermittent employee is one who is hired to work for an indefinite or intermittent period, as needed. An intermittent employee may work a fluctuating schedule or on an on-call basis, limited to a maximum of four months of full-time and/or may not work more than 69 hours per month, not to exceed 1,500 hours in a calendar year. Internal Service Fund: Funds used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the City, or to other governments, on a cost-reimbursement basis. International Firefighters Union (684): Labor union representing firefighter officers, lieutenants, captains, and fire battalion chiefs. LEOFF: Law Enforcement Officers and Firefighters Retirement System provided in the State of Washington. LID: Local Improvement District or Special Assessments made against j� certain properties to defray part or all of the cost of a specific improvement or service deemed to primarily benefit those properties. LTGO: Limited Tax General Obligation bonds are non-voter approved bonds for which the full faith and credit of the insuring government are pledged for payment. Limited Term Employee: An individual hired to work a full or part-time schedule for a pre-determined period not to exceed three years or unless extended by the City Council. A limited term position is an authorized and in budgeted exempt or non-exempt position with full or prorated City benefits and compensated according to the City of Renton Index of Positions and Pay Ranges. Long Term Debt: Debt with a maturity of more than one year after the date of issuance. Mill: The property tax rate that is based on the valuation of property. A tax rate of one mill produces one dollar of taxes on each $1,000 of property valuation. Mission: A succinct description of the scope and purpose of an organization. Mitigation Fees: Fees paid by developers toward the cost of future improvements to City infrastructure, which improvements are required due to the additional demands generated by new development. to Modified Accrual Basis of Accounting: The accrual basis of accounting adapted to the governmental fund-type measurement focus. Under this form of accounting, revenue and other financial resource increments (e.g., bond proceeds) are recognized when they become both measurable and available to finance expenditures of the current period. Expenditures are recognized when the fund liability is incurred except for certain inventory materials and supplies 10 and prepaid insurance. All governmental funds, expendable trust funds, and agency funds are accounted for using the modified accrual basis of accounting. Appendix 8-23 Object: As used in expenditure classification, this term applies to the type of item purchased or the service obtained(as distinguished from the results obtained from expenditures). Examples are personnel services, contractual services, and materials and supplies. Objective: Desired accomplishment that can be measured and achieved within a given time frame. Operating Funds: Recurring revenue sources used to finance ongoing operating expenditures and pay-as-you-go capital projects. 8% Operating Reserve: Unavailable fund balance that represents eight percent of the operating expenditures. Operating Transfer: Routine and/or recurring transfers of assets between funds. Other Services and Charges: A basic classification for services other than personnel services that are needed by the City. This item includes professional services, communication, travel, advertising, rentals and leases, insurance, public utility services, repairs and maintenance, and miscellaneous. PERS: Public Employees Retirement System provided for, other than Police and Fire, by the State of Washington. PWTF: See Public Works Trust Fund. Performance Measures: Indicators of program performance that are collected to show the impact of resources spent on city services directly tied to program results. Personnel Benefits: Those benefits paid by the City as part of the conditions of employment. Examples include insurance and retirement benefits. Police Guild Union: Represents commissioned police officers and sergeants, and non-commissioned personnel. Program: A group of related services or activities that are provided or administered ' by a department or division and accounted for in its budget. Public Works Trust Fund Loans: A State revolving loan fund that provides low- interest loans to help local governments maintain or improve essential public works systems. Reallocation: The 2003 Original Budget plus salary and benefit reallocations due to I union contracts settled after the passage of the 2003 budget. Reserve: See fund balance. Resources: Total dollars available for appropriations including estimated revenue, fund transfers, and beginning fund balances. Retained Earnings: An equity account reflecting the accumulated earnings of the City. Revenue: Income received by the City in support of a program of services to the community. It includes such items as property taxes, fees, user charges, grants, fines and forfeits, interest income and miscellaneous revenue. 8-24 Appendix ' Revenue Bonds: Bond issued pledging future revenue (usually water, sewer, or drainage charges) to cover debt payments in addition to operating costs. Revenue Estimate: A formal estimate of how much revenue will be earned 1k from a specific revenue source for some future period, typically, a future fiscal year. lu Revenue Manual: A manual that provides comprehensive reference material and information on City of Renton revenue including legal authority and parameters. ra Revenue for Reserve: Revenue placed in a fund balance reserve account. Salaries and Wages: Amounts paid for personal services rendered by IN employees in accordance with rates,hours, terms and conditions authorized by law or stated in employment contracts. This category also includes overtime and temporary help. "" Special Revenue Fund: A fund used to account for the proceeds of specific revenue sources that are legally restricted to expenditure or specified purposes. ik Supplemental Appropriation: An appropriation approved by the Council after the initial budget appropriation. in Supplies: A basic classification of expenditures for articles and commodities purchased for consumption or resale. Examples include office and operating supplies, fuel, power, water, gas, inventory or resale items, and small tools and IN equipment. TIP: Transportation Improvement Program is a comprehensive program used to identify specific transportation projects for improvement to enhance local, ik, regional, State, and Federal transportation systems. Temporary Employee: A temporary employee is one who was hired prior to January 1, 1996, to work in a position designated and specifically budgeted as "temporary" for that purpose. Temporary employees are entitled to accrue "general leave" after serving in the position for two consecutive years. in Trust Fund: Funds used to account for assets held by a government in a trustee capacity for individuals, private organizations, other governments, and/ or other funds. UTGO: Unlimited Tax General Obligation bonds are voter approved and retired by a tax levy commonly referred to as an excess levy. 10 Use of Prior Year Revenue: Fund balance from prior year revenue to be used to offset current year expenditures. Washington State Council of County and City Employees, Local 2070 (Division ofAFSCME): Labor union representing all regular non-exempt personnel, grades 1 through 29. Appendix 8-25 This page is intentionally left blank I 1 I 1 I 8-26 Appendix