HomeMy WebLinkAbout2008 Annual Budget I I
� • Oji, ' �; � /A 5 ji; �/
m�
♦
x _
`�+'� .. .. .. yam•� ;-`�
- k
�Oxn jy \- City of Renton, Washington
+ im +
4
v
• �t
L
,
1
NOtF�
:"-�.:ilk Y•`-:_. _,.�.. .. ,.
2008 Annual Bu
s
City of Renton, Washington
�Y 2008 ANNUAL
ti
BUDGET
N
Acknowledgments
Michael E.Bailey,CPA Finance and Information Services Administrator
Linda Parks,CPA Fiscal Services Director
Nancy Violante Financial Services Manager
�.. Jill Masunaga Senior Finance Analyst
Vidyalakshmi Vinod Finance Analyst III
r Linda Dixon Finance Analyst III
Tina Hemphill Finance Analyst III
Cindy Zinck Financial Services Manager
r
Brian Hilderman Applications Manager
DeAnna Fricke Administrative Secretary II
.r
Karl Hurst Print and Mail Coordinator
Beth Haglund Form/Graphic Technician
Mary Roy Administrative Assistant
r Contact
Renton City Hall
�r 1055 South Grady Way
Renton,Washington 98057
r
Phone: 425-430-6868
Fax: 425-430-6855
m Website: www.rentonwa.gov
r
w
r
S Sn
rm
ry
Dedication '
The employees of the Finance and Information Services (FIS) Department wish to ,
dedicate this year's budget to DeAnna Fricke. DeAnna has been the administrative
secretary for the FIS Department since April 1, 1998. She also worked in the '
City's Community Services Department, and the Hearing Examiner's Office.
DeAnna has worked for the City of Renton since June 8, 1992. During that time, ,
her efforts, patience and expertise were instrumental in the quality of the work
produced by the department. This is especially true of the city's annual budget.
h '
DeAnna passed away on Friday, October 26 t . Her smile, good humor and
attention to detail will be missed. ,
We also extend our condolences to the loved ones of other members of the City family who have passed
in the last year.
�. Table of Contents
Page
GFOA Award viii
Ow Mission Statement and Business Plan Goals ix
City of Renton Mayor and City Council Photographs x
Boards,Commissions,and Committees xi
Reader's Guide to the Budget xiii
1 INTRODUCTION
r Budget Message from the Mayor
2008 Budget Highlights 1-1
Financial Management Policies 1-15
Major Revenues 1-25
2 BUDGET AT A GLANCE
The Budget Process 2-1
1r
Schedule of the Budget Process 2-3
Budget Fund Structure 2-4
Financial Structure 2-6
The Total Budget for 2008 2-9
Revenue Over Time 2-10
rr Expenditure Over Time 2-11
Fund Groups 2-12
Employment History—City of Renton 2-13
2008 Original Staffing Count 2-13
3 RENTON RESULTS
Introduction 3-1
City Service Areas 34
4 OPERATING BUDGET
No Introduction 4-1
Stang Comparison by Department 4-2
Operating Budgets, Capital Improvements, and Designated Expenses 4-4
Legislative 4-7
Mission Statement 4-7
City Councilmembers Names and Committees 4-7
Legislative—Renton Results Cost Resource Allocation 4-7
Position Listing-Legislative 4-10
Administrative,Judicial,and Legal Services (AJLS) 4-11
Mission Statement 4-11
AJLS—Renton Results Cost Resource Allocation 4-11
Mayor's Office 4-14
City Clerk 4-18
City Attomey 4-20
Hearing Examiner 4-22
Court Services 4-23
nr AJLS Position Listing 4-25
m
Iw iii
Table of Contents ,
Page
Economic Development,Neighborhoods,and Strategic Planning(EDNSP) 4-27
Mission Statement 4-27
EDNSP—Renton Results Cost Resource Allocation 4-28
EDNSP Position Listing 4-33
Finance and Information Services (FIS) 4-35
Mission Statement 4-35
FIS—Renton Results Cost Resource Allocation 4-35
Finance Division 4-38
Information Services Division 4-41
FIS Position Listing 4-43
Human Resources and Risk Management(HR&RM) 4-45
Mission Statement 4-45
HR&RM—Renton Results Cost Resource Allocation 445
Administration and Civil Services Division 4-48
Risk Management Division 4-49
HR&RMPosition Listing 4-50
Police Department 4-51
Mission Statement 4-51
Police—Renton Results Cost Resource Allocation 4-51 ,
Administration Division 4-54
Patrol Operations Division 4-56
Special Operations Division 4-58 '
Patrol Services Division 4-59
Investigation Division 4-61 ,
Administrative Services Division 4-63
Staff Services Division 4-65
Auxiliary Services Division 4-67 ,
Police Position Listing 4-69
Fire and Emergency Services Department 4-73
Mission Statement 4-73 '
Fire—Renton Results Cost Resource Allocation 4-74
Response Operations 4-77
Safety and Support Services 4-78
Community Risk Reduction 4-80
Fire Apparatus by Station 4-81
Fire Apparatus by Vehicle 4-81
Fire Position Listing 4-82
Community Services 4-85
Mission Statement 4-85
Community Services—Renton Results Cost Resource Allocation 4-85
Administration Division 4-89 ,
Facilities Division 4-92
Parks Division 4-94
Parks Division—Maplewood Golf Course 4-97 '
iv
Table of Contents
Page
Recreation Division 4-100
Human Services Division 4-103
Library Division 4-106
Community Resources and Events 4-108
Renton History Museum 4-111
Community Services Position Listing 4-113
., Planning/Building/Public Works(PB/PW) 4-117
Mission Statement 4-117
PIB/PW—Renton Results Cost Resource Allocation 4-117
an Administration Division 4-121
Development Services Division 4-124
Maintenance Services Division 4-127
Transportation Systems Division 4-130
Utility Systems Division 4-136
PIB/PW Position Listing 4-142
Other City Services 4-149
Mission Statement 4-149
5 DEBT SERVICE
Introduction 5-1
Debt Margin Availability 5-2
• Projected Limitation of Indebtedness for General Purposes,City and
Overlapping Tax Rates and Property Tax Revenue 5-3
Property Tax Allocation among Overlapping Jurisdictions 5-5
Long-Term Debt 5-6
Debt Service Requirement to Maturity Long-Term Debt Summary 5-7
Limited Tax General Obligation Debt 5-8
r
Limited Tax General Obligation Debt Per Capita 5-8
Outstanding Debt 5-10
r„ Limited(Non-Voted)Tax General Obligation Debt 5-11
Unlimited(Voted)Tax General Obligation Debt 5-12
Certificates of Participation 5-12
Revenue Bonds 5-13
Public Works Trust Fund Load Debt 5-14
6 CAPITAL IMPROVEMENT PROGRAM
r
Capital Improvement Program 6-1
Impact of Capital Improvements on Operating Budget(continued) 6-2
rr CIP Financial Participation(in thousands of dollars) 6-4
Development by Department 6-4
Major Maintenance by Department 6-4
r Regulatory Compliance by Department 6-4
General Governmental CIP 6-5
Community Services CIP 6-6
r Transportation CIP 6-7
Renton Airport CIP 6-9
Maplewood Golf Course CIP 6-10
r
I v
Table of Contents
Page
Water Utility CIP 6-11 ,
Wastewater Utility CIP 6-12
Surface Water Utility CIP 6-13 ,
7 BUDGET BY FUND
Budget by Fund 7-1
New Revenue Budget Comparisons by Fund,All Funds 7-2
Committed Expenditures Budget Comparisons by Fund,All Funds 7-4
Fund 000/001/003/004/006/007/010/011/031 General Government Funds 7-6
Fund 000, General Fund 7-8
Fund 001, Community Services Fund(Previously Fund 101,Parks Fund) 7-10
Fund 003, Street Fund(Previously Fund 103) 7-11
Fund 004, Community Development Block Grant Fund(Previously Fund 104) 7-12
Fund 006,Library/Museum Fund(Previously Fund 106) 7-13
Fund 007,Parking Garage Maintenance Fund 7-14 '
Fund 010,Fire Memorial Fund 7-15
Fund 011,Fire Health and Wellness Fund 7-16
Fund 031,Park Memorial Fund(Previously Fund 131) 7-17
Fund 102,Arterial Street Fund 7-18
Fund 108,Leased City Properties(Previously Fund 306) 7-19
Fund 110,Hotel/Motel Fund 7-20
Fund 118, Reserve for Paths and Trails Fund 7-21
Fund 125, 1%for Art Fund 7-22 '
Fund 127, Cable Communications Development Fund 7-23
Fund 135, Springbrook Wetlands Bank Fund 7-24
Fund 201/207/215,Limited Tax General Obligation Bond Funds 7-25
Fund 201,Limited Tax General Obligation Bond Fund(City Hall) 7-26
Fund 207,Limited Tax General Obligation Bond Fund(Senior Center) 7-27
Fund 215, General Governmental Miscellaneous Debt Service Fund 7-28 ,
Fund 219, Unlimited Tax General Obligation Bond Funds 7-29
Fund 220,Local Improvement District(LID)Debt Service Fund 7-30
Fund 301, Garage Capital Improvement Project Fund 7-31
Fund 303, Community Development Impact Mitigation Fund 7-32
Fund 304,Fire Impact Mitigation Fund 7-33
Fund 305, Transportation Impact Mitigation Fund 7-34
Fund 307,Aquatics Center 7-35
Fund 316, Municipal Facilities Capital Improvement Fund 7-36
Fund 317, Transportation Capital Improvement Fund 7-37
Fund 318, South Lake Washington Infrastructure Project 7-38
Funds 402/422 Airport Summary Funds 7-39
Fund 402,Airport Fund 7-40
Fund 422,Airport Capital Improvement Fund 7-41
Fund 403, Solid Waste Utility Fund 7-42
Funds 404/424 Golf Course Summary Funds 7-43
Fund 404, Municipal Golf Course System Fund 7-44
vi
Table of Contents
Page
Fund 424, Municipal Golf Course System Capital Improvement Fund 7-46
Funds 401/405/40614071416/425/426/427/451/461/471/481, Waterworks Utility Funds 747
Fund 401, Waterworks Utility Fund 7-48
r
Fund 405, Water Utility Operation Fund 7-49
Fund 406, Wastewater Utility Operation Fund 7-50
Fund 407, Surface Water Utility Operation Fund 7-51
Ow Fund 416,King County Metro Fund 7-52
Fund 421, Waterworks Utility Construction Fund 7-53
Fund 425, Water Utility Construction Fund 7-54
Fund 426, Wastewater Utility Construction Fund 7-55
Fund 427,Storm Water Utility Construction Fund 7-56
Fund 451, Waterworks Revenue Bond Fund 7-57
r.
Fund 461, Waterworks Bond Reserve Fund 7-58
Fund 471, Waterworks Rate Stabilization Fund 7-59
Fund 481,Future Water/Sewer Bond Proceeds Fund 7-60
Funds 5011503,Internal Service Fund Summary 7-61
Fund 501,Equipment Repair and Replacement Fund 7-62
r Fund 503,Information Services Fund 7-63
Funds 50215121522,Insurance Funds 7-64
Fund 502,Insurance Fund 7-65
r Fund 512,Healthcare Insurance Fund 7-66
Fund 522,LEOFFI Retirees Healthcare Insurance Fund 7-67
Fund 611,Firemen's Pension Fund(Previously Fund 601) 7-68
8 DETAILS
Details 8-1
Revenue Detail,All Funds 8-2
Expenditure Detail,All Funds 8-3
2008 Revenue,Expenditures,Fund Sources,All Funds 8-4
9 APPENDIX
Appendix 9-1
General Information—City of Renton,Washington 9-2
r
Largest Taxpayers 9-4
Principal Employers 94
Full-Time Employee(FTE)Staffing Levels per 1,000 Renton Citizens 9-5
Comparison of Renton Taxes and Rates 9-6
Did You Know? 9-7
r Budget Glossary 9-11
Index of Positions and Pay Ranges 9-18
Elected Officials, Management and Supervisory Non-Union,Non-Union Clerical 9-18
it Union-Local 2170 9-20
Fire and Emergency Services Department, Commissioned Officers 9-23
Police Department,Non-Commissioned Officers 9-25
Police Department, Commissioned Officers 9-26
2008 Vehicle Replacements 9-27
vie
r
a
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Renton
Washington
For the Fiscal Year Beginning
January 1, 2007
President Erecumv 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
for its annual budget for the fiscal year beginning January 1, 2007. 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 this
budget continues to conform to program requirements and we will submit the final 2008
Budget to GFOA to determine its eligibility for another award.
vitt
CITY OF RENTON
VISION
Renton The center of opportunity in the Puget Sound
Region where families and businesses thrive
MISSION
The City of Renton, in partnership and communication
�44 with residents, businesses, and schools, is dedicated to:
■ Providing a healthy, welcoming atmosphere where citizens
choose to live, raise families, and take pride in their community
■ Promoting planned growth and economic vitality
■ Creating a positive work environment
■ Meeting service demands through innovation and commitment
to excellence
LOA�5 f�� l
Promote citywide • Promote • Manage growth • Meet service Influence decisions
economic ' neighborhood • through sound urban demands that that impact the city
development ; revitalization planning contribute to the '
livability of the ;
• community
Promote Renton as the Support the vitality and Foster development of Prioritize services at Demonstrate leader-
progressive, opportunity- ; positive appearance of ; vibrant, sustainable, levels that can be ship by developing and
rich city in the Puget neighborhoods through attractive, mixed-use ; sustained by revenue maintaining partner-
Sound region ; community involvement neighborhoods in Plan, develop, and ships and investment
Capitalize on growth • ' Encourage and partner established urban maintain quality strategies with other
opportunities through ; in the development of centers services, infrastructure, ; jurisdictions that
bold and creative quality housing choices Uphold a high stan- ; and amenities improve services
economic development for people of all ages and dard of design and Respond to growing c Aggressively pursue
strategies ; income levels ; property maintenance ; service demands while transportation and other
Recruit and retain ; Ensure the safety, throughout the city • meeting the unique ; regional improvements
businesses to ensure a . health, and security of ; Provide a balance ; requirements of a and services that
dynamic, diversified citizens through • between housing and diverse population - improve quality of life
r employment base ; effective service delivery ; high-quality jobs ; through partnerships, ; E7 Advocate Renton's
!__ Continue redevelop- ; I.. Promote pedestrian W Maintain services to • innovation,and outcome interests through state
ment efforts downtown, , and bicycle linkages ; current residents while ; management ; and federal lobbying
in the Highlands, and • between neighborhoods welcoming annexation a Retain a skilled efforts
South Lake Washington ; and community focal areas that desire to workforce by making
. points ; become part of Renton ; Renton the municipal
• employer of choice
a,Balance development
with environmental ;
protection
Mayor, City of Renton '
Denis Law
TON
i
r I�
t
Renton City Council
From left to right: Rich Zwicker, Don Persson, Terri Briere,
Marcie Palmer, King Parker, Randy Corman, Greg Taylor
x
rrr
Boards, Commissions, and Committees
.r Group Name and Members Location Day Time
ADVISORY COMMISSION ON DIVERSITY 7th Fir.HR Conf.Rm. 2nd Wednesday 6:30 p.m.
Antonio Cube,Sr.,Sandel Demastus,Vern Nichols,Charles Thomas,Lari White,Audrey Godwin,Raymond Lam,
Vacant(Erica Rehberg),Serena Aquino
(youth)
AIRPORT ADVISORY COMMITTEE Meetings scheduled as needed
Airport at Large: Greg Garner,Diane Paholke,Michael Rogan,Todd Banks
Airport Leaseholders:Michael O'Leary, Vacant(Kurt Boswell),Frank Marshall,Michael Rice
Aircraft Owners&Pilots Associations:Colleen Turner,Karen Stemwell
iw The Boeing Company:Mr.Jan Fedor
WA Pilot's Association:Alfred Banholzer
Mercer Island:Elliot Newman
Highlands Neighborhood:Michael O'Halloran,Michael Krohn
to Kennydale Neighborhood: Marleen Mandt,Colleen Ann Deal
North Renton Neighborhood:Lee Chicoine, Vacant(Beverly Franklin)
Renton Hill/Monterey Terrace:Michael Schultz,Dina Davis
Im South Renton Neighborhood:Robert Moran, Vacant(Robert Bonner)
Talbot Hill Neighborhood:Jennifer Ann Rutkowski,Matthew Devine
West Hill Neighborhood:Roger Lewis,John Middlebrooks
w. CIVIL SERVICE COMMISSION 7th Fir.HR Conf.Rm. 4th Tuesday 4:30 p.m.
Richard Fisher,William Larson,James Matthew,James Phelan,Andee Jorgensen
No CUAUTLA SISTER CITY ADVISORY COMMITTEE Meetings scheduled as needed
Celeste Brady,Jessica Burns,Sue Campbell,Theresa Clymer,Alberto Diaz,Sergio Fernandez,Alejandro Garcia,
Ila Hemm,Kay Hermann,Ken Hoben,Nancy Hoben,Jonna Lee Hough,Andee Jorgensen*,Doug Kyes,Sona Kyes,
ao Sonja Mejlaender(City staff),Ted Rodriguez,Salvador Sahagun,Suzanne Thompson,Rich Wagner
FIREMEN'S PENSION BOARD Mayor's Conf.Rm. 3rd Thursday 1:30 p.m.
Ray Barilleaux(Retired Firefighter),Denis Law(Mayor),Don Persson(City Council),
ow Bonnie Walton(City Clerk), Bruce Phillips(Retired Firefighter),Chuck Christensen(Retired Firefighter[Alternate])
HUMAN SERVICES ADVISORY COMMITTEE 7th Fir.Council Conf.Rm. 3rd Tuesday 3 p.m.
we Margie Albritton, Vacant(Janet Bertagni),Cheryl Haskins,AnthonyCostanti,Rolf Dragseth,Charles Gray,
Elizabeth Stevens,Samantha Williams(youth),Robin Jones,Alicia Glenwell,Adria Krail
LEOFF BOARD 7th Fir.HR Conf.Rm. 4th Tuesday 8 a.m.
No Richard Anderson(Police),Robert Deines(Fire),Greg Taylor(City Council),King Parker(City Council)
Jim Phelan(At-Large)
LIBRARY BOARD Renton Public Library 2nd Thursday 7 p.m.
ow
Peter Hartley,John DuBois Heather Nugent,Lynne Shio aura Catherine Ploue-Smith Tyler Morse
(youth) Amy Pieper
MUNICIPAL ARTS COMMISSION** 7th Fir.Council Conf.Rm. ist Wednesday 8 a.m.
qtr Frederick Lund,Jerri Everett,Evelyn Reingold,Linda Middlebrooks, Vacant(Dawn Murin) Michael O'Halloran,
Vacant(Eleanor Simpson),Doug Kyes,Patricia Pepper, Vacant(Kristi Hand),Britt Peterson,Dalia Amin
NISHIWAKI SISTER CITY ADVISORY COMMITTEE*** 7th Fir.Council Conf.Rm. 2nd Tuesday 4:30 p.m.
Pat Auten,Theresa Clymer,Steve Dobson, Wyman Dobson,Becky Gibbs,Sonja Mejlaender(City staff),Richard Morris,
Nancy Osborn,Roger Richert*,Ray Sled,Betty Vaughn
r� Vacancies and expired appointments are shown in italics
* Chair/contact Updated 10/11/2007
** No meeting in August
*** No meeting in July/August xi
tw
Boards, Commissions, and Committees
Group Name and Members(continued) Location Day Time
NON-MOTORIZED TRANSPORTATION ADVISORY COMMITTEE Liberty Park 1st Thursday 4:30 p.m.
Building
Bob Elliot*,Margaret Feaster,Dorothy Flower,Paul Wantzelius,Jean Hobart,Pete Maas,Craig Paynter,Robert Peterson,
Frances Pieper,Janene Sestak
PARKS COMMISSION Locations vary 2nd Tuesday 4:30 p.m.
Cynthia Burns,Al Dieckman,Michael O'Donin,Ron Regis,Larry Reymann,Timothy Searing,Troy Wigestrand,
Vacant(youth)
PLANNING COMMISSION Council Chambers 1st and 3rd Wednesdays 6 p.m.
Robert Bonner Jr.,Ed Prince,Ray Giometti,Michael Chen,Brad Miller,Nancy Osborn,Young Lee,
Vacant(new position), Vacant(new position)
SENIOR CITIZENS ADVISORY COMMITTEE Senior Activity Center 1st and 3rd Mondays 10 a.m.
Fem Ziebell,Mary Lou Gilbert,Mary Brown,Ben Cheney,Ruby Griffin,Eric Eastberg,Marge Cochran-Reep,
Emilie McCue,Elaine Koehler,Mary Ann Ellingson,Mary Bums-Haley,Edie-Mae Lawyer,Rose Warren
Douglas Gregory,Jane Goodwin
Ili
W
Vacancies and expired appointments are shown in italics
* Chair/contact Updated 10/11/2007
** No meeting in August
*** No meeting in July/August xii
ri.
r
Readers Guide to the Budget
r 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. Her letter articulates City initiatives and
issues for the 2008 Preliminary Budget. Following this are the 2008 Budget Highlights,
Financial Management Policies, Major Revenues, and the 2008 Fund Balance Summary.
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. In between we provide summaries for fund types,
w. department expenditures and employment history,new program decisions, and revenue sources
and levels.
. ,� Section 3. Renton Results
New in 2008, this section is our citizen accountability tool and a different way to look at the
City's budget. The section describes the basis services and programs that the city provides. The
budget numbers presented here are slightly different than the traditional city budget as we have
eliminated the "double counting". We also present performance indicators and are developing
scorecards for each indicator to track progress for each program.
Section 4: Operating Budget
In this section we present budget information organized by department and division. Each
�., department, and each division within that department,presents its mission statement, expenditure
budget, staffing levels, and funding decisions. The last subsection, labeled Other City Services,
provides for miscellaneous services that benefit all City departments, such as the insurance fund.
Section 5: Debt Service
An extensive overview of Renton's debt program is presented here. This includes financial data
rr on debt limitations, property tax rates and revenues, long-term debt service requirements, and a
schedule of the City's overall outstanding debt.
, . Section 6: 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 7: Budget by Fund
We begin with the revenue and 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.
xiii
Section 8: 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 are providing the expanded tables complete with
their related details.
Section 9: The Appendix
In this appendix, we provide selected demographics, economic statistics, the vehicle replacement
list, 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 used budget terms.
Budget Detail
The Annual Detail Budget is issued as a separate document to support the final budget. It
provides actual and budget revenue and expenditures by account number,by year.
t
4
xtv
1w
Is tiCt10/1
rr
it
r
lw
iw
10
io
am
wr
ON
Y o� CITY OF RENTON
♦ a -
#A
Denis Law, Mayor
May 1 , 2008
2008 Budget Message - Building for the Future
Citizens of Renton
Honorable Members of the Renton City Council
I am pleased to provide the City's 2008 adopted budget. I was a member of the City
Council that approved the budget and now it is my pleasure, as Mayor, to implement
the many plans that it includes. This budget provides a solid financial plan for the City
during a time of change and transition. This message summarizes my view of the 2008
budget's highlights.
Building for the Future-That was the theme of the proposed budget delivered to the
City Council. Many changes occurring within the city make this appropriate.
• The annexation of the Benson Hill area was approved by its citizens. This will bring
17,000 new residents into the city- about 30% of our current population - on
March 1 S'. Serving these new citizens and businesses while maintaining services
to our current city will be a significant challenge in 2008.
• The redevelopment of 60 acres of industrial land into a mixed use development
known as The Landing is well underway. The City played a role in helping the
community to see a different, more energetic vision for this area and now that
vision is being realized. A few of the major anchor stores are opening, the 900
units of housing are well underway and the dozens of additional businesses are
due to open soon. Many public spaces and amenities promise to make this an
important part of our city's future.
• Burlington Northern Railway is currently replacing all four bridges on their lines
through the heart of the city to make way for continued delivery of parts for The
Boeing Company's 737 assembly. The City Council decided to take this
opportunity to make other improvements along the tracks through the
downtown area of the city as well.
• The local economy continues to grow. New housing, retail and other business
r. development continues to equal or exceed the rates of growth for the Puget
Sound region as a whole.
1055 South Grady Way-Renton,Washington 98057-(425)430-6500/FAX(425)430-6523 R E N T O N
AHEAD OF THE CURVE
This paper contains 50%recycled material,30%postconsumer
Mayor's 2008 Budget Message
May 1, 2008
Pay,e 2 of 4
Financial Summary
The total 2008 adopted budget is $234,638,924, of which $11 ,706,704 is related to
serving the Benson Hill annexation. The 2008 General Government Budget (the City's
discretionary funds) totals $97,603,437, which is 16.8% larger than in 2007. Without the
Benson Hill annexation funding, the 2008 budget increase is just 3.9% over 2007's
budget. The rest of the budget provides for construction ($63,351,567) and other
operating funds (such as the utilities, airport, and golf course - $73,603,311).
There are no tax increases in this budget and the property tax levy rate will decrease
from $2.82 to $2.56 per $1,000 of assessed property valuation. Even with this tax rate
decrease, the City's property tax revenues will grow by 5% as a result of new
construction being added to the tax rolls. Utility rates and golf green fees were
increased by the City Council in the fall of 2007, with the increases effective in 2008.
Along with the increased rates, the Council also approved changes to the assistance
available to low-income senior citizen households and requested the review of
additional changes that could expand this assistance.
Consistent Policy Guidance
The city has benefited from the steady and sound policy direction provided by the City
Council for many years. The City's six year "Business Plan" was started 12 years ago and
many advances in the community have been made as a result of this careful policy
planning and direction. This remains true in 2008. Council determined that it was
important to place the needs of our citizens and neighborhoods as the highest priority
during our policy planning retreat last March. The budget implements this policy.
Public Safety Improvements
The budget includes a change in the service model for fire and emergency services.
The addition of four firefighters will allow the department to put an additional aid car in
service and have adequate personnel to staff both the aid cars and the fire engines in
each station. This will result in better service to the public. In addition, the department
will see additional staffing as a result of the annexation of the Benson Hill area. We are
working on a contract with the fire district and will provide fire and emergency services
to those residents.
The Police Department will add vehicles, equipment, and personnel to serve the Benson
Hill area. The creation of a new police cadet program will help expose interested
young people to police work while also making the cadets available for routine tasks in
the department.
Cameras will be installed at certain intersections in early 2008 to identify those motorists
who drive through on a red light. This program is intended to reduce the number of
aw Mayor's 2008 Budget Message
May 1, 2008
Page 3 of 4
collisions in these intersections. The revenue resulting from citations will help pay for
additional court staff and related costs.
Direct Services to Citizens
In addition to public safety services, the budget includes an increase in services to help
our elderly citizens with their home repairs. It begins the discussion of meeting the
challenge of low income housing by reserving $200,000 for potential use to address this
need. The budget provides more funds for materials and service in our libraries and
staff to support our growing special events. The budget adds a staff position to meet
the needs of our growing recreation program.
The Benson Hill annexation results in the addition of 90 staff positions to serve this area.
These include 31 in the Police Department and nine in the Fire and Emergency Services
Department. An additional 17 will be needed to maintain the roads and provide
building permit services. Our Community Services Department will add six positions to
provide for recreation, facilities, parks, and housing repair needs in the area. The utility
systems to be served in the area are largely the surface water needs, as the local water
and wastewater utility will remain in place. To meet these needs we will be adding nine
positions. The other positions this budget adds are in support roles, such as human
resources, technology, and finance. While the addition of 90 positions will serve these
17,000 citizens, the advantage of the annexation from a governance perspective is
that this is about one-half the staffing ratio of the existing city.
Capital Projects
The 2008 budget approved the planning for a badly needed maintenance facility for
our Parks Division. The facility, to be located on land purchased from King County, is
estimated to cost about $12.5 million and will be paid for with money saved over the
years for this purpose.
Many road projects will continue into 2008 and a few significant new ones will start. The
improvements along Duvall Avenue will begin in 2008 and continue into 2009. The
improvements along Rainier Avenue and at 27'" Street and Strander will begin in 2008 as
well. Just these three projects account for$24 million in road improvements beginning
in 2008!
Conclusion
While I am pleased with the 2008 budget as adopted by the City Council, I'm looking
forward to a careful review of our long-term financial planning. I am committed to
ensuring that we can continue to support the high standards of public service that our
community has come to enjoy- and expect. To do that, we need to be able to sustain
these services during all types of economic conditions, not just the growth years that we
Mayor's 2008 Budget Message
May 1, 2008
Paye 4 of 4
are currently experiencing. I will work with the City Council to implement this budget to
the best of my ability and to plan for a future of service to our community that
maintains and improves service in keeping with public need and Council's policy
guidance.
Sincerely,
r
Denis Law, Mayor
.r
N
N
wf
J
i
ar
City of Renton, Washington
2008 Budget Highlights
General General Government revenues continued to benefit from a strong
Government local economy in 2007. The 2007 estimated major revenues are
forecasted to grow by 3.16% over the original 2007 budget. See the
Revenues revenue section of the budget for a detailed illustration of the
fir
anticipated change from 2006 through 2008's estimates.
Fund Balance The amended 2007 budget provides for an ending fund balance of
a. $9.37 million. This is a little more than$1 million above the
Council's financial policy target of 10% of budgeted expenditures.
The 2008 preliminary budget proposes to use this fund balance for
one-time expenditures.
If revenues during 2007 were to continue to materialize at the same
rate for the balance of the year as they have through September, we
expect an increase to ending fund balance from revenues of$1.2
million. Each 1% of expenditure savings would result in additions to
fund balance of about $835,000. As of the end of September, General
Government departments were below budget estimates by 2.3%. 1
don't expect that same level of savings at year end as a debt service
payment will be made in December. However, assuming 1.5% in
expenditure savings would result in an addition to fund balance of
$1.2 million. Therefore the combined increase to year-end fund
.. balance from activities in 2007 may be in the range of$2.4 million.
Capital Debt Interfund
Expenditures The chart to the right 1% 5% s%
illustrates the type of Intergovl'I
expenditures with the 3%
General Governmental
Funds novo
12%
�► Compensation All bargaining units of the Supplies
Wages City are in the third and final 2% Wages
year of three year contracts. Benefits 50%
18%
A cost of living adjustment
(COLA) of 3% is included in each of the contracts and used for non-
represented employees as well. We developed the compensation
budget forecasts using the forecast module of the financial system.
This enabled more specific estimates to be developed. These included
changes in employee step progression(and related pay rates), changes
in longevity pay and other changes.
Introduction
I-I
aar
2008 Budget Highlights
As a result, the overall change in wages for the 2008 budget,before �►
any additions of staff(compared to the 2007 budget) is 5.3%.
Benefits The most significant benefits change continues to be in retirement
system contributions established by the State of Washington. The
Retirement cities in Washington are part of the statewide retirement system (with
System a few exceptions) and therefore pay into that system at rates set by the +r
State. The State has adjusted
its funding based on its Retirement Contributions
3,000,000
ability to pay. With the 2,500,000
recent improvement in the 2Aoo,000
economy, the State is able 1,5o,000
to increase its contributions '°0°°°°
to the fund and this changes 500'000
0
the rates for all who are 2004 zoos zoos 2007 2006
mandated to participate in the fund.
As a consequence, contributions to the retirement system increased by
an average of 70.5% in 2007 or over$911,000 increase in General
Government alone. This continues to a lesser degree in 2008 with
another 15% increase resulting in an increase over two years of just
over$1.3 million(within General Government). The good news is
the total increase is less than the previously anticipated$1.8 million
over 2007 and 2008.
Health The cost of employee health insurance is also an area of increase each
Insurance year. In 2008, we included a rate increase of 10%. This is consistent
with the contracts the City has with its bargaining units.
Departments The General Government budget is composed of numerous
departments providing services to the community and internal
services to other City departments. We will highlight the major
changes for General Government departments in this section. More
information about the department's programs, accomplishments,
goals and service measures can be found later in this budget.
a
AJLS There are no significant changes to the Legislative or Executive
i Legislative budgets in 2007.
Executive The Municipal Court budget proposes a new position to help address
Judicial the increased activity expected from the new"red light camera"
I FTE program.
Public Proposals were solicited for public defense services and we have
Defender included an anticipated$70,000 increase we expect this service will
cost the City in 2008. We have also moved this activity to the "non-
departmental"portion of the budget.
Introduction
W 2008 Budget Highlights
Legal The legal budget will receive an additional$35,000 to assist with
costs associated with the increase case load in prosecution.
City Clerk The City Clerk's office will receive additional funds to address
increased costs related to city elections ($12,700).
EDNSPJ The Economic Development,Neighborhoods and Strategic Planning
+� Small Business Department requested funds to pay for the second year of the Small
Center Business Development Center($25,000). This is a three year funding
commitment.
VW Another initiative that the department is very involved in is affordable
housing. More information about the affordable housing initiatives
are listed in the "non-departmental"budget.
r
The budget changes the name of the Fire Department to the"Fire and
Fire and Emergency Services Department, reflecting the department's "all
r. Emergency risk"role in the overall safety of the city.
Services
Administration An important priority of the department is developing an appropriate
organizational structure to address the potential for future growth.
Part of that effort includes reclassifying one fire battalion chief
position to a deputy fke chief. There is no budget impact, but the
change in position classification is recommended in this budget.
Aid Car Staff Another important organizational change is the ability to fortify basic
4 FTEs life support services. Currently, firefighters in three of five fire
.. stations respond on either a fire engine or an aid car, depending on the
incident. This proposal adds staff to eliminate this practice and staff a
third aid car. A significant portion of the funding for this change
�• would come from the proposed county wide emergency medical
services levy. Half the total cost of this proposal is addressed by the
reallocation of current resources; while 75.8% of the remaining
$379,244 cost would be offset by a$287,467 in revenues from the
levy.
The Community Services Department has numerous functions. We
Community have summarized the budget changes where applicable by division.
Services
Shift funding for compensation related to block grant funding to the
Human General Fund thereby creating additional funds for services
Services ($47,591).
An anticipated increase in grants adds $17,500 to the housing repair
budget and $22,000 to the summer lunch program budget.
An emphasis in this budget is to begin to address the needs of low-
1W Low Income income housing. In addition to the initiatives described below, this
Housing budget provides another$100,000 of on-going funding to address
these needs. We will work with the Council to develop a long-term
strategy on how the City can address this need most effectively.
Introduction
1-3
n+
2008 Budget Highlights
Library The study conducted earlier this year determined that without
consideration for the Benson Hill annexation, Renton residents benefit
from use of the King County Library System(KCLS) in a net amount
equivalent to $72,000 per year. Funds to compensate KCLS for this
cross use are identified,but will not be expended until we know the
outcome of the annexation vote. If the residents of Benson Hill vote
to annex, this cross subsidization will likely be reversed in the first
year and a new study will need to occur with KCLS.
Special Events The budget provides $15,000 to hire seasonal help for such events as
the Farmers Market and other downtown events. Funding is also
included in anticipation of donations for the Holiday Lights events.
Parks Maintenance needs for new landscaping along boulevards results in
the addition of$40,000 to the budget. In addition, we have included
additional seasonal staff($17,914) for Coulon Park. Lastly,within
the Parks budget, we have included $8,600 for increased costs to
address vandalism in the Parks.
Recreation We are recommending one position to assist with the increasing
I FTE demands of supporting this growing program. The position will be
located at the Community Center and assist with registration, cash
management, and related duties. Chemical costs at the pool are
increasing by $18,000 as a result of the expanded pool hours and
general cost increases.
FIS The Finance and Information Services Department(FIS) now
accounts for the Information Services element in a different fund
System discussed below.
Improvements
Significant changes to the financial accounting system have been
made in the past year. The 2008 budget requests one more element to
these improvements, a capital asset tracking system estimated to cost
$17,500.
Many transitions are expected to occur in 2008, including the
Human retirement of the Human Resources and Risk Management
Resources and
Risk Administrator. Contract negotiations with the City's unions will
Management occur in 2008 and we anticipate turnover in numerous positions, even
if the Benson Hill annexation does not occur. To address the needs as
they arise in the Human Resources and Risk Management
Department, we have included $60,000 to be used for contract
negotiations, interim assistance, recruitment, and related costs.
Within General Government, we are adding one public works
Planning, employee to maintain our streets. We added a similar position last
Building,and
Public Works year in an effort to maintain our streets in a very good condition.
Street This budget also recommends converting two limited term positions
Maintanence to regular full-time employees. These limited term positions have
I FTE existed for some time and this will have no impact on the budget.
Introduction
1-4
W 2008 Budget Highlights
,., We have also included$57,900 to address the increasing cost of
numerous commodities needed to maintain the City's streets. These
include dump fees, snow and ice removal, additional overtime, etc.
"' Police The cost increases in the emergency communications system
Dispatch (operated by Valley Communications) in the amount of$102,215.
Center This increase is due to an increasing percentage of calls handled by
Valley Communications which are related to Renton Police.
Vehicles Increases over the years in the staffing levels in the department result
in the need to add two patrol cars and two sedans to its fleet. The
department staffing level has grown by 13 since 2004 or an increase
of 11%.
Cadet Program A new program being recommended by the Police Department is a
cadet program with a budget of$55,000. This is an internship like
program which provides a type of training environment for persons
` interested in entering the police field. The cadets will perform
numerous routine tasks within the department assisting the officers
who can then devote their time to other needs.
Traffic The department is implementing a traffic enforcement system to
Enforcement monitor running red lights in intersections. There will be no financial
„�. Service risk to the City and the system will address the problem of vehicles
not respecting the red traffic lights.
"Non- The City's non-departmental budget includes $100,000 for salary
r. Departmental" reclassifications being processed by Human Resources, a transfer to
Reclassifications the Transportation budget for a downtown circulator bus route
($150,000), and the public defender costs described above.
Transit
While the City of Renton benefits from having the Renton Housing
Low-Income Authority working in the community, it is focused almost exclusively
Housing on assisting truly low-income families. These are people and families
earning less than 30% of the Area Median Income. Currently, there is
little assistance for people and families who are more in the middle,
+�► those earning between 30 and 80% of AMI.
Funding the Housing Repair Assistance Program through the General
Fund, will allow $150,000 per year of CDBG funds to be set aside in
an Affordable Housing Opportunity Fund. This Fund will be used as
an incentive and local match to assist in the creation of new
Ur affordable housing units in the City.
Additionally, the City is interested in establishing a Homebuyer
Assistance Program as a way to help moderate income people and
families enter the housing market. While the details of this program
need to be developed in 2008, this budget proposes to seed a
revolving fund with$100,000.
r
Introduction
1-5
2008 Budget Highlights
g
Debt Service The City issued bonds in 2006 to finance construction of traffic
improvements in the Southwest Lake Washington project. The 2007
debt service is provided for by capitalizing the interest and including
this amount in the bond. This budget includes the debt service within
General Government.
Fund Balance The General Government budget proposes to use fund balance j
(described earlier) on one-time expenditures. These include the
Human Resources transition costs,radio upgrades, resources to
support the IKEA Performing Arts Center(IPAC) once a plan is
Use of Fund developed with the Renton School District($50,000), and funding for
Balance for a study on meeting regional jail needs (SCORE) at $250,000. A
One-Time second use of the fund balance is to address the unusual costs
Expenses associated with the expectation that we will have numerous
firefighters retiring in 2008. A provision in their union contract
makes it advantageous for these retirements to occur with savings to
result in subsequent years. To address this transition, we are using
$400,000 in fund balance to finance the related costs.
This is the end of the General Government Funds at
rt
t
Introduction
1-6
2008 Budget Highlights
•• Special State law and governmental accounting practices requires that we
Revenue separate budgets and financial reporting for dedicated revenue
Funds accounts into"Special Revenue Funds."
'w Arterial Streets There are no significant changes to the Arterial Streets Fund.
Fund(102) The budget recommends the addition of one custodian to be funded
,,,■, Leased Facility by the revenues from the leased facilities. The cost of this position is
Fund(108) $68,920 in 2008. In addition, the costs related to leasing of city space
1 FTE are anticipated to increase by $10,765 in 2008.
1W Hotel-Motel Tax Increased revenue in recent years enabled us to forecast some revenue
Fund(110) growth in 2008. The amount available for tourism promotion will
benefit from this change.
I%for Arts There are no significant changes to the 1% for Arts Fund.
Fund(125)
W Cable TV Fund The Cable TV Fund budget includes the expectation of the need to
(127) "carry-over" funds from 2007 to finish the work related to
renegotiating the franchise with Comcast. This amount is $30,000.
Park Memorial g g
There are no significant changes to the Park Memorial Fund and no
Fund(131) appropriation is recommended in this budget.
.. Debt Service The only debt service fund which is not a part of General Government
Funds (described above) is the Senior Housing Voter Approved Bonds.
Fund 219 These bonds will be completely paid off in 2009. This will permit
.. 2008 to be the last year in which taxes are levied to pay this debt
service.
Capital Funds There are no significant changes to the Community Development,
Mitigation Fire or Transportation mitigation funds. Money from these funds will
,,. Funds be used in 2008 to finance related projects as described in the Capital
(303-305) Improvements Plan.
Capital The Capital Improvements Fund implements the current year of the
Improvements six-year Capital Improvements Plan(CIP) for municipal facilities.
Fund(316) Please refer to the CIP for a list of the projects planned for 2008 and
the use of City resources to finance those projects. 2008 will see the
rr beginning of construction of a parks maintenance facility which is a
significant milestone. We are able to build this $12.6 million facility
s
without borrowing.
Transportation The Transportation Improvements Fund is the account which
Improvements implements the transportation element of the CIP. 2007 was the
�. Fund (317) largest year of transportation projects for the City ever, by a large
margin. We also have many transportation improvements planned for
2008. Again, details of the projects and use of City resources for
these projects can be found in the CIP section of this budget.
rr
Introduction
1-7
■rr
2008 Budget Highlights
South Lake The South Lake Washington Infrastructure Fund accounts for the
Washington transportation and other improvements associated with"The Landing"
Infrastructure project. This project is being largely completed in 2007,but some
Fund(318) final efforts may be needed in 2008 and will be addressed in a .w
"carryforward" ordinance.
Enterprise The City operates several enterprise type (or business type) accounts.
Funds These include the Water, Wastewater, and Surface Water utilities; a rr
solid waste utility, the golf course, and the airport.
The water, wastewater, and surface water utility funds are accounted
Utility Funds and budgeted for separately,but are managed as a system in
accordance with the City's Financial Management Policies. The
system conducted a comprehensive rate review with the assistance of
outside consults during 2007. Their efforts resulted in rate
recommendations which were approved by the Council. As a result,
the rates were adjusted as follows: +
Rates Water—6%per month
Wastewater—6%per month
Surface Water—6.5%per month
Changes were also made in the System Development Charges and to
the rate structure to improve the equity of the costs of the system and
which rate class is paying for it through rates.
Water Fund The proposed rates include the resources needed for the staff
2 FTEs recommendations are: one new maintenance worker and one new
Wastewater industrial instrument technician in the Water Fund. In the Wastewater
2 FTEs Fund, the new positions are a maintenance worker and an engineering
technician. The Council considered the budget impacts of the NPDES
Surface Water permit during its meeting of October 8. The recommendations were
NPDES Permit approved which included adding 3.7 FTEs to the budget.
3.7 FTEs The City provides garbage service through its solid waste fund. This
Solid Waste service is provided through a contract negotiated by the City. No
Utility significant changes are anticipated in the Solid Waste Fund. No
change to the rates is being proposed.
Golf Fund The Golf Course periodically updates its fees to keep pace with the
market and rising costs. 2008 will see a recommended increase in
golf fees.
No other significant changes are proposed for the golf course fund.
Airport Fund The Airport will continue to invest in capital improvements to
implement the master plan and improve the quality of facilities. It
will continue to update contracts for leases and other business
relationships.
Introduction
1-8
2008 Budget Highlights
r Internal The City operates several"businesses"that provide service internally
Service Funds to other city departments. These include the Equipment Rental Fund
(motor pool), the Risk Management Fund, the Employee Health
Aw Insurance Fund, the Retiree Medical Fund, and the Information
Services Fund.
Equipment The Equipment Rental Fund will continue at a level consistent with
�► Rental the 2007 budget.
Replacement The amount of equipment due to be replaced in 2008 continues at the
r. Account elevated rate from 2007 - $2.1 million. A complete list of vehicles to
be replaced is included in the budget document.
Reserve We continue to work the replacement of all the large fire apparatus
.. Account into the replacement account. This results in an increase in the
amount assessed to the Fire and Emergency Services Department to
provide the funds for future replacement.
Information The Information Services Fund was created in 2006 to allocate the
Services costs of the City's centralized IS program. This fund provides for the
�. technology, telecommunications, and print/mail services of the City.
Information The budget contains the typical level of funding for investing in
Services technology to leverage the efforts of City staff($1.1 million).
Capital
The Information Services Strategic Plan was completed during 2007.
It calls for several investments to expand the use of common
+r technology platforms across the City. For example, we will combine
three separate maintenance systems into one and add access to this
system to other parts of the City. We are moving to a Microsoft
+� platform to increase the tools for collaboration across the City. We
are continuing to expand both the wireless network and the systems
that serve citizens directly through our web site.
Business We will be moving a support position from the Fire and Emergency
Systems Services Department to the IS Fund in 2008. This position will be
1 FTE dedicated to public safety(especially Fire)technology support will
(transfer) enable Information Services to better serve their needs.
Risk The City's Risk Management Program consists of three funds; the
Management Property and Liability Insurance Fund(502), the Employee Health
Insurance Fund(512), and the Retiree Medical Fund(522).
The budget provides funds for studies to help manage these
responsibilities but no other significant changes are proposed.
r
Introduction
1-9
w
2008 Budget Highlights
City Council Staff met with the City Council on July 9 and August 13 regarding the �r
Input/ 2008 budget. At that time a brief presentation was made about the
Questions status of the 2007 budget and the outlook for 2008. Council was
asked for any concerns, input, or advice prior to beginning work on at.
the 2008 budget. Here is a list of the resulting comments and brief
responses.
Police Of the $150,000 provided by Council, $50,000 was allocated for the
Overtime Highlands Sub-area enforcement, and $100,000 for neighborhood
Funding traffic enforcement citywide. Here are the relevant statistics from
Allocation March through September:
Update Highlands Sub-area- $50,000
• Spent 69% of Budget
• 153 Citations/Infractions
• 41 Arrests
Neighborhood Traffic Enforcement(citywide) $100,000
• Spent 50% of Budget
• 1,635 Infractions/Citations
Coulon Park Additional police overtime was authorized for any weekend day when
Summer Police weather was anticipated to be warm to augment patrol. The 4th of
Levels July celebration at Coulon Park was a successful event. No major
problems occurred. Police and Community Services worked
cooperatively on crowd control and related activities.
There were no issues at Liberty Park during Renton River Days.
Benson On September 21, staff reviewed detailed plans for implementing the
Annexation Benson Hill Annexation should the vote be positive on November 6.
Unmet Needs The budget document includes a complete list of all the requests made
by City departments during the budget process.
Intermittent The budget document illustrates the amount of each department
Employee budget authorized for intermittent employees.
Budgets
Gateway
The CIP includes funds for additional work to be done on the
Signage Gateway signage project. Council can review the plans and funding
proposed and make a final decision as part of the budget process.
CIP Review The Capital Improvement Plan was reviewed in three committees this
year(as contrasted to two committees in past years). The additional
committee review was the Finance Committee, which reviewed the
general government projects.
IPAC Funding IKEA Performing Arts Center funding was requested by the Renton
School District. The 2008 proposed budget includes $50,000 as a
tentative source of funds pending a formal request and financial plan
from the school district.
Introduction
1-10
2008 Budget Highlights
.. Unmet Needs The recommendations in the budget are a small portion of the 108
requests received for budget increases. The balance represents
un-met needs within the City that are unable to fit within the limited
■• revenues available.
Balancing the The mayor asked the City's Administrators to evaluate and rank each
Budget of the original 2008 budget requests. The recommendations made in
.w the 2008 preliminary budget generally reflect the priorities and
recommendations of the City's administrators. The mayor retains the
right to make the final determination of the adjustments necessary to
propose a balanced preliminary budget.
This section describes the requests that were not addressed in the
proposed budget. Each is described briefly along with the net impact
on the budget.
AJL Transition the City Attorney's Office to an"in-house" function
City Attorney adding 10.5 FTEs to the City's workforce in lieu of the existing
contract - $313,380.
City Clerk Outsource electronic document management- $40,000
Records request tracking software - $24,000
Records Manager position(1 FTE) - $73,911
Professional production services for the City's cable channel-
$11,500
Cable Audio Visual Specialist(1 FTE) - $72,022
,r Executive Communications Specialist(1 FTE)—$85,556
Municipal Judicial Specialist(1 FTE) - $98,950
Court
.. Community Interpretive Services - $14,000
Services
Human Library Assistant II (1 FTE) - $54,874
•■
Services Increase intermittent salaries - $22,000
Library Increase operating supplies - $50,000
John Deere Pro-Gator- $18,000
Parks Coulon Park Infrastructure (1 FTE) - $77,213
r
Events/ Supplies/Equipment/Volunteers - $30,000
Special Events 4th of July (if no sponsor is secured) - $35,000
EDNSP Economic Development Specialist(.5 FTE) - $43,782
,r
Planning Technician III/Growth Analyst(I FTE) - $84,064
Introduction
1-11
ar
2008 Budget Highlights W
Unmet Needs to
(continued)
Fire and Administrative Secretary 1 (1 FTE) - $79,526
Emergency Plans Reviewer/Inspector 1 (1 FTE) - $112,752 Ur
Services
Emergency Management Volunteer Program- $29,550
Technical Operations /Hazardous Materials Vehicle - $484,000
FIS "Output Processor"—electronic reports distribution- $9,228
Finance Operational improvements - $10,000
Finance Analyst III—part time to full time (.5 FTE) - $35,975
Graphic Design/Web Specialist(.5 FTE) - $42,310
Information GIS Coordinator(1 FTE) - $84,065
Services
Print and Mail Technician(1 FTE) - $39,732
Human Resources Advertising for vacant positions - $13,000 ,
and Risk
Management Labor and personnel consulting increase - $35,000
Planning, Building, Street Maintenance Manager(1 FTE) - $152,780
and Public Works
Maintenance Engineering Specialist—from .7 FTE to 1 FTE (.3 FTE) - $31,000
Planning Senior Planner(1 FTE) - $106,726
Civil Engineer III (1 FTE) - $116,772
Increase travel and training - $13,000
Increase professional services - $12,800
Summar There were 26.3 requested positions not recommended in the 2008
Summary budget. Requests which were not able to be included in the 2008 r
budget totaled $3,486,090.
n�
Introduction
1-12
Budget Highlights
aw Adopted 2008 Budget Summary Update
The City Council adopted the 2008 budget on December 10, 2007. In doing so, they made the
following changes to the proposed budget:
.r
Removed the following from the recommended appropriations and designated these amounts as
reservations of fund balance for the stated purpose:
�r
• IKEA Performing Arts Center financial support- $50,000
• Floating dock removal financial support- $200,000
• Low Income Housing Initiative - $200,000
The following items were added to the appropriation:
• Neighborhood barbeque - $10,000
•� • Banners for the downtown area- $12,000
• Interpreter services in Human Services budget- $14,000
The following changes were made to the budget as stated:
• Reduce intermittent salaries in EDNSP budget- $14,000
"' • Increased solid waste user fee revenue estimate by $462,000
• Reduce Equipment Rental Capital Expenditures by$692,000
,. • Increase the estimated amount to be received from bond sale proceeds in Utility Funds -
$11,819,435
• Authorized the replacement of the bond debt reserve with a surety
"` • Appropriate the Houser Way Capital Project- $350,000
• Appropriate money for demolition of the 820 Building at the Airport - $290,000
As discussed in the Mayor's message, the annexation of the Benson Hill area also resulted in the
addition of$11,706,704 and 90.6 full time equivalent employees to the 2008 base budget. In
,.. addition, the City Council amended the 2008 budget on March 10th in the amount of$1,095,544
for additional costs related to the annexation.
Introduction
r 1-13
ar
Budget Highlights Aw
This page is intentionally left blank
aal�
r
r
Introduction
1-14
r
Financial Management Policies
Basic Policy Statement
The City of Renton is committed to the highest standards of responsible financial management.
The City, including the City Council, Mayor and staff will work together to ensure that all
financial matters of the City are addressed with care, integrity, and in the best interest of the City.
The rules and procedures contained in this section are designed to:
1. Protect the assets of the City of Renton;
�r.
2. Ensure the maintenance of open and accurate records of the City's financial activities;
"d' 3. Provide a framework of operating standards and behavioral expectations;
4. Ensure compliance with federal, state, and local legal and reporting requirements; and
5. Provide a means for the City Council to update and monitor these policies with the
assistance and cooperation of the Mayor's office and the Finance and Information
Services Administrator.
Lines of Authority
1. The Renton City Council has the authority to execute such policies as it deems to be in
the best interest of the City within the parameters of federal, state, and local law.
r
2. The Finance Committee has the authority to perform reviews of the organization's
financial activity, determine the allocation of investment deposits, and assure that
adequate internal controls are in place.
3. The Mayor and Chief Administrative Officer(CAO)have the authority to oversee the
development of the annual budget, make spending decisions within the parameters of the
approved budget, enter into contractual agreements, make capital asset purchase
decisions and make decisions regarding the allocation of expenses within designated
parameters. Unless otherwise specified in this document, principal responsibility for
complying with the directives enumerated herein shall be vested in the Mayor.
4. Each Department Administrator has the authority to expend City funds within approved
budget authority and in accordance with procedures prescribed by the Mayor's Office,
and to recommend spending requests within the parameters of the approved budget
process to the Mayor.
Accounting Records and Reports
1. Basis of Accounting
a. The City's Comprehensive Annual Financial Report (CAFR) on its financial
activity shall be presented in compliance with Generally Accepted Accounting
Principles (GAAP) as defined by the Governmental Accounting Standards Board
(GASB).
Introduction
1-15
Financial Management Policies
2. Basis of Budget
a. The City budget is presented on a GAAP basis of accounting.
3. Fund Accounting
a. The City of Renton's accounting and budgeting systems use a fund accounting rrrrl
consistent with guidance provided by the GASB and the Washington State
Auditor's Office.
b. The funds are grouped into categories: General Fund, Special Revenue, Debt
Service, Capital Projects, Enterprise, Internal Service, and Fiduciary/Trust.
c. The City Council shall create and eliminate funds as appropriate by separate
ordinance, or through the budget ordinance.
d. Funds shall either be "external" or"internal" for financial reporting purposes.
i. Internal funds shall be separate sets of accounts for the purpose of
enhancing internal management control only. These funds shall reside
within an external fund. For cash management purposes, internal funds
may rely on their related external fund without payment of interest or
violation of the City's cash management policies. (See Interfund Loan
policy for further clarification).
e. The City's financial accounting system shall assure that the status and
transactions of each account and their relationship to budget authority is clear.
4. Financial Reporting
a. The CAFR shall be timely and comprehensive and meet or exceed professional
industry standards.
b. The City's budget documents shall provide for comparison with prior years.
c. Revenue and expenditure reports shall be prepared monthly and be available on
the City's website.
d. A written analysis of the City's monthly report shall be prepared quarterly,
coordinated with the Chief Administrative Officer and Mayor, reviewed with the
City Council, and available on the City's website.
e. All budget amendments shall be included in the monthly report.
f. Any outstanding interf ind loans shall be disclosed in the quarterly report.
5. Audit
a. The City shall commission an annual audit of its financial reports and related
records to be conducted by the Washington State Auditor's Office. so
b. At the conclusion of the audit, the auditor shall be available to brief the City
Council on the results.
c. The results of the audit shall be available to the public.
Policy on Stabilization Funds ,
Sufficient fund balances and reserve levels are important in the long-term financial stability of
the City.
1. The City shall maintain reserves required by law, ordinance and/or bond covenants.
a. General Government
i. The City shall maintain reserves in the General Government Funds of at
least 10%of total budgeted operating expenditures.
ii. In addition, the City shall maintain an additional reserve as a part of the
City's Risk Management Funds in a minimum amount of$5,000,000.
Introduction ,
1-16
Financial Management Policies
iii. In addition, the City shall maintain an "Anti-Recessionary Reserve" in an
amount of at least 2% of General Government budgeted operating
expenditures. Expenditures utilizing the "Anti Recessionary Reserve"
mr require a two-thirds majority vote of the City Council.
b. The City shall maintain one year payments in voted general obligation debt
service funds.
rrr c. The City shall maintain reserves in the Enterprise Funds as follows:
i. Water Utility Fund: 12% - 25% of total budgeted operating expenses
ii. Golf Fund—25%- 50% of total budgeted operating expenses.
.. iii. All other Enterprise Funds: 10%-20% of total budgeted operating
expenses
d. Reserve balances of other funds shall be set through the budget process in an
+� amount consistent with the purpose and nature of the fund.
2. Replacement reserves shall be established for equipment, and computer software should
the need continue beyond the estimated initial useful life, regardless of whether the
equipment is acquired via lease, gift or purchase. Service charges paid by City
departments to the appropriate Internal Service funds should include an amount to
provide for replacements.
Financial Planning
1. The City shall maintain a long-term(five year) financial planning model.
a. The financial planning model shall:
i. be based on the currently adopted budget;
ii. utilize these policies;
iii. be based on assumptions and drivers realistically expected to occur;
iv. clearly document the assumptions and drivers used and the results of the
use of such assumptions and drivers;
■. v. be designed in such a way to permit analysis of alternative strategies;
vi. relate to the related plans of the City to include Service Delivery Plans,
Comprehensive Plans, Master Plans, etc.; and
vii. shall be prepared for the General Government and such other funds as the
' deemed necessary.
2. Budget development
a. The City shall prepare an annual budget that is consistent with:
i. state law;
ii. the long-term financial planning model;
iii. these policies; and
' iv. industry best practices.
a. The City of Renton's annual budget shall be prepared using the following
schedule and process as a general guide:
i. Review stakeholder input such as surveys, public forums, neighborhood
meeting notes and business community communication.
ii. The Mayor, City Council and Chief Administrative Officer will conduct a
goal-setting retreat with the Department Administrators updating the
Business Plan and other policy guidance.
iii. The City Council and Administration will meet to review and discuss the
prior year's audited results, current year budget status, next budget
' Introduction
1-17
Financial Management Policies
schedule, process, budget guidelines and budget preparation items of '
interest.
iv. The Finance & IS Administrator prepares the budget preparation '
instructions and meets with Department Administrators to distribute
budget instructions and discuss budget preparation.
v. The instructions will include policy priorities, estimates of compensation '
adjustments, internal service and indirect charges
vi. Departments will provide to the Finance & IS Department budget
estimates and requests conforming to the budget instructions. '
vii. The Mayor submits a proposed balanced Preliminary Budget to the City
Council in conformance with state law.
viii. The City Council conducts public hearings on the proposed budget in
conformance with state law.
ix. The City Council sets the City's property tax levies.
x. The City Council adopts the final budget ordinance.
xi. The Final Budget Document is published and posted to the City website.
b. Budget amendments should be presented for consideration when the need arises.
i. Budget authority shall be at the fund level.
ii. Changes resulting in a need to revise the appropriation authority shall be
presented as they occur.
3. Revenues '
a. Revenue forecasts shall assess the full spectrum of resources available to finance
City programs and services.
b. The City shall consider the diversification of revenue as a strategy when
developing its financial plans.
c. Should an economic downturn develop that results in (potential) revenue
shortfalls or fewer available resources, the City will make appropriate
adjustments to its budget.
d. Revenue estimates shall be based on forecasting methods recommended by the
Government Finance Officers Association (GFOA) and will typically be more
likely to be conservative rather than aggressive.
4. Expenditures
a. Priority shall be given to expenditures that will improve productivity.
5. Capital Improvements
a. A comprehensive six-year plan for City capital improvements shall be prepared
annually and adopted by the City Council as part of the City budget.
i. All projects included in the Capital Improvement Program (CIP) shall be
consistent with the City's Comprehensive Plan.
ii. The Capital Improvement Program shall be prepared in consultation with
Council Committees for ongoing capital improvements.
b. All proposed capital improvement projects shall include a recommended or likely
source of funding.
c. Private development (including residential, commercial and industrial projects)
shall pay its fair share of the capital improvements that are necessary to serve the
development in the form of system development charges, impact fees, mitigation
fees, or benefit districts.
Introduction '
1-18
wr
Financial Management Policies
d. Capital project proposals should indicate the project's impact on the operating
budget, including, but not limited to, long-term maintenance costs necessary to
support the improvement.
„! e. Capital projects shall be budgeted for on a project life basis (rather than fiscal
year).
r.. Policy on Fees and Charges
1. The City shall annually review all fees for licenses, permits, fines, rates and other
miscellaneous charges as part of the budget process.
+� 2. User charges and fees shall be established based at a percentage of the full cost of
providing the service,unless otherwise provided by statute or regulation.
a. Full cost incorporates direct and indirect costs, including operations and
maintenance, overhead, and charges for the use of capital facilities.
b. Other factors for fee or charge adjustments may also include the impact of
inflation, other cost increases, the adequacy of the coverage of costs, and current
competitive rates.
3. Proposed rate adjustments, user charges and fees shall be presented to the City
Council for approval each year as part of the Mayor's proposed Preliminary Annual
Budget to the Council.
4. The City shall rigorously collect all amounts due.
Policy on Utility Funds
1. The City shall establish and maintain separate utility operating and capital
improvement funds and budgets for each of its utility operations.
Utility rate studies shall be conducted every six years to update assumptions and
ensure the long-term solvency and viability of the City's Utilities.
3. Utility rates and capital fees shall be reviewed annually and necessary adjustments
made to avoid major rate increases.
4. The City shall use system development charges, grants and low interest loans to fund
.. capital projects where possible. Overall, the utilities should maintain a debt to equity
ratio of 60/40.
5. Each Utility should fund an amount of the cost equal to the annual "depreciation
expense" of capital assets less debt service principal payments.
6. System Development Charges (SDCs) shall be established at levels to ensure that all
customers seeking to connect to the City's utility systems shall bear their equitable
share of the cost of both the existing and future systems.
7. Debt financing of utility improvements will be consistent with the utility master
plans, council rate policies and other factors so as to smooth the effect of major
improvements on utility rates.
8. The City shall strive to maintain minimum debt service "coverage" with the net
' revenue (gross operating revenue of the Utilities less operating and maintenance
expenses) of the combined Utilities being 1.25 - 1.5 times the actual debt and the net
revenue of the individual Utility being at least 1.25 times the actual debt.
Introduction
1-19
Financial Management Policies
Policy on Debt Issuance and Management .r
1. Long-term borrowing shall be confined to capital improvements or similar projects
with an extended life when it is not practical to be financed from current revenues.
The City shall not use long-term debt to finance current operations.
2. Debt payments shall not extend beyond the estimated useful life of the project being
financed. The City shall keep the average maturity of general obligation bonds at or '
below fifteen years, unless special circumstances arise warranting the need to extend
the debt schedule.
3. The City shall work to maintain strong ratings on its debt including maintaining open
communications with bond rating agencies concerning its financial condition.
4. With Council approval, interim financing of capital projects may be secured from the
debt financing market place or from other funds through an interfund loan as ,
appropriate in the circumstances.
5. The City may issue interfund loans when appropriate and consistent with a separately
adopted City Council policy on the subject.
6. When issuing debt, the City shall strive to use special assessment, revenue or other
self-supporting bonds in lieu of general obligation bonds.
7. Long-term general obligation debt shall be utilized when necessary to acquire land or ,
capital assets based upon a review of the ability of the City to meet future debt
service requirements. The project to be financed should also be integrated with the
City's long-term financial plan and Capital Improvement Program. '
8. General obligation debt should be used when the related projects are of a benefit to
the City as a whole.
a. General Obligation Bond(Voted):
i. Every project proposed for financing through general obligation debt
should be accompanied by a full analysis of the future operating and
maintenance costs associated with the project.
b. Limited Tax General Obligation Bond(Non-Voted):
i. The City should avoid issuing general obligation (non-voted) debt
beyond eighty percent(80%) of its general obligation debt capacity.
9. The City shall use refunding bonds where appropriate when cost savings can be
achieved of at least 4% (NPV), restructuring its current outstanding debt and/or
improving restrictive bond conditions.
10. The City's financial team for the issuance of debt shall consist of the Council, Mayor,
CAO, Finance & IS Administrator, applicable department management(related to the
projects to be financed), City Legal Counsel, designated bond counsel, financial
advisor and underwriter in order to effectively plan and fund the City's capital
improvement projects.
a. Through a competitive selection process conducted by the Finance & IS
Administrator with consultation with the Mayor, Chief Administrative Officer
and Legal Counsel, the City Council shall approve the most qualified financial
advisor/underwriter and bond counsel.
b. These services shall be regularly monitored by the Finance & IS Administrator.
11. The City shall evaluate the best method of sale for each proposed bond issue.
a. When a negotiated sale is deemed advisable (in consultation with the Mayor and
City Council) the Finance & IS Administrator shall negotiate the most
Introduction ,
1-20
go
Financial Management Policies
,,,,,, competitive pricing on debt issues and broker commissions in order to ensure the
best value to the City.
b. When a negotiated sale is used, the City shall use an independent financial
advisor to advise the City's participants in matters such as structure, pricing and
fees.
12. The City shall comply with IRS regulations concerning use of, and reinvestment of
rrr bond proceeds.
a. The City shall monitor and comply with IRS regulations with regard to potential
arbitrage earnings. If arbitrage earnings are believed to be above amounts
.. provided by IRS regulations, the City will set aside earnings in order to pay the
appropriate amount to the federal government as required by IRS regulation.
13. The City shall provide full secondary market disclosure related to outstanding debt.
Related Policies
• Investment Policy
""' • Contracting Policy(Purchasing Authority)
• Interfund Loans
Introduction
1-21
Financial Management Policies
City Funds and Fund Structure
Key Report
000 General A E
001 Community Services(formerly 101 A I(000) '
003 Street(formerly 103 A I(000)
006 Libra /Museum(formerly 106 A I(000) '
004 Community Dev Block Grant A I(000)
010 Fire Memorial A 1(000) ,
011 Fire Health and Wellness A I(000)
031 Park Memorial E
201 Ltd GO Bonds Gen Govt Misc Debt A I(215) ,
207 1978 Limited GO Bonds A 1(215)
215 Gen Govt Misc Debt Service A E ,
Total General Government
SPECIAL REVENUE FUNDS:
102 Arterial Street E
108 Leased Properties Fund E
110 Hotel Motel E
118 Reserve for Paths &Trails E
125 1%For Art E
127 Cable Communication E
135 S rin brook E '
DEBT SERVICE FUNDS: '
219 1989 Unlimited GO Bonds E
CAPITAL PROJECT FUNDS(CIP):
303 Community Dev Mitigation E ,
304 Fire Mitigation E
305 Transportation Mitigation E
316 Municipal Facilities CIP E
317 Transportation CIP E
318 Landing CIP E
Introduction ,
1-22
r
Financial Management Policies
City Funds and Fund Structure (continued)
ENTERPRISE FUNDS: Key Report
402 Airport E
403 Solid Waste Utility E
404 Golf Course E
405 Water Utility B E
406 Waste Water Utility B I (405)
407 Storm Water Utility B I (405)
416 King County Metro B I (405)
422 Airport CIP I (402)
424 Golf Course Capital I (404)
425 Water Utility Construction B I (405)
426 Waste Water Utility Construction B I (405)
427 Storm Water Utility Construction B I (405)
451 Waterworks Revenue Bond B 1 (405)
461 Waterworks Bond Reserve B I (405)
471 Rate Stabilization B I (405)
481 Water/Sewer Bond B I (405)
INTERNAL SERVICE FUNDS:
r 501 Equipment Repair/Replacement E
502 Insurance E
ow 503 Information Services I (501)
512 Insurance, Healthcare I (502)
r.
522 Insurance, Leoffl Retirees HC I (502)
FIDUCIARY FUNDS:
611 Firemen's Pension E
650 Special Deposits E
ACCOUNTING FUNDS:
GWS Government-wide Statements la
901 Bank Surplus la
r 910 General Fixed Asset Account Group Ia
950 General Long-term Debt Account Group Ia
631 Claims Clearing la
632 Payroll Clearing la
Introduction
1-23
M1
Financial Management Policies
A. General Government Funds share general revenues. Therefore, no interest shall be charged
for loans between funds.
B. Water Utility Funds shall be managed as a system such that balance sheet accounts are
merged for management and reporting purposes.
E. External Fund for Reporting Purposes
I. Internal Fund for Management Purposes
Ia. Internal Fund for Accounting Purposes +r
i
1
t
i
i
Introduction ,
1-24
Major Revenues
Revenue / Economic Review
As a non-charter code city, the City of Renton has statutory authority to levy or assess all
revenues generally available to all classes of cities and towns in Washington State. This section
analyzes the major revenues utilized and available to the City.
Revenues by Type—All Funds
Includes General Government,Dedicated Funds, Capital Projects, Utilities, Golf Course and Internal Funds
War Miscellaneous Property
14% 16%
Sales
14%
Taxes
Wr Utility 39%
Charge for Service 7%
30%
Gambling
Wlal 2%
Other GovernmentsOther Taxes
10% License 1 Permits 3%
4%
`War
Revenues by Type—General Government Funds
Includes General Fund(Police,Fire,Administration,Economic Development,Public Works),Parks,Streets,
+� Library/Museum, and related Debt Service
Charge for Service Fines Interfund
0 2% °
5/o iscellaneous 4/o
2% Property
Other Governments - 2g°/U
ar 4%
Licenses/Permits
4%
Taxes
Other Tax 79%
5%
to Gambling
3% Sales
Utility 27%
15%
lar
War
Introduction
1-25
W
Major Revenues
Voter Initiatives ,
Voters have approved for the ballot and subsequently passed a series of initiatives aimed at
reducing and limiting the future growth of governmental revenues (or taxes depending on your '
perspective). They have been:
• Initiative 695 -November of 1999
o reduced motor vehicle excise taxes to $30
o required voter approval of future tax increases
o ruled unconstitutional by the Washington State Supreme Court '
o motor vehicle excise tax subsequently reduced by state legislature
o $640,000 annual tax reduction in Renton(based on actual receipts in 1999)
• Initiative 722 -November of 2000
o would have repealed any tax or fee increases in the last half of 1999
o limited property tax growth to 2%per year
o ruled unconstitutional by Washington State Supreme Court
• Initiative 747—November 2001
o establishes new property tax"limit factors" ,
0 1%or Implicit Price Deflator increase(which ever is less)over the highest of the
district's three previous annual property tax levies
o Taxing districts could levy higher than the limit factor with voter approval.
o Currently ruled unconstitutional by appellate court,under review to Supreme Court
• Initiative 776—November 2002
o Limits total motor vehicle license fees to$30
o Reduces transportation funding
• Initiative 933—November 2006
o Requires government to reimburse landowners when regulations restricting land use are ,
enforced
o This initiative was not approved by voters.
• Initiative 960—November 2007
o Would essentially require a two-thirds vote of the state legislature before it could raise
taxes and a majority vote of the legislature before any fees could be increased.
Initiatives have dramatically altered local government revenues available to fund community
services and programs. The issues raised by each are included in the detailed discussions below.
Introduction
1-26
am Major Revenues
General Fund - Taxes
..
Property Tax—Statewide Average Rate$2.80
State laws regarding the property tax have evolved over the past century. While remaining
"r relatively stable for most of the 20`h century, many changes have occurred in the last few years.
The property tax laws are very complicated and difficult to comprehend. Here are some of the
r
highlights.
Limits -
• The Constitution limits total regul property taxes to 1% of assessed values or$10 per
$1,000.
• The Constitution permits "excess levies"to exceed the 1% limitation. (These are typically
r voted general obligation bonds such as for school levies.)
• Cities are limited to $3.60 per$1,000 of assessed value.
"■' • The maximum increase in annual property tax levies is limited to Implicit Price Deflator or
1% (whichever is less) over the highest amount levied since 1986.
• Cities that have not previously used all of their available property tax capacity can use it
in future years. This is known as "banked capacity".
• New construction and newly annexed areas are subject to the previous year's tax rate and
not subject to the IPD or 1% limitations when first added to the tax rolls.
• The Council sets the next year's tax levy by ordinance.
• A public hearing is required each year which focuses on the overall financial need for the
property tax to pay for services and on the amount of proposed increase for the budget
year.
Mechanics
• The County Assessor provides assessed values to the County Treasurer as the basis for the
Ow tax computation. In King County, the Assessor updates the taxable values each year.
• The Assessor revalues subject properties annually. The reassessments are illustrated in
rr the graph below.
• The County Treasurer assesses the tax each February for that year.
.r • Assessed values are market driven. The amount that can be levied is set by Council and
regulated by state law and the constitution. The levy rate is derived from these other two
factors. The following illustrates this dynamic using real information from the City of
r• Renton and various assumptions for the future.
r
r.
Introduction
/-27
r
Major Revenues
Example using average home value in Renton
2004 2005 2006 2007 2008 2009 2010 'r
Value 1 233,500 249,600 269,800 283,290 319,976 367,972 386,371
Revaluation 5% 7% 5% 13% 15% 5% 5%
Levy Rate 2 $ 3.240 $ 3.220 $ 3.045 $ 2.813 $ 2.675 $ 2.349 $ 2.260
City Tax $ 756.54 $ 803.71 $ 839.08 $ 847.47 $ 855.95 $ 864.50 $ 873.15 ,err
Total Taxes $ 2,687.59 $ 2,990.21 $ 3,224.11 $ 3,256.35 $ 3,288.91 $ 3,321.80 $ 3,355.02 ,
levy rate 11.51 11.98 11.95 11.49 10.28 9.03 8.68
Notes:
1 -The 2006 home value illustrated is the average home value in Renton as reported by the County Assessor
2 -Levy rate includes property tax for bond financing approved by voters related to senior housing
3 -Assumes 1%growth limit on total taxes which can be affected by voted school levies
Effect of City Council Policy Decisions Regarding Property Tax:
Raising the tax levy on existing properties by I%while assessed values increase results in a
lower tax levy as illustrated above.
Total Property Tax Assessed in Renton
34%
County
■State-School
27% F-1 School Dist.
LJ City-Gen.
231/. ■City-EMS
12% 4%
An increase of 1%results in about$235,101 of 25,000,000 - Total Property Taxes
new revenues in 2008. The additional increased
23,000,000
revenue results from assumptions that additions
to the tax base from new construction will be 21,000,000
about$300,000,000 and annexations anticipated 1s,000,000
to be about $140,000,000. 17,000,000-
15,000,000
2002 2003 2004 2005 2006 2007 2008
Introduction
1-28
r Major Revenues
Property Taxes 2005 2006 2007 2008 2009 ---J-2010 2010
i1D Actual Actual Forecast Forecast Forecast Forecast I Forecast
Assessed Property Values 6,476,973,084 6,975,246,063 7,878,821,831 9,503,727,954 11,218,188,767 12,041,598,206 12,853,678,116
Levy Rate 3.1246 3.0448 2.80671 2.5322 2.2334 2.1523 2.0737
Base Levy Rate 20,724,400 20,931,644 22,297,474 23,745,266 23,982,718 24,222,545 1 24,464,771
t Rate of Increase on Base 1.00% 1.00% 1.00% 1.00% 1.00% 1.00%
New Construction 208,253,438 311,710,459 262,964,368 251,218,800 250,000,000 200,000,000 200,000,000
Annexation Values 835,000 13,599,794 99,283,088 100,000,000 10,000,000 10,000,000 10,000,000
Total Assessed Property Value 6,686,061,522 7,300,556,316 8,332,271,360 9,854,946,754 11,478,188,767 12,251,598,206 13,063,678,116
Total Tax Levy 21,109,939 22,076,707 23,510,164 24,701,010 25,613,513 26,347,398 27,068,842
Total Rate of Increase 4.58% 6.49% 5.07% 3.69% 2.87% 2.74%
t�
Changes in Assessed Valuation
11.000.000.000
9,000.000.000
�. -,000,000,000
x.000.000,000
3,000MO.000
avera�e annual increases for hast decade exceeds 9°o
1.000.000,000
1999 1999 2000 2001 2002 2001 2004 200; 1-006 20077 2009
Total Property Taxes on Typical Home in Selected King County Cities (2007)
Mercer Island
NOW Battle
Newcastle
r
"Maplell y
Bellevue
Issaqua
Kirklan
Renton
Kent
ederal Wa
Re and
T wila
uburn
Covington
to SeaT c
0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000
Introduction
1-29
uv
Major Revenues
City (Municipal Services) Property Tax Rates in Selected King County Cities (2007)
Mercer Island
Seattle
Newcastle
Maple Valley
Bellevue
City
Issaquah
■Fire
Kirkland OLibrai-N
Renton
OVoted
Kent
Federal Way
Redmond
Tukwila
Auburn
Covington
SeaTac
$0.0 $0.5 $1.0 $1.5 $2.0 $2.5 $3.0 $3,5 $4.0
Prospects for the Future—The City has a very vibrant property tax base. The latest increase in
assessed values of existing property was over 14%. While the values have increased, tax policy
instituted by the City kept the growth in tax amount below the growth in assessed value resulting
in a reduced tax levy (assessed value -tax amount= levy rate).
The effect of recent initiatives has been to reassign the policy role for tax policy from the City ,
Council to the people by requiring a vote on tax increases above one-percent. (See explanation
at the beginning of this section).
The forecast for future years assumes the Council continues to control the growth of property tax
revenues to one-percent for each year.
Sales Tax—278 of 288 Cities Impose Full .85%for General Government
Sales taxes are collected by the State and distributed to the city. The rate available to cities is
made up of two components. The first component is .5%. The second is also .5% of which .15%
is provided to the county resulting in a total amount for city general revenues of.85%. There is
an additional .01% sales tax restricted to use in city criminal justice programs as well.
The overall tax rate in Renton is 8.8%. Therefore,the City receives less than ten percent of the
total sales tax collected. Below is a graph which illustrates the distribution of the sales tax.
r
Introduction
1-30
W Major Revenues
VW
Rate
6.467 ■State 6.50%
r 0.85 ■aty .850/6
❑County .15%
■Transit 90%
No 020. 0
■RTA .40%
■Crininal Justice .10%
■Stadiums ,33%
1
0.1
O" This table depicts the history of the sales tax and the forecast.
2002 2003 2004 2005 2006 2007 2008
am (Thousands) Actual Actual Actual Actual Actual Budget Forecast
Total Tax 15,038 16,007 16,654 17,108 18,691 19,780 21,348
Percent Chang( -1.99% 6.45% 4.04% 2.73% 9.25% 5.82% 3.55%
or
Total Sales Tax Receipts
am
22,000,000
20,000,000
am 18,000,000
16,000,000
14,000,000
12,000,000
•m 10,000,000
8,000,000
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
n.
The city's overall tax base is well balanced. Traditionally the growth in retail sales has been
broadly distributed over the full spectrum of our economy. More recently, the "general retail"
sector has lagged behind the others with one major retailer having left the City.
Economic Review/Prospects for the Future—The regional economy was strong during much
of the 1990's. As a result, the sales tax revenues grew an average of 6.7%per year during that
time. The national recession in 2001 and 2002 had a dampening effect on retail sales. Since
2000, sales taxes have grown 7.64% annually (through 2006).
The regional economy continues to diversify. The Boeing Company is still the major employer
in the region,but now it is joined by Microsoft, numerous biotech, and other companies.
The retail activity began to decline in mid-2001. Sales in 2002 were actually 2% less than 2001,
however sales have since grown in 2003 and 2004 by 6.4% and 4.0%respectively.
WIN
Introduction
1-31
am
Major Revenues
City budgets are typically very reliant ----- - ---
on sales tax, and sales tax can be Sales by Sector
affected by cyclical/big ticket items. 21% 7% 7% m Electronics
Automobile sales represent 24% ofJ r 7% ■General Merch.
total sales in the city. These are -i Furniture
subject to greater economic swings �/ __-- -
than most other sources of local 11% Services ,
■Other General Retail
government revenues.
®Construction
A forecast for sales taxes was prepared 24%
80/0
Automotive
for the city by Doug Pedersen and rrI
15% Other Categories
Associates. The key observations
provided by this report include:
• The number of Boeing employees have dropped over the past six years by 25 percent. Boeing is
expected to regain only a small number of those jobs reaching about 12,000 in 2007.
• During the decline of Boeing jobs (six years)all other employment in the city has remained constant
(despite the recession of the past few years).
• A pickup in the Boeing 737 production and employment in the general Puget Sound area should
result in population and employment growth in Renton at 2%per year,twice the regional pace.
• Taxable retail sales will grow at 6.4%, slightly higher than regional growth. We have forecasted
slightly more conservative sales tax revenues for purposes of this budget.
The Landing-Efforts to redevelop part of the Boeing site are a good example of the prospects
that exist. This project, known as "The Landing"will add more than 900 residential units and
600,000 square feet of retail, including a major entertainment district to the city's core. The first
phase of this development is opening in mid-October 2007. Subsequent phases are under
construction and the full project will be open during 2008. The City has supported the project
with public improvements such as roadways, utility improvements and anticipated public
parking. The 2008 estimate includes $865,000 in sales taxes which represents 50%of the total estimated
sales tax impact from The Landing.
Change in Sales Tax by Sector
,000,000 M2005 as
6.o00.000 M 2006
5.000.000 0 200-
-x,000.000
*2007 Forecasted
3,000,000
2.000.000 ---
I,000.000
o
Ant.n Of..ne.."]Rehil Servires C.rm0ni&ion WholP,zale. Other
For the longer term, Renton will continue to attract commercial, retail and residential
development interest.
r
Introduction
1-32
t
�■ Major Revenues
Voter Initiatives and the "Streamlined Sales Tax"
The sales tax should not be impacted by voter initiatives, however a change in state law will have
an impact. A complex issue known as "Streamlined Sales Tax" and a component of it called
"sales tax sourcing"will displace up to an estimated$1 million in Renton sales taxes annually.
The tax would be allocated by the state to the delivery destination rather than the original point
of sale. For example, if a business products retailer delivered its goods via truck to a point
outside the city, that delivery destination would be credited with the sale rather than Renton.
Without a way to resolve this dislocation of local revenues the cost to Renton would be about
115th of its retail sales tax. Cities such as Renton have worked hard to find a way to adopt the
new rules without harming our ability to meet service needs of our communities. We believe the
streamlined sales tax legislation adopted by the 2007 state legislature including provisions to
fully mitigate the impact on the city's tax revenues will have a slight dampening effect on
potential growth in certain industries. This has been worked into the estimate.
IBusiness and Occupation Tax (B&O)-35 of 288 Cities Impose
The City of Renton does not levy a B&O tax. State law permits a tax of up to .2% on business
activity with specific exceptions. It is estimated that a .2%B&O tax would result in revenues of
several million dollars annually.
The B&O tax is unpopular with the business community, as it makes no provision for
profitability of the business. State law specifically directs that the tax not be passed on to
consumers (directly). As a result, the tax is imposed in 35 of the 288 cities in Washington State.
There is no plan to propose a B&O tax in Renton.
Utility Taxes—Average of 133 of 288 Cities Impose
State law enables cities to levy utility taxes on natural gas, telephone and electricity in an amount
up to six percent(6%) of the total charges (unless a vote of the people permits a higher rate or a
higher rate was "grandfathered" such as in Seattle). A tax is also permitted on solid waste,
water, sanitary sewer and storm sewer utilities. No rate limitation exists on this second category
of utilities.
We have seen some unusual utility Tax
activity in 2007 some of 14,000,000 ■Natural Gas
which we believe will adjust 12,000,000 in City utilities
10,000,000
.r the base in future years 8,000,000 ■Cellular Phone
(such as in the electric 6,000,000 - J Telephone
utility) and other changes are 4,000,000 - �Tv cable
+r adjustments that won't affect 2,000,000 ■Transfer Station
future years (such as in the 2002 2003 2004 2005 2006 11 2007 2008 m Electricity
telephone utility). The natural gas
•• utility is shown as flat for 2008 as there will be a decrease in the rates. Expansion of the tax base
should result in breaking even for the year. A slight increase is anticipated related to The
Landing Development.
trr
Introduction
1-33
r
Major Revenues
Utility Taxes 2007 2008 $ %
2003 2004 2005 2006 Forecast Forecast Difference Difference
Electricity 2,977,193 2,820,262 3,020,807 3,447,254 3,856,917 4,319,747 462,830 12.00%
Transfer Station 387,710 395,038 372,871 352,203 343,665 357,412 13,747 4.00%
TV Cable 595,989 626,565 731,313 810,514 852,732 938,005 85,273 10.00%
Telephone 1,289,485 1,250,640 1,203,973 1,059,514 1,545,261 1,514,355 (30,906) -2.00%
Cellular Phone 1,137,232 1,219,051 1,202,599 1,341,066 1,526,449 1,648,565 122,116 8.00% Id
City Utilities 1,856,450 1,756,462 1,995,337 2,113,431 2,096,426 2,308,410 211,984 10.11%
Natural Gas 836,315 1,038,968 1,292,733 1,606,266 1,893,511 1,893,511 - 0.00%
TOTAL 9,082,377 9,108,991 9,821,638 10,732,254 12,114,961 12,980,005 865,044 7.14%
This revenue source could be affected by federal legislation. Congress has considered various
bills that would limit the definition of"telephones" as it relates to emerging technology. This Id
could eliminate such services as Digital Subscriber Lines (DSL) and Voice Over IP (VOIP) from
taxation as a part of the telephone utility.
Cable TV Franchise- 145 of 288 Cities Impose
Federal regulation of the cable TV
industry determines the city's role. The 1,000,000-
Cable Franchise
law permits a franchise fee on cable
television of up to 5%. The City of 800,000 �i
Renton levies the 5% franchise fee. 600,000
Below is the table depicting revenue from 400,000
this source.
200,000
Revenue increases result from review of 0
the compliance with franchise agreements 2002 2003 2004 2005 2006 2007 2008
and to numbers of households and the
rates charged by the industry. l
aiP
2002 2003 2004 2005 2006 2007 2008
Actual Actual Actual Actual Actual Forecast Forecast
Cable Franchise Fee 492,479 509,786 619,926 640,845 709,214 862,411 888,490
Rate of Change 3.51% 21.61% 3.37% 10.67% 21.60% 3.02%
This revenue source should not be impacted by proposed initiatives.
Introduction ,
1-34
+�+ Major Revenues
Gambling Tax— 128 of 288 Cities Impose
Wr
A variety of gambling taxes are permitted by state law. This tax applies to bingo games, raffles,
amusement games,pull-tabs, and card games played within the city limits. State law stipulates
that this tax is to be used for related law enforcement services. The law enforcement budget is
several times higher than the amount of gambling taxes received. The table below depicts the
types of gambling taxes permitted.
r
Tax Rates Gambling Taxes
2,500,000
Maximum City 2,000,000
Bingo/Raffles 5% 5% 1,500,000
Amusement Games 2% 2% .1,000,000 - -
r.r
Punchboard/Pull Tabs 10% 10% 500,000
Card Room Tax 20% 10% 0
2002 2003 2004 2005 2006 2007 2008
tr
Below is the activity from this tax.
'w 2002 2003 2004 2005 2006 2007 2008
Actual Actual Actual Actual Actual Forecast Forecast
Gambling Taxes 2,106,457 1,922,211 2,117,985 2,305,120 2,064,544 2,343,212 2,413,508
rir Rate of Change -8.75% 10.18% 8.84% -10.44% 13.50% 3.00%
This revenue source should not be impacted by proposed initiatives.
rrs
•• Leasehold Excise Tax
This is a tax collected by the state on private party leases for Leasehold Excise Taxes
property that is in public ownership and therefore 140,000-
does
40,000 does not pay property tax. The state rate is 12.4% '
120,000
of which the city is given 4%. f
100,000
■. The amounts of this tax are typically not 80,000
significant,but will vary significantly based on the 60,000
private tenants residing within public properties.
u.r
40,000-
20,000
0 ,
a.r 2002 2003 2004 2005 2006 2007 2008
Below is the activity from this tax source:
2002 2003 2004 2005 2006 2007 2008
Actual Actual Actual Actual Actual Forecast Forecast
Leasehold Excise 114,329 139,906 127,418 105,579 83,473 84,629 84,629
OW 22.37% -8.93% -17.14% -20.94% 1.38% 0.00%
err
Introduction
1-35
r
Major Revenues Irk
As the City owns and leases space to private parties (such as in City Hall and the 200 Mill
Building, Pavilion Building), leasehold excise taxes will be paid in lieu of property taxes.
This revenue source should not be impacted by proposed initiatives.
P
Admissions Tax—47 of 288 Cities Impose
State law provides for a 5%tax on admissions. The city 700,000 - - ---.-Admission Taxes
tax rate is the maximum 5% and applies to all private 600,000
activity for which an entrance fee is assessed. 500,000
The tax decreased from 2002 levels due to a reduction in 400,000-
300,000---
Cirque
00,000 300,000Cirque du Soleil performances. The increase anticipated 200,000
in 2008 is a result of anticipated revenues from the new 100,000
theater at"The Landing".
0-1
2002 2003 2004 2005 2006 2007 2008
2002 2003 2004 2005 2006 2007 2008
Actual Actual Actual Actual Actual Forecast Forecast
Admission Tax 632,715 526,846 476,424 259,669 220,358 219,228 225,805
-16.73% -9.57% -45.50% -15.14% -0.51% 3.00%
This revenue source should not be impacted by proposed initiatives.
Taxes—Summary
In total, the taxes anticipated by the City of Renton for 2008 total over $70.4 million, an increase
of about 5.4% above the amounts estimated to be collected in 2007. The actual amounts
estimated for 2007 will exceed the amounts used to develop the budget by about 2.84%
The effect of voter initiatives on future revenue flexibility and potential legislative action
impacting sales tax revenues are concerns for future budgets.
Other Revenues
A variety of other revenues are part of
the resources available to cities to
provide services to citizens. These Licenses / Permits
include:
3,500,000
Licenses and Permits 3,000,000 - ----
Business Licenses -No increase in the 2,500,000-
business license fees is proposed for 2,000,000-
2006. Eighty percent of the business 1,500,000- ,4'. 114
license fees are specifically used for 1,000,000 a Building
transportation improvements in Fund 500,000 ■Business
317. The balance is in the General 0-11
Fund. 2002 2003 2004 2005 2006 2007 2008
Introduction
1-36
r Major Revenues
err
2002 2003 2004 2005 2006 2007 2008
Actual Actual Actual Actual Actual Forecast Forecast
Building Pennis 1,927,102 2,186,611 2,298,133 2,591,596 2,487,350 3,258,114 3,003,700
Business License 2333,878 2,139,911 2,086,040 2,106,894 2,493,918 2,469,984 2,523,000
Total 4,260,9180 4,324522 4,384,173 4,698,490 4,981,268 5,728,098 5,526,700
Buildings and Structure Permits—This activity fluctuates with the economy. Significant
development at a few large commercial sites will keep revenues higher than anticipated for 2007.
Revisions to some residential permit fees are proposed resulting in an increase to the estimate of
$250,000 in 2007.
Intergovernmental:
2002 2003 2004 2005 2006 2007 2008
Actual Actual Actual Actual Actual Forecast Forecast
State Shared Rev. 520,488 559,554 669,783 692,823 692,971 849,297 857,000
Gas Tax 1,113,837 1,124,415 1,131,300 1,185,614 1,326,304 1,400,654 1,505,400
County License Fee 466,822 11,684 - - - - -
Fire District Contract 1,054,478 1,113,213 1,165,639 1,488,250 1,300,000 1,300,000 1,400,000
Other 1,262,071 896,545 1,010,369 290,154 200,000 180,000 482,502
Total 3,950,874 3,693,727 3,977,091 3,656,841 3,519,275 3,729,951 3,664,902
State Shared Revenues—This account
includes liquor taxes, liquor"profits", Intergovernmental
and criminal justice funding. The 2,000,000 _ __ -----------
amount is set by the state based on
1,500,000
population of the incorporated areas.
Gas Tax—This tax includes both the 1,000,000 '
maintenance portion and the amount
ow restricted to use on city arterials. This 500,000
entire source is restricted by the state 0
for use on the city's transportation 2002 2003 2004 2005 2006 2007 2008
in system. I.
State Shared Rev.■Gas Tau i County License Fee i Fire District Contract ■Othe
County License Fees—These fees are — -
the $15 addition to the car tabs that were rescinded by Initiative 776. This was originally
dedicated to transportation system improvements.
Fire District Contract—The City provides service to Fire District 25. This contract is related to
,r that service.
Other Intergovernmental Revenues—These include prisoner room and board, COPS Ahead
Grant, and other operating grants. No capital grants are included in these amounts.
.r
Introduction
1-37
r
Major Revenues
Charges for Services:
2002 2003 2004 2005 2006 2007 2008
Actual Actual Actual Actual Actual Forecast Forecast
Safety&Security 561,518 427,236 458,608 583,582 708,808 835,020 783,100
Development 1,035,736 2,136,196 1,256,978 1,424,771 1,584,567 1,366,400 1,642,700
Recreation 844,788 876,668 1,458,540 1,487,189 1,606,644 1,642,579 1,771,250
Mitigation Fees 1,912,319 1,237,051 1,820,252 1,025,000 1,025,000 1,250,000 1,250,000
Interfind 3,298,317 3,510,572 3,645,150 2,728,008 2,842,019 2,648,312 3,165,778
Other 67,229 88,924 207,205
Total 7,719,907 8,276,647 8,846,733 7,248,550 7,767,038 7,742,311 8,612,828 '
Safety and Security fees primarily consist of
home detention and electronic monitoring Charges for Service
fees.
4,000,000
Development plan check fees have grown 3,000,000
with the growth in the economy, with 2007
actual results well above budget estimates. 2,000,000 UfiW
As a result,we have increased the 2008
1,000,000
estimate.
Recreation fees increased in 2004 as a result 0 2002 2004 2006 2008
of the opening of the Aquatic Center. The Development x Recreation ■interfund
quality of the programs is attested to by the
high demand for service.
The Interf ind service charge is assessed to other city funds for services rendered by the General •
Fund. These include payroll, accounting, legal,personnel, information services, and other
services. Other Interfund assessments are for engineering services support of capital projects.
The decrease in 2005 reflects assessing service fees for technology services in a different
manner.
Fines and Forfeits:
2002 2003 2004 2005 2006 2007 2008
Actual Actual Actual Actual Actual Forecast Forecast
Total 1,043,199 991,753 1,025,151 720,312 920,167 953,600 1,291,000
4.93% 3.37% -29.74% 27.75% 3.63% 35.38%
Fines assessed by the city include traffic citations,parking violations, and misdemeanor fines
assessed by state law through the court system. Forfeitures include amounts seized enforcing
narcotics laws. Fines are also collected at the
library for overdue books. ■
Most of the revenues are collected by the Fines and Forfeits
Municipal Court. Increase expected in 2008 is 1,300,000 — t
related to implementation of the"Red Light 1,100,000
Camera"Program.
900,000
700,000 -
500,000 2002 2004 2006] 2008
Introduction
1-38
Major Revenues
Forfeitures are obtained by the Police Department Narcotics Unit and used in narcotics
enforcement activities.
Miscellaneous :
s
2002 2003 2004 2005 2006 2007 2008
Actual Actual Actual Actual Actual Forecast Forecast
Interest Earnings 520,510 772,446 357,389 781,260 855,507 897,400 1,107,600
Rents 573,033 585,956 641,345 574,900 650,801 635,400 678,100
Total 1,093,543 1,358,402 998,734 1,356,160 1,506,308 1,532,800 1,785,700
r
Interest and Rents
Interest income results from investing the
" City's reserve cash in accordance with 1,200,000 ---- -
state law and city policy. The lower 1,000,000
interest rates have limited the return on 800,000
" these investments over the recent years. In 600,000
ss. 400,000
should result in increased earnings.
7
2007, increased focus on investments
g 200,000
A majority of the rents revenue comes o
from the recreation activity. 2002 2003 2004 2005 2006 2007 2008
n.
19 Interest ■Rent
Special Revenue Funds-
Hotel Motel Taxes-A 1%tax is levied on the sale
or charge for lodging in accordance with RCW
�• 82.08 and RMC 5.18.1. The tax was authorized in Lodging Tax
1998. Revenues generated are to be used for 250,000
capital items related to tourism. Tourism is defined
as anything which brings in someone who is not 200,000
from Renton. The state law permitting the city to 150,000
levy this tax requires a city over 5,000 population 100,000
to have a"Lodging Tax Advisory Committee"of at
least five members appointed by the Council. The 50,000
Committee reviews the proposed use of the revenue 0
(if it changes)and advises the Mayor and Council. 2002 2003 2004 2005 2006 2007 2008
■Lodging Tax ■Marketing
r!
2002 2003 2004 2005 2006 2007 2008
Actual Actual Actual Actual Actual Forecast Forecast
Lodging Tax 148,797 143,960 154,114 179,977 218,012 220,000 220,000
r' Marketing Contributii 56,901 35,525 57,500 65,000 65,000 65,000 65,000
Interest Earnings 3,740 2,363 5,528 7,432 13,162 10,000 10,000
Total 209,438 181,848 217,142 252,409 296,174 295,000 295,000
Introduction
1-39
Major Revenues
Capital Project Funds—
Real Estate Excise Tax(REET)—The REET is Real Estate Excise Tax
available to fund various capital improvements.
It is authorized by state law in two parts, with 5,000,000 -
each having slightly different types of capital 5,000,000
improvements that can be funded by the tax. The 4,000,000 .�
City has imposed the first'/4%REET since at 3,000,000
least 1985 and the second 1/4%since 1992. The 2,000,000
anticipated revenues to be derived by the REET 1,000,000
can fluctuate quite a lot based primarily on larger 0 -
c 2002 2003 2004 2005'2006'2007 2008
commercial real estate activity.
2002 2003 2004 2005 2006 2007 2008
Actual Actual Actual Actual Actual Forecast Forecast
Debt Service 1,297,662 1,584,211 2,251,358 1,266,885 1,250,000 2,350,000 2,350,000
CIP Fund 1,297,662 1,380,402 2,231,993 3,173,910 4,313,287 2,850,000 1,900,000
Total 2,595,324 2,964,613 4,483,351 4,440,795 5,563,287 5,200,000 4,250,000
Enterprise Funds — water and sewer Fees
Water and Sewer Rates—The water, sewer,and
storm sewer rates fund most of the costs associated 12,000,000 --
with providing these services in our community. 10,000,000
(Other sources include hookup fees and interest 8,000,000-
earnings.)
The rates were not increased for many years. 6,000,000
However, as costs have increased,the need to 4,000,000 -
maintain the systems and keep up with increased
costs has necessitated a careful review of the rates. 2,000,000
A rate study was conducted in 2006. The 0
recommendation was to raise rates to maintain 2002 2003 2004 2005 2006 2007 2008
service at current levels. The comparative rates F ®Water ■Sewer ❑Metro ❑St— orm
chart to the right illustrates the average monthly
utility bill for a single family
residence from services provided for Comparative Utility Fees(from 2006)
(or arranged for)by the City.
60 --- - -- --- -
The City is very competitive with
similar/neighboring jurisdictions. ®Water
The approved rate increases are: 40 ■Sewer
Water 6%,Wastewater 6%, and 30
11 Storm
Storm Sewer 6.5%.
20 ❑SolidWaste
King County sets the rate for 10
"Metro". This is the cost of treating
wastewater. 0 r
5 0e
Introduction
1-40
r Major Revenues
2002 2003 2004 2005 2006 2007 2008
Actual Actual Actual Actual Actual Forecast Forecast
Water Sales 6,120,656 6,401,984 6,938,951 6,587,074 7,187,499 9,396,000 9,757,813
Sewer Service 3,074,720 2,663,528 3,109,350 3,302,114 3,700,099 4,594,000 4,861,561
Metro Sewer Charge 7,338,790 7,678,319 7,707,187 8,429,550 9,050,032 9,500,000 10,032,000
Storm Sewer 2,227,355 2,442,811 2,709,055 2,374,403 2,556,698 3,448,800 3,137,219
Total 18,761,521 19,186,641 20,464,544 20,693,141 22,494,328 26,938,800 27,788,593
Golf Fees—The City golf course fund was created by Ordinance 3884 in 1985. Maplewood Golf Course
is owned and operated by the City. The course is managed by the Community Services Department and
operated as a separate enterprise fund of the City.
• It is anticipated that user fees from customers Golf Course Green Fees
will pay the operating and capital costs of the 1,400,000
golf course. 1,300,000
aw The golf course is also a water utility resource as
1,200,000
it is the location of city wells that provide
ILA
drinking water to our community. The use of this 1,100,000
'w. space as a golf course helps preserve the quality
of the well water for future generations. 1,000,000
2002 2004 2006 2008
The golf course has a tradition of moderate
ow The
Golf Fees
increases in rates(such as green fees)every
other year. Increases in these rates are Riverbend
included in the 2007 budget.
� Foster ._
The comparative rates chart to the right
illustrates that the Renton course rates are Bellevue
comparative with the market. These rates are
weekend rates for 18 holes of golf. Auburn — -- --
Renton
Is
$0 $10 $20 $30 $40
2002 2003 2004 2005 2006 2007 2008
Actual Actual Actual Actual Actual i Forecast Forecast
■• Course Revenue 1,873,218 1,828,357 1,816,305 1,721,877 1,811,522 1,983,186 2,040,626
Concessionaire 1 Pro Shop 417,559 406,206 423,362 481,098 509,044 481,279 486,794
Total 2,290,777 2,234,563 2,239,667 2,203,474 2,320,566 2,464,465 2,464,466
Note:Concessionaire/Pro Shop includes cart rentals.
1w
1r
rr
Introduction
1-41
rr
Budzet Hizhli-ahts
This page is intentionally left blank
"1
i'
Introduction
1-42
t
i
s
r
i
s
City of Renton Corporate Organization Structure
RENTON CITIZENS
CITY COUNCIL MAYOR MUNICIPAL COURT
Marcie Palmer,President Denis Law JUDGE
Randy Corman,Don Persson 425-430-6500 Terry Jurado
Terri Briere,King Parker 425-430-6550
Greg Taylor,Rich Zwicker
425-430-6501
CHIEF ADMINISTRATIVE OFFICER COMMUNICATIONS
Jay Covington Preeti Shridhar,Director
425-430-6500 425-430-6500
COMMUNITY SERVICES PLANNING/BUILDING/ ECONOMIC DEVELOPMENT ADMINISTRATIVE,JUDICIAL
Terry Higashiyama, PUBLIC WORKS NEIGHBORHOODS,AND AND LEGAL SERVICES
Administrator Gregg Zimmerman, STRATEGIC PLANNING Marty Wine,Assistant CAO
425-430-6600 Administrator Alex Pietsch,Administrator 425-430-6500
425-430-7394 425-430-6580
r
Facilities Development Services Economic Development Mayor's Office
Peter Renner,Director Neil Watts,Director Suzanne Dale Fstey,
Director
� Parks Director Maintenance Services Neighborhoods City Clerk Cable Manager
s.
Leslie Betlach, Michael Stenhouse,Director Bonnie Walton,
City Clerk
Recreation Transportation Systems Strategic Planning Court Services
Jerry Rerecich,Director Peter Hahn,Deputy Joe McGuire,Director >•
P/B/PW Administrator
Human Services Utility Systems Hearing Examiner
Karen Bergsvik,Manager Lys Hornsby,Director Fred Kaufman,
Hearing Examiner
Library City Attorney
Bette Anderson,Director Warren Barber Fontes,P.S.
Renton History M�M�anager
Elizabeth Stewart,
Community Resources
and Events
POLICE FIRE AND EMERGENCY HUMAN RESOURCESC
NANCE AND
Kevin Milosevich,Chief SERVICES AND RISK MANAGEMENT ATION SERVICES
425-430-7503 I.David Daniels,Chief/ Michael Webby,Administrator ailey,Administrator
Administrator 425-430-7650 5-430-6858
425-430-7501
Operations/Support Response Operations Human Resources Finance
Tim Troxel,Deputy Chief Mark Peterson Linda Parks,
Deputy Fire Chief Fiscal Services Director
Safety and Civil Service Commission Information Services
Patrol Operations Support Services George McBride,
Robert Van Horne IS Director
Deputy Fire Chief
Special Operations C
Risk Management
Community Risk Print and Mail
Patrol Services Reduction Services
Chuck Duffy
Deputy Fire Chief
Investigations
Administrative
Services
Staff and Auxiliary
Services
aw
Jc3udga at a q&nce
1.
,.
The Budget Process
The City of Renton develops its budget every year from February through October. The Mayor
and the Council review the City's revenues and services in order to determine if they need to
rr. 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
1W 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.
.r
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
r" 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
SW Mayor will work closely with the Council whenever changes to the budget must be made.
W
..
Budget at a Glance
1W 2-1
Budgetary Basis and Basis of Accounting
g Y
The budget, as adopted, constitutes the legal authority for expenditures. Budgets are adopted on
the GAAP basis of accounting. The annual budget is adopted with budgetary control at the fund
level so expenditures may not legally exceed appropriations at that level of detail. Transfers or
revisions within funds are allowed,but only the City Council has the legal authority to increase
or decrease a given fund's annual budget.
Basis of accounting refers to the point at which revenues or expenditures/expenses are
recognized in the accounts and reported in the financial statements. It relates to the timing of the
measurement made regardless of the measurement focus applied:
1. Accrual
Both governmental and business-type activities in the government-wide financial statements and
the proprietary and fiduciary fund financial statements are presented on the accrual basis of
accounting. Revenues are recognized when earned and expenses are recognized when incurred.
2. Modified Accrual
The government funds financial statements are presented on the modified basis of accounting.
Under the modified accrual basis of accounting,revenues are recorded when susceptible to
accrual: i.e.,both measurable and available. "Available"means collectible within the current
period or soon enough thereafter to be used to pay liabilities of the current period.
Budget at a Glance
2-1
Schedule of the Budget Process
Description Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan
The budget process and time limits are established by State law. The City of Renton adjeres to the following procedures.
1
The Mayor,Council and staff meet to set priorities(Council/staff retreat.)
2
Council Committee of the Whole adopts the Business Plan Goals and
Strategies.
3 Budget instructions,salary and benefit computations and forms are prepared and distributed
to departments on or before July 1. �\
4 Six-year Transportation Capital Improvement Program and associated budget adjustments
adopted by Council,by Resolution. c-
5 Departments prepare and submit new operating programs,positions and reclassifications,
and six-year capital improvements. tom\cam\
6 Departments prepare line item(base line)budget requests and submit to Finance by the second
week of August.
Base line budget requests,revenue assumptions,new programs and capital improvement requests are
compiled into a document for the Mayor's review in September.
8 The Mayor reviews budget requests with each department during first two weeks in September,with decisions
.. made by the end of September.
9 The property tax levy is established by ordinance the first 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 public review.
11 The City Clerk publishes a notice of filing the preliminary budget,and also designates the date,time,and
place of the public hearing on the final budget.
wr
12 Council Committee of the Whole conducts budget hearings with department heads during the month of
November. The hearings are open to the public.
13 The final hearing on the proposed budget must begin on or before the first Monday of December,and may
». continue until the 25th day prior to the next fiscal year.
14
Year-end budget adjustments for the current budget year are presented to Council for adoption,by ordinance.
"+ 15 The City Council approves amendments to the proposed budget,and following the public hearing adopts a final
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 ensuing year.
Budget at a Glance
1-3
City of Renton
Budget Fund Structure
[Fund
ty of Renton
Structure
7
Governmental Proprietary
Funds Funds
* General Special Debt Capital Enterprise Internal
Government Revenue Service Projects Funds Service
Funds Funds Funds
General Arterial Unlimited `JMitigation * Utilities Equipment
Fund Streets GO Funds Rental
Debt
Community Leased *CIP-City lity nformation
Services Properties Facilities ations Services
Fund
-- lity -
CD BlockHotel/ transportation uctlon Insurance
Grant Motel Improvements Services
Fund Fund
- - lity
ebt
Street Paths �-" Lake Service
Fund and Ington
Trails Infrastructure Airport
- -
Library 1%
Fund for
Art
Airport
— Operations
Limited Cable
Tax Debt Communication
Airport
Service
Construction
>srking
Garage Solid
Maintenance Waste
Fire J
Memorial Golf
Fund
Course
791
Golf
Operations
Park Major Funds are those with budgets representing
Memorial ten percent or more of the City's overall budget.
Construction
Fund They are marked with an asterisk(*).
For descriptions of Major Funds,see next page.
Budget at a Glance
1-4
4f
City of Renton
Budget Fund Structure
General Government is used to group those accounts that are largely supported by
general taxes of the City.
VW General Fund accounts for all general government activity not accounted for in other
funds. It includes most tax revenues and such services as police, fire, engineering, long
range planning, city clerk, administration, and economic development.
Transportation Improvements Fund accounts for all roadway capital projects
managed and funded by the City. These are capital projects found in the Capital
�.. Improvement Program section of this budget.
Water/Sewer Utility is comprised of a number of sub-funds working towards a
+� mission to operate and maintain a quality water supply system, collect, convey and treat
wastewater effectively and economically within the Council's rate structure, and
construct water and sewer projects by contract or City participation in private projects,
for infrastructure improvements consistent with the Capital Facilities Plan.
r.
1W
Non-budgetary funds include:
Reserve Retirement Contribution Fund General Fixed Assets Fund
ICMA Deferred Compensation Fund Claims Clearing Fund
Salary Clearing Fund Special Deposits Fund
General Long Term Debt Account Group Surplus Bank Balance Fund
rr
a.
Budget at a Glance
2-5
+rr
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 Court/legal services
• Library services
• Street maintenance planning
• Economic development/planning
• Administrative functions
Special Revenue Funds
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 accumulation of dedicated revenue and payment of principal
and interest related to the City's general obligation bond issues. 'r
Major Revenues Primary Services
• Property tax levies Payment of principal and interest on
outstanding bonds
• Real estate excise tax r
• Special assessments
Budget at a Glance
2-6 1W
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 2008-2013 City of
�r 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
r.
Enterprise Funds
.. These funds are used to account for 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 • Information Services
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
2-7
Please refer to the following tables and figures for specific information on the budget, fund
groups, and employment history. In The Total Budget for 2008 table,we provide details on
revenue and expenditure categories.
In the Revenue Over Time table we provide sources and amounts of revenue by year from 2005
through 2008.
In the Fund Groups pie chart we show the budget percentages for each fund type and the General
Governmental Fund,by department.
In the Expenditure Over Time table we provide specifics for fund expenditures.
In the Employment History— City ofRenton graph we present the history of employment for the
City of Renton.
Budget at a Glance
2-8
.• The Total Budget for 2008
General Special Debt Capital Internal
Govmtal Revenue Services Imprvmts Enterprise Services Fiduciary Total
Revenue
Property Tax 28,384,957 550,000 54,054 28,989,011
Sales Tax 24,439,701 316,564 2,063,216 344,219 27,163,700
Utility&Natural Gas 14,111,908 35,000 14,146,908
Gambling Excise Tax 2,817,508 2,817,508
Other Taxes 4,717,062 2,150,000 6,867,062
Fees&Permits 4,005,050 1,800,000 100,000 5,905,050
�. Federal and State Grants 528,300 8,092,671 1,415,000 10,035,971
Intergov,and Interfund Revenue 7,251,618 580,000 15,034,424 587,600 75,000 23,528,642
Charges for Services 4,103,450 1,450,000 42,613,337 5,008,924 53,175,711
Other Revenues 3,956,100 1,314,544 5,000 4,282,952 19,458,620 17,698,416 200,000 46,915,632
Total New Revenue 94,315,654 2,246,108 555,000 32,810,047 64,174,557 24,770,556 673,273 219,545,195
Use of Prior-Year Revenue 776,529 35,878 0 13,894,853 13,396,078 653,570 232,807 28,989,715
Total Resources $95,092,183 $2,281,986 $555,000 $46,704,900 $77,570,635 $25,424,126 $906,080 $248,534,910
Expenditures
Legislative 291,722 P91,722
Administrative and Judicial 3,843,291 152,283 3,995,574
Legal Services 1,634,615 1,634,615
Econ Dev,Neigh,Strgic Ping 2,049,718 267,000 360,000 2,676,718
Human Resources&Risk Mgmt 1,233,822 13,861,706 15,095,528
Finance and Information Svcs 2,095,878 513,768 5,557,708 8,167,354
Police 24,593,327 250,000 24,843,327
Fire and Emergency Services 17,646,245 17,646,245
Planning/Building/Public Works 14,982,533 30,328,671 53,037,661 6,381,575 104,730,440
Community Services 17,616,600 760,836 12,748,000 2,738,431 33,863,867
Interfund Transfers 263,723 971,000 2,523,229 14,104,679 17,862,631
Other City Services 4,571,309 535,070 0 507,807 5,614,186
Debt Service 4,269,400 548,750 5,568,002 10,386,152
Total Committed Expenditures 95,092,183 2,151,119 548,750 46,209,900 76,497,611 25,800,989 507,807 246,808,359
Increase to Reserves 0 130,867 6,250 495,000 1,073,024 21,410 0 1,726,551
Total Expenditures $95,092,183 $2,281,986 $555,000 $46,704,900 $77,570,635 $25,822,399 $507,807 $248,534,910
Budget at a Glance
2-9
Revenue Over Time
2005 2006 2007 2008 Change
Actual Actual Ad Bdgt Budget 07/08
Tax Revenues
Property Taxes 21 ,618,590 22,571 ,772 24,162,892 28,989,011 20.0%
Retail Sales and Use Tax 18,692,911 20,567,102 22,313,244 27,163,700 21.7%
Utility Taxes 9,585,293 10,513,362 10,945,616 14,146,908 29.2%
Real Estate Excise Tax 4,546,374 6,003,998 4,432,153 4,584,629 3.4%
Gambling Excise Tax 2,305,120 2064544 2,088,680 2,817,508 34.9%
Other Taxes 1,376,156 1,211,763 1 ,509,961 2,282,433 51.2%
Total Tax Revenue 58,124,444 62,932,541 65,452,546 79,984,189 22.2%
Operating Revenue
Licenses and Permits
Business Licenses and Permits 2,106,894 2,493,918 2,469,984 2,546,000 3.1%
Building Permits 2,559,224 2 494211 3,377,014 3,130,675 -7.3%
Non-Business Licenses/Permits 47,008 59,183 30,700 228,375 643.9%
Total Licenses and Permits 4,713,126 5,047,312 5,877,698 5,905,050 0.5%
Intergovernmental Revenue
Federal and State Grants 1,326,589 4,003,128 19,843,176 10,035,971 -49.4%
State Shared Revenue 1 ,939,001 2,082,557 2,274,951 3,231 ,340 42.0%
Intrgovl Service and Interlocal Gr< 1 732,058 1 ,887,858 10,601,184 16,556,924 56.2%
Total Intergovernmental Revenu 4,997,648 7973 543 32 719,311 29,824,235 -8.8%
Charges for Services
Utility and Environment 33,449,941 36,080 300 37,538,130 40,764,211 8.6%
Recreation 3,016,853 3,200,693 3,336,986 3,513,430 5.3%
Plan Checking Fees 1 127,350 1 ,149,365 1,082,000 1,300,000 20.1%
Planning/Zoning/EIS Fees 161 ,387 240,604 1,109,852 142,700 -87. 1
Mitigation Fees: Transp, Fire & P 1,186,406 1,121,371 1 ,250,000 1,450,000 16.0%
Other Transportation 8,314 10,214 8,000 8,000 0.0%
Other Charges for Services 2,470,252 4 907,413 5,618,011 5,997,370 6.8%
Total Charges for Services 41,420,503 46,709,960 49,942,979 53,175,711 6.5%
Total Operating Revenue 51,131,277 59,730,815 88,539,988 88,904,996 0.4%
Other Revenues .�
Fines and Forfeits 720,312 920,168 1 ,003,600 1,585,000 57.9%
Interest Earnings 2,245,773 3 717868 1 ,961 ,357 3,190,900 62.7%
Rents/Leases/Concessions 2,160,295 2,691 ,441 3,167,353 3,502,962 10.6% ■►
Employee Insurance Premiums 8,470,623 9,204,453 10,890,504 12,197,870 12.0%
Interfund Dept. Service Charges 4,501 ,598 3,588,741 3,306,098 3,740,378 13.1%
Other Revenue 3,409,662 3,339,374 2,935,478 3,774,700 28.6%
Interfund Transfers 24,006,355 32,677,791 41,067,676 22,664,200 -44.8%
Total Other Revenue 45,514,618 56,139,836 64,332,066 50,656,010 -21.3%
Total New Revenues 154,770,339 178,803,192 218,324,600 219,545,195 0.6%
Budget at a Glance
2-10
Expenditure Over Time
Expenditure Over Time
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Salaries and Wages
Salaries 40,557,551 42,359,568 46,476,091 53,565,871 15.3%
Overtime 2,008,369 2,322,724 2325 877 2,420,759 4.1%
Total Salaries and Wages 42,565,920 44,682,292 48,801,968 55,986,630 14.7%
Personnel Benefits
Retirement/FICA 3,817,650 4,372 511 5,838,678 6962503 19.2%
Medical and Employee Insurance 15,836,101 17,991,468 20,886,596 24881,306 19.1%
Total Personnel Benefits 19,653,751 22,363,979 26,725,274 31,843,809 19.2%
Supplies
Operating Supplies/Equipment 4,196,592 4,779,921 5,855,663 5,060,288 -13.6%
Other Services and Charges
Professional Services 12,212,347 12,920,620 15,079,219 15,786,755 4.7%
Operating Rentals and Leases 3,220,921 3,233,504 3,805,314 345 657 -90.9%
Property/Liability Insurance 3,340 173 3,178 942 2,710,469 3293 576 21.5%
Public Utility Services 11,146,412 11,995,911 12,577 677 13,361,745 6.2%
Operating Services and Charges 3,259,660 3,774,102 4,148,817 4,448 476 7.2%
Total Other Services and Charges 33,179,513 35,103,079 38,321,496 37,236,209 -2.8%
Intergovernmental Services
Total Intergovernmental Services 5,315,323 5,930,497 6,498,570 8,045,675 23.8%
Capital Outlay
Land, Buildings, and Equipment 14,165,557 18,510,852 48,506,857 38,140,740 -21.4%
Construction 7,200,487 8,556,374 33,310,300 30,278,671 -9.1%
Total Capital Outlay 21,366,044 27,067,226 81,817,157 68,419,411 -16.4%
Debt Service(Principal and Interest)
Principal 3,924,737 4,348,970 4,545,871 5,696,948 25.3%
Interest and Related Debt Costs 3,475,473 3,829 184 4,343,975 5 206 204 19.8%
Total Debt Service 7,400,210 8,178,154 8,889,846 10,903,152 22.6%
Interfund Payments and Transfers 18,720,720 15,784,033 29,044,803 29,313,185 0.9%
Total Committed Expenditures $152,398,073 $163,889,181 $245,954,777 $246,808,359 0.3%
Budget at a Glance
,� 2-11
Fund Groups
Internal Serv/Fiduciary
11%
Enterprise
31% Gen Go
General
38% Government unity Services
by 17,616,600 Streets
Department j ` $8,705,656
Fire
$17,646,245
City Services
$22,260,955
Police
$24,593,327 Deb &Transfer out
4,269,400
Capital Project Special Rev/Debt Sery
19% 1%
2008 Budget
General Government 95,092,183
Special Revenue 2,151,119
Debt Service 548,750
Capital Project 46,209,900
Enterprise: Utilities 70,500,988
Airport 3,258,192
Golf Course 2,738,431
Internal Service 25,800,989
Fiduciary 507,807
Total Committed Expenditures $246,808,359
Budget at a Glance
2-12
ww
Employment History— City of Renton
800
kv 700 ■Administrative
600 ■Community Services
N 500
Li ❑Enterprise/Utilities
LL 400
c ■Planning/Bldg/Public
300 Works
200
■Fire&Emergency Svcs
-
'Irs
100 ■Police
0
2004 2005 2006 2007 2008
Actual Actual Actual Budget Budget
2007 Original Budget Staffing Count 638.0 FTE's
2007 Staffing Changes (3.0 FTE's)
Administrative added one limited term position and one position from Fire
Planning/Building/Public Works added one position to Development Services
Fire and Emergency Services added one position and moved one position to FIS
2008 Staffing Changes (106.3 FTE's)
Administrative added 19 positions
Community Services added 8.5 positions
Enterprise/Utilities added 16.4 positions
Planning/Building/Public Works added 18.4 positions
Fire and Emergency Services added 13 positions
�,. Police added 31 positions
2008 Budget Staffing Count 747.3 FTE's
r.► The total authorized FTE count for the City is 747.3 regular full-time, part-time and limited term
positions. Refer to the Operating Section for additional detail.
Budget at a Glance
2-13
This page is intentionally left blank
2-14
Renton Results
r
a
z
R
A Community Accountability Program
ton Results
Safes
Health
. .
LivableRepresentative
Government
Introduction
Renton Results is the City of Renton's performance management initiative. The primary goal is
to:
Clearly illustrate the services provided by the City of Renton including the purpose of the
service, the resources needed to provide the service and the results of the service efforts in
order to enable policy decisions and provide accountability to the community.
+r.
A key objective of the program is to characterize the City's efforts from a citizen's perspective.
Traditionally, city budgets are illustrated using a city's organizational structure. This section of
the budget will illustrate budgeted resources in alignment with the services the City provides.
This is the inaugural year of the Renton Results program. Ultimately, the program will provide a
complete continuum of accountability. This is illustrated below:
Renton Results
3-1
Define
Services
Evaluate
•
ResourcesResultsMeasure Assign
Results
In our first effort to provide this perspective to the City's budget, staff has defined services and
described results these services are designed to achieve. Additionally, staff has recommended
the resource allocations to the service needs based on our expertise within each service area and
on historic data. It is a goal to engage the community in discussion about City services,
priorities, expected results and meaningful ways for the City to communicate with the
community about results.
Mission: The City of Renton, in partnership and communication with residents, businesses, and
schools, is dedicated to:
■ Providing a healthy, welcoming atmosphere where citizens choose to live, raise families,
and take pride in their community
ori
■ Promoting planned growth and economic vitality
■ Creating a positive work environment
■ Meeting service demands through innovation and commitment to excellence
Values of the City of Renton are:
♦ Accountability
♦ Excellence
♦ Integrity
♦ Service
Renton Results
3-2
r
.r
Description of the Renton Results program
The program will characterize services the City provides at various levels of summarization.
The chart below illustrates the structure and terminology used by the Renton Results program.
City Service Area
Core Services
-� Budget Level Programs / Projects
Activities
Vision/ Mission /Values
r.
Renton Results is built on the City's longstanding vision, mission and values. These have been
key elements of the City's Business Plan for several years (see the"Business Plan").
City staff is engaged in many day-to-day activities related to the services the City ultimately
provides. While record keeping exists at the "Activity" level, this budget illustrates City services
at the"Program"or"Project" level. The budget summarizes programs and projects into"Core
Ow Services,"which are further summarized into "City Service Areas."
Programs are often supported by multiple City departments. For instance, a special event
requires effort by many disparate work units to ensure the event's success. The resources
required for that program will be illustrated in this section of the budget. In another example, the
City's REACT nuisance abatement(code enforcement)program involves staff cooperation from
four divisions in the City. You can't find the full "REACT"program in the traditional budget.
This effort will be illustrated as a program of the City in this new section of the budget.
Renton Results
3-3
so
is
City Service Areas
The City provides facilities and services within five basic areas. These are Safety &Health, 0
Mobility, Livable Community, Utilities & Environment and Representative Government(further
described on the next page). This chart describes the percent of total City resources dedicated to
each of these service areas as well as to internal support programs.
Percent of Total Resources by City Service Area
Internal Support
14% Safety&Health
/ 25%
Representative Government
4%
Mobility
20%
Utilities&Environment
30% Livable
Community
10%
i
This chart describes the percent of discretionary City resources dedicated to each of these service
areas as well as to internal support programs
Percent of Discretionary Resources by City Service Area
Representative Government
11% Internal Support
0%
Livable Environment
Community 0%
15%
t
a
Mobility
5%
Safety&Health
69%
i
a
Renton Results
3-4
These service areas are described as follows:
Safety& Health: Through pro-active services and programs, the City strives to make Renton a
safe and healthy community.
Mobility: The City plans, constructs and maintains systems such as roadways, sidewalks, trails,
r. paths, and related components, to enable residents, visitors, employees, as well as freight and
commercial activities to move in, around and through the City efficiently and safely.
Livable Community: The City provides and promotes programs and amenities that address
community needs making Renton a place where people want to live, work, play, and visit.
Utilities & Environment: The City strives to protect the environment and empowers its citizens
to be engaged in sustainability programs.
Representative Government: The City promotes community engagement in policy
development and access to fair individual representation in community and personal matters
Internal Support: The City provides services that enhance the ability of the organization to
function efficiently and effectively.
It is also important to note, that Core Services and Programs are intrinsically connected to one
.. another. For instance, "Land Use" is primarily considered a program contributing to a"Livable
Community."However, how land is developed in the City significantly impacts Safety & Health,
Mobility, and the Environment. Likewise, the City's recreation programs foster a healthy
r. population, which in turns lowers community risk and contributes to the overall Safety &Health
of the City.
r
Notes about the relationship between Renton Results and the rest of the budget document:
Renton Results program expenses and performance. As a result, the dollar amounts are not
easily traceable between Renton Results and the traditional budget. Within Renton Results we
have eliminated transfers and the double counting that occurs in traditional budgeting. For
example, we have not included amounts in Renton Results for the City's internal service funds
(those funds that only provide service to other City departments with resources transferred from
the departments which receive the service). Consequently, the total resources for the 2008
Renton Results program budget total $185,709,609 as compared to the total appropriations of
$223,702,220. A financial reconciliation of the two budget perspectives is available in the
Finance Department.
The table below illustrates each program as defined in Renton Results and the City departments
' that have expenditures in that program.
Renton Results
' 3-5
Alignment of City Departments and Renton Results Programs (page 1 of 3)
HR Fire Comm.
Departments Legislative AJIS EDNSP FIS &RM Police &ES Svcs. PBPW Other '
Programs
Safety&Health
Community Risk Reduction
Crime Prevention Education X
Emergency Management X X X
Hazard Mitigation X X
Youth/Teen Programs X
Enforce Laws/Regulations
Code Compliance X X X X
Criminal Prosecution X X
Investigations X X
Jail Services X
Pro-Active Patrol X X
Re-Active Patrol I X X
Technical Services X X
Traffic Enforcement X
Human Services ]
Coordinate Funding/Service X X
Housing Repair X
Information&Referral X
Incident Response
Incident Management X X X
Incident Recovery X X
Incident Response X X X
Representative Government
Citizen Engagement
Community Outreach&
Communication X X X X
Corporate&Community
Partnerships X X
Volunteer Opportunities X X
Civic Leadership
Policy Development&
Implementation X X X
Due Process
Administrative X X
Judicial X X
Fiscal Accountability
Fiscal Accountability X X
Representation
Boards&Commissions X X
Regional Involvement X X '
Renton Results
3-6 '
Alignment of City Departments and Renton Results Programs (page 2 of 3)
HR Fire Comm.
Departments Legislative AJLS EDNSP FIS &RM Police &ES Svcs. PBPW Other
Programs
Livable Community 1
ADA Accessibility
ADA Accessibility in City Facilities X
Arts and Culture
Educat ion X
M use un X
Performing Arts X
Public Art X
Sister Cities X
Economic Development
Economic Development X X X
Land Use
Development Services X X
Strategic Planning X X X
U braxy
Education X
Materials X
Programs i X
^� Neighborhoods
Neighborhoods X X
Parks
Management&Maintenance X
Planning X X
Recreational Opportunities
Aquatics&Water Safety X
Community Wellness X
Golf Course X
Recreation Programs X
Special Events
Coordination X X
Management X
Mobility
Airport
Operations X
Planning,Design&Construction X
Streets,Sidewalks and Trails
Bridge Inspection&
M aintenance X
Sidewalk Program X
Street Maintenance X
Traffic Operations X
Trail Planning,Development
&M aintenance X X
Transportation Planning
&Programming
Design&Construction X X
Resolve Traffic Problems X
Transit Coordination X
Renton Results
3- 7
Alignment of City Departments and Renton Results Programs (page 3 of 3) '
HR Fire Comm.
Departments Legislative AJLS IDNSP FIS &RM Police &FS Svcs. PBPW Other '
Programs
Utilities&Environment
Stewardship ,
Education X
Environmental Review X X
Environmental Compliance X X
Open Space '
Manage and Maintain X
Planning X
Utility Systems
Low Impact Landscape Maint X
Solid Waste X
Surface Water Operations X
Planning Design&Construction X X
Wastewater Operations X
Water System Operations X
Internal Support
Asset Management&Protection
Facilities X
Fleet X X
Property Management X X
Employee Services
Compensation&Classification X
Employee Benefits X X
Employee Relations X X X
Resource Development X
Recruitment&Selection X
Training&Development X X X
Workplace Health&Safety X X
Fiscal Operations
Fiscal Operations X
Legal Services 1W
General Legal X
Representation in
Administrative Legal M atters X X
Representation in Civil Courts X
Public Records&Access
Public Records&Access X X
Risk Management
Risk M anagcmcnt X X X
Technology Services
Data and Database Management X X
go
Renton Results
3-8
saws
Through pro-active services and programs,the City strives to make Renton a safe and healthy community.
Community Risk Reduction
Programs that seek to prevent unnecessary risks,minimize the occurrence of,and reduce the City's vulnerability to risks that
cannot be prevented.
Crime Prevention Education $10,39
Emergency Management $698,3111
Hazard Mitigation 1,7 5,721
Youth and Teen Programs 802,249
200K 600K 1,000K 1,40OK
400K BOOK 1,20OK 1,60OK
Crime Prevention Education 111.00
Result:Community based programs designed to reduce risk factors associated with criminal activity.
2005 2006 2007 2008
Budget: $9,200 $9,361 $9,575 $10,391
Staffing: 0.10 0.10
Contributing Departments:
Crime Prevention Educa
000 GENERAL
008 POLICE DEPARTMENT
Indicators:
Percentage of citizens participating in a community block watch
Goal:10%increase
Quality of community crime prevention programs as judged by attendees
Goal:90%satisfaction score
Percentage of security reviews implemented by commercial businesses
Goal:100%completion rate
Percentage of Technical Advisory Reports reviewed
Goal:100%completion rate
Number of apartment complexes implementing the Crime Resistant Multi-Housing Program
Goal:100%
Discussion: N/A
2007 2008
Program Revenue: Crime Prevention Education 28,600 57,200
Renton Results
3-9
Safety and Health
Through pro-active services and programs,the City strives to make Renton a safe and healthy community. ,
Emergency Management 112.00
Result:Citizens and employees prevent emergencies,prepare for,respond to,and recover from emergencies that are not
preventable.
2005 2006 2007 2008 '
Budget: $497,945 $550,995 $860,561 $698,361
Staffing: 4.64 4.66
Contributing Departments:
Emergency Management
000 GENERAL
009 FIRE DEPARTMENT
001 COMMUNITY SERVICES ,
020 COMMUNITY SERVICES DEPARTMENT
5760 PARK MAINTENANCE
0010 COM SVCS/PARKS MAINTENANCE
201 1997 LIM GO BONDS-CITY HALL
033 DEBT SERVICES
Indicators:
Percentage of City government department-level emergency plans developed and/or revised and/or deemed effective in a
four-year period
Goal:100%
Number of neighborhood groups that have mapped their disaster-relevant resources and special needs
Goal:12
Number of citizens receiving CPR training
Goal:5%growth/year 2005 2006 2007 2008
563 638
Discussion: N/A
2007 2008
Program Revenue:
Hazard Mitigation 113.00
Result:Minimize the impact of natural and human caused hazards in the community.
2005 2006 2007 2008
Budget: $978,604 $1,252,858 $1,417,066 $1,705,721
Staffing: 7.90 7.96
Contributing Departments:
Hazard Mitigation
000 GENERAL ,
009 FIRE DEPARTMENT
003 STREETS
016 PLNG/BLDG/PUB WKS TRANSP SYS
317 CAPITAL IMPROVEMENT FUND
016 PLNG/BLDG/PUB WKS TRANSP SYS
Renton Results
3-10
Safety and Health
SaI4 eo MeaM
Through pro-active services and programs,the City strives to make Renton a safe and healthy community.
Indicators:
Number of inspections by fire inspectors,calculated by inspection unit
Goal:300/year 2005 2006 2007 2008
3438 3505
Percentage of fire code permits issued within 15 days of application to applicants compliant with fire code
Goal:90%
Percentage of fire code violations resolved within established time frames
Goal:90% 2005 2006 2007 2008
97% 97% 98%
Discussion: N/A
2007 2008
Program Revenue: Hazard Mitigation 192,800 874,000
Youth and Teen Programs 114.00
Result:Provide opportunities and safe places to engage youth and teens with a balanced system of recreation activities.
2005 2006 2007 2008
Budget: $632,069 $688,532 $760,401 $802,249
Staffing: 3.95 3.95
Contributing Departments:
Youth and Teen Program
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5760 PARK MAINTENANCE
0020 AQUATICS
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
0020 RECREATION SERV
5750 RECREATIONAL FACILITIES
0028 CARCO THEATRE
0050 COMMUNITY CENTER
0052 COMM CTR TEMP Prr
0053 COMM CTR INSTRUCTOR P/T
Indicators:
Expand youth and teen outreach
Goal:10%growth per year
Satisfaction of sport and day camp participants
Goal:4.0 or above
Quality of program experiences
Goal:4.0 or above
Discussion: N/A
2007 2008
Program Revenue:
Renton Results
3-11
Safety and Health
i
Sa,*a"d meam
Through pro-active services and programs,the City strives to make Renton a safe and healthy community.
Enforce Laws and Administrative Regulations
Holding people accountable to act and interact in ways consistent with the community common good.
Code Compliance/REACT $1,7 8,40
Criminal Prosecution 51,2 F7, 9 i
Fire and Emergency Technical Services
Investigations ,42 ,195 ,
Jail Services 6, 10, 6
Pro-Active Patrol 7,00 ,97
Re-Active Patrol 8,171,9 8
Traffic Enforcement 1,99 ,42
1,000K 3,O00K 5,000K 7,000K
2,OOOK 4,000K 6,OOOK 8,000K
Pro-Active Patrol 120.00 ,
Result: Respond to known problem areas using crime analysis information to suppress crime.
2005 2006 2007 2008
Budget: $4,894,607 $5,669,273 $6,012,975 $7,001,972
Staffing: 36.66 36.66
Contributing Departments:
Pro-Active Patrol
000 GENERAL
005 NON-DEPARTMENTAL
008 POLICE DEPARTMENT
201 1997 LIM GO BONDS-CITY HALL
033 DEBT SERVICES
Indicators:
Increase arrests and successful prosecution of repeat offenders
Goal:Being developed
Reduce the number of UCR Class I property crimes per thousand population
Goal:10%reduction
The number of violent crimes committed per thousand population will be below the national rate
Goal:Not greater than 423 per 100.000 population
Discussion: N/A
2007 2008
Program Revenue: Pro-Active Patrol 360,820 1,317,800
c
Renton Results
3-12 '
Safety and Health
sale�andm
Through pro-active services and programs,the City strives to make Renton a safe and healthy community.
Re-Active Patrol 121.00
Result:Uniformed police response to criminal activity or emergency events that have occurred.
2005 2006 2007 2008
Budget: $5,536,283 $6,311,914 $6,527,352 $8,171,938
Staffing: 37.76 37.76
Contributing Departments:
Re-Active Patrol
000 GENERAL
005 NON-DEPARTMENTAL
008 POLICE DEPARTMENT
201 1997 LIM GO BONDS-CITY HALL
033 DEBT SERVICES
215 GEN GOVT MISC DEBT SERV
033 DEBT SERVICES
316 MUNICIPAL FACILITIES CIP FUND
008 POLICE DEPARTMENT
Indicators:
Increase feeling of community safety,judged through citizen surveys
Goal:Annual survey
Maintain an average response time of:3.50 minutes for Priority I calls
Goal:3.5 minutes
Maintain an average response time of:8.00 minutes for Priority II calls
Goal:8.0 minutes
Maintain an average response time of:12.00 minutes for Priority III calls
Goal:12.0 minutes
Maintain an average response time of:24.00 minutes for Priority IV calls
Goal:24.0 minutes
Achieve a 25%case clearance ratio of all UCR Class I crimes
Goal:25%
Discussion: N/A
2007 2008
Program Revenue: Re-Active Patrol 42,500 154,000
Investigations 122.00
Result:Conduct criminal investigations as a result of self-initiated activity or as a follow-up investigation that originated in the
Police Department.
2005 2006 2007 2008
Budget: $1,665,560 $1,872,638 $1,988,104 $2,421,195
Staffing: 15.38 15.40
t;
Renton Results
3-13
Safety and Health
sale&l a,admeam
Through pro-active services and programs,the City strives to make Renton a safe and healthy community.
Contributing Departments:
Investigations
000 GENERAL
008 POLICE DEPARTMENT
009 FIRE DEPARTMENT
Indicators: ,
Maintain 80%clearance ratio of cases assigned
Goal:80%
Reduce the number of items in property room inventory by 10%each year
Goal:10%reduction/year
Recover 65%of the value of stolen property each year
Goal:65%
Discussion: N/A
2007 2008
Program Revenue:
Traffic Enforcement 123.00
Result: Enforcement and education of traffic laws to provide a safe and orderly flow of traffic throughout the City.
2005 2006 2007 2008
Budget: $1,336,160 $1,522,048 $1,613,915 $1,994,428
Staffing: 12.12 12.12
Contributing Departments:
Traffic Enforcement
000 GENERAL
008 POLICE DEPARTMENT
Indicators:
Achieve a 75%case clearance ratio of all collisions where a crime was determined to have been committed
Goal:75%
Based on speed studies conducted by Traffic Engineering,the average motor vehicle speed does not exceed the posted
speed limit by 20%,80%of the time ,
Goal:Maintain safe and orderly streets
Generate sufficient revenue from photo enforcement to cover the costs of the program
Goal:—100% ,
Investigate 80%of all traffic collisions during the hours that the Traffic Unit is on duty
Goal:80%
Discussion: N/A
2007 2008
Program Revenue:
Renton Results
3-14
Safety and Health
Sale&l affd A
Through pro-active services and programs,the City strives to make Renton a safe and healthy community.
Jail Services
124.00
Result:Maintain a safe and securejail facility to detain persons who are in lawful custody.
2005 2006 2007 2008
Budget: $3,593,360 $4,034,448 $4,936,559 $6,210,496
Staffing: 31.12 31.12
Contributing Departments:
Jail Services
000 GENERAL
008 POLICE DEPARTMENT
Indicators:
Average daily population of jail is within built capacity
Goal:full capacity
At least 25%of inmates are placed on Home Detention
Goal:—25%
At least 3,000 bookings are handled by the jail annually
Goal:3.000/year
Discussion: N/A
2007 2008
Program Revenue: Jail Services 515,584 1,525,600
Criminal Prosecution 125.00
Result:Review,prepare,and present cases to municipal court.
2005 2006 2007 2008
Budget: $864,199 $964,481 $1,019,120 $1,277,449
Staffing: 6.40 6.40
Contributing Departments:
Criminal Prosecution
000 GENERAL
006 CITY ATTORNEY
008 POLICE DEPARTMENT
Indicators:
Timely filing and thorough pursuit of charges for alleged violations of law
Goal:80%of departments surveyed
Community members report increased perception of safety from resolution of criminal cases
Goal:80%of residents
Discussion: N/A
2007 2008
Program Revenue:
Renton Results
3-15
Safety and Health
Sale*mzd AwM
Through pro-active services and programs,the City strives to make Renton a safe and healthy community.
Code Compliance/REACT 126.00
Result:Resolve chronic nuisance and criminal activity using code enforcement,education,training,community,and
economic development tools.
2005 2006 2007 2008
Budget: $1,210,914 $1,356,153 $1,444,387 $1,798,403
Staffing: 12.23 12.24
Contributing Departments:
Code Compliance/REAC
000 GENERAL
006 CITY ATTORNEY
007 PLNG/BLDG/PUB WKS DEV SERVICES
008 POLICE DEPARTMENT
009 FIRE DEPARTMENT
015 PLNG/BLDG/PUB WKS ADMINISTRA
Indicators:
Prompt contact will be made with code compliance complainants.
Goal:Contact will be made within 1 day 90%of the time.
Code compliance complaints will be resolved promptly by voluntary compliance.
Goal:At least 65%of the time.
Code compliance requests will be resolved promptly through voluntary compliance or court action.
Goal:Within 60 days 90%of the time.
Discussion: N/A
2007 2008
Program Revenue: Code Compliance/REACT 0 0
Fire and Emergency Technical Services 127.00
Result:Assist citizens and repsonsible parties to reduce the creation of potential new fire or emergency hazards in the
community.
L
2005 2006 2007 2008
Budget: $570,723 $640,993 $768,907 $686,263 '
Staffing: 4.88 4.92
Contributing Departments:
Fire and Emergency Tec
000 GENERAL
009 FIRE DEPARTMENT
201 1997 LIM GO BONDS-CITY HALL
033 DEBT SERVICES
Indicators:
Number of construction plans completed within 15 days,90%of the time
Goal:100% 2005 2006 2007 2008
877 876 .
Percentage of hazmat facilities receiving annual inspection
Goal:100% 2005 2006 2007 2008
100% 100% 100%
The number of citizens contacted during awareness campaigns
Goal:5%increase/year
Discussion: N/A
Renton Results
3-16
Safety and Health
sa *aa Meam
Through pro-active services and programs,the City strives to make Renton a safe and healthy community.
2007 2008
Program Revenue:
w.
f
1
1
t
Renton Results
' 3-17
Safety and Health
Se�&*a ad Me'a&h
Through pro-active services and programs,the City strives to make Renton a safe and healthy community.
Human Services
In partnership with the community,helps to provide services,resources,and opportunities so that residents have food,
clothing,and shelter,and are healthy and safe.
Coordinate Funding/Service Provision $1,400,0 7
Repair 3
Housing epa , 77
t
Information and Referral 114 772
200K 600K 1.000K 1,400K
400K 800K 1,200K
Coordinate Funding/Service Provision 141.00
Result:Coordinate with other funders,service providers,and organizations to facilitate an effective and efficient service
delivery system.
2005 2006 2007 2008
Budget: $1,037,499 $1,087,940 $1,177,475 $1,400,097
Staffing: 2.58 2.58
Contributing Departments:
Coordinate Funding/S
000 GENERAL
005 NON-DEPARTMENTAL
020 COMMUNITY SERVICES DEPARTMENT
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
004 COMM DEV BLOCK GRANT FUND
020 PARKS DEPARTMENT
219 1989 UNLIM GO BONDS-SR HSING
033 DEBT SERVICES
Indicators:
Renton residents have equal access to high quality,culturally competent services.
Goal:100%
Eligible agencies funded by multiple cities will have one contract for all participating SKC cities.
Goal Renton will be lead city for 30%of ioint contracts.
Funded programs make measurable progress toward Renton results.
Goal:90%of funded agencies will meet 100%of annual
og als.
Discussion: N/A
2007 2008
Program Revenue: Coordinate Funding/Service Provision 521,000 1,189,000
Renton Results
3-18
Safety and Health
saw aa MeaM
Through pro-active services and programs,the City strives to make Renton a safe and healthy community.
Information and Referral 142.00
Result:Provide resource and referral information connecting people with appropriate community resources and services.
2005 2006 2007 2008
Budget: $68,705 $84,548 $98,016 $114,772
Staffing: 0.37 0.37
Contributing Departments:
Information and Referr
000 GENERAL
020 COMMUNITY SERVICES DEPARTMENT
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
Indicators:
Percentage of people who feel they are informed of existing resources
Goal:Being developed
Percentage of people who are familiar with 2-1-1
Goal:Being developed
Discussion: N/A
2007 2008
Program Revenue:
Housing Repair 143.00
Result:Administer Housing Repair Assistance Program to service housing health and safety needs for low-income
households.
2005 2006 2007 2008
Budget: $306,849 $290,098 $318,790 $443,177
Staffing: 2.38 2.38
Contributing Departments:
Housing Repair
000 GENERAL
020 COMMUNITY SERVICES DEPARTMENT
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
004 COMM DEV BLOCK GRANT FUND
020 PARKS DEPARTMENT
Indicators:
Percentage of homeowners that increased their feeling of safety or overall health after repairs were completed.
yr Goal:80%or above
Homeowner survey of service provided by program.
Goal:4.0 or above
r
Discussion: N/A
Renton Results
3-19
Safety and Health
Sam asld j&am
Through pro-active services and programs,the City strives to make Renton a safe and healthy community.
2007 2008
Program Revenue: Housing Repair 280,914 1,678,800
t
t
t
t
t
t
I
t
Renton Results
3-20
Safety and Health
saw acrd J&aM
Through pro-active services and programs,the City strives to make Renton a safe and healthy community.
Incident Response
The movement of appropriate resources to requests for service for incidents,emergencies and disasters to minimize the loss
of life and property to those affected.
Incident Management $1,204,312
Incident Recovery 15,
Incident Response 12,016,383
2,000K 6,000K 10,000K
4,000K 8,000K 12,000K
Incident Response 130.00
Result:Enhance the capability of the City to respond efficiently and effectively to requests for assistance as a result of
incidents and emergencies.
2005 2006 2007 2008
Budget: $8,996,150 $9,840,415 $10,168,743 $12,016,383
Staffing: 68.04 68.59
Contributing Departments:
Incident Response
000 GENERAL
005 NON-DEPARTMENTAL
009 FIRE DEPARTMENT
003 STREETS
019 PLNG/BLDG/PUB WKS MAINT SYS
215 GEN GOVT MISC DEBT SERV
033 DEBT SERVICES
Indicators:
Percentage of responses to level one(life threatening)emergencies that occur within five(5)minutes of receipt of the alarm
Goal:60% 2005 2006 2007 2008
62% 63% 60%
Percentage of responses to working fire incidents that receive a first alarm assignment of a minimum of 15 personnel within
nine(9)minutes of receipt of the alarm
Goal:50% 2005 2006 2007 2008
21%
Percentage of the time that the department is at full staffing in the Response Operations section
Goal: 100% 2005 2006 2007 2008
100% 100% 100%
Discussion: N/A
Ir.
2007 2008
Program Revenue: Incident Response 1,300,000 2,800,000
Irr
Renton Results
' 3-21
Safety and Health
Sam a&d MeaM
Through pro-active services and programs,the City strives to make Renton a safe and healthy community.
Incident Management 131.00
Result:Enhance the capability of the City to manage incidents and emergencies with the goal of safely stabilizing the
incident itself.
2005 2006 2007 2008
Budget: $888,891 $985,720 $1,070,216 $1,204,382
Staffing: 6.68 6.73
Contributing Departments:
Incident Management
000 GENERAL
009 FIRE DEPARTMENT
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
003 STREETS
019 PLNG/BLDG/PUB WKS MAINT SYS
Indicators:
Percentage of time the evaluation of events,incidents and emergencies is compliant with the National Incident Management
System.
Goal:100%
Percentage of basic life support patients transported by fire-emergency services units to medical facilities within 60 minutes of
receipt of incident
Goal:80%
Percentage of incidents receiving follow-up survey results indicating satisfaction with services received
Goal:5%of total incidents
Discussion: N/A
2007 2008
Program Revenue:
Incident Recovery 132.00
Result:Enhance the capability of the City to return the City,businesses,and residents to a condition that is as close as
possible to their pre-incident condition.
2005 2006 2007 2008
Budget: $308,838 $330,697 $354,533 $415,558
Staffing: 2.91 2.93
Contributing Departments:
Incident Recovery
000 GENERAL
009 FIRE DEPARTMENT
003 STREETS
019 PLNG/BLDG/PUB WKS MAINT SYS
r
Renton Results
3-22
Safety and Health
saw awdMeaW
Through pro-active services and programs,the City strives to make Renton a safe and healthy community.
Indicators:
Percentage of businesses experiencing a working incident where an investigator was called out that are contacted by incident
recovery team(s).
Goal:100%
Percentage of residential occupancies experiencing a working fire where an investigator is called out that are contacted by
incident recovery team(s).
Goal:100%
Discussion: N/A
2007 2008
Program Revenue:
Renton Results
3-23
Safety and Health
.Sam and `.�eaM
Through pro-active services and programs,the City strives to make Renton a safe and healthy community.
City Service Revenue and Expense Recap:
Safety and Health
2005 2006 2007 2008
Revenue: $2,513,900 $3,085,357 $3,242,218 $9,596,400
1
Expense: $33,396,556 $37,493,112 $40,546,695 $48,373,235
l
t
i
t
Renton Results
3-24
Safety and Health
✓ omw
The City plans,constructs,and maintains systems such as roadways,sidewalks,trails,paths,and related components,to
enable residents,visitors,employees,as well as freight and commercial activities,to move in,around,and through the City
efficiently and safely.
Airport
Provide an air transportation center that is managed,maintained,developed,and improved in a safe,responsible,
economically self-sufficient manner,and that provides facilities for Boeing aircraft production and for land and water-based
aircraft use by the public.
Airport Operations ;1,18 ,618
Airport Planning,Design,and :2,08 ,672
Construction
-
�r 1,200K 1,600K 2,000K
1,400K 1,800K
Airport Operations 231.00
Result:The Airport operates safely and efficiently for the traveling public.
2005 2006 2007 2008
Budget: $937,920 $946,564 $1,126,836 $1,185,618
Staffing: 0.47 0.47
Contributing Departments:
Airport Operations
003 STREETS
019 PLNG/BLDG/PUB WKS MAINT SYS
402 AIRPORT
016 PLNG/BLDG/PUB WKS TRANSP SYS
Renton Results
3-25
Mobility
�y�aku�
The City plans,constructs,and maintains systems such as roadways,sidewalks,trails,paths,and related components,to
enable residents,visitors, employees,as well as freight and commercial activities,to move in,around,and through the City
efficiently and safely.
Indicators:
Annually,have zero"down time"for navigational aids.
Goal:Burned out navigational bulbs replaced within 15 2005 2006 2007 2008
hours. 1 1
Daily,complete runway safety checks before 7:00 a.m.
Goal:100% 2005 2006 2007 2008
1 1
Daily,zero deadheads at seaplane dock for more than 24 hours.
Goal:100%deadheads removed near seaplane dock 2005 2006 2007 2008
daily. 1 1
Daily,zero bird strikes on airport.
Goal:Zero bird strikes at airport. 2005 2006 2007 2008
0 0
Respond to noise complaints within 48 hours.
Goal:100%response within 48 hours. 2005 2006 2007 2008
84% 90%
Annually,lease all 57 acres of airport property for highest use.
Goal:95%available ground leased. 2005 2006 2007 2008
48 52
Discussion: N/A
2007 2008
Program Revenue: Airport Operations 2,341,464 4,772,364
Airport Planning,Design,and Construction 232.00
Result:The Airport supports citywide economic development.
2005 2006 2007 2008
Budget: $72,740 $120,364 $1,627,331 $2,088,672
Staffing: 0.75 0.75
Contributing Departments:
Airport Planning,Desi
000 GENERAL
015 PLNG/BLDG/PUB WKS ADM INISTRA
422 AIRPORT CAPITAL IMPROVEMENT FUND
016 PLNG/BLDG/PUB WKS TRANSP SYS
Indicators:
Develop new hangars for medium piston and turbine aircraft.
Goal:Complete ALP in 2008. 2005 2006 2007 2008
0 1
Attract new jobs as market opportunities appear.
Goal:Complete ALP in 2008. 2005 2006 2007 2008
0 5
Complete Airport Layout Plan update.
Goal:Complete ALP in 2008.
Discussion: N/A
2007 2008
Program Revenue: Airport Planning,Design,and Construction 231,700 3,311,200
Renton Results
3-26
Mobility ,
✓ o"J*
The City plans,constructs,and maintains systems such as roadways,sidewalks,trails,paths,and related components,to
enable residents,visitors,employees,as well as freight and commercial activities,to move in,around,and through the City
efficiently and safely.
Streets,Sidewalks,and Trails
Design,construct,operate,and maintain the City's transportation system to assure the health and safety of the general
public,and to provide for the community's multi-modal mobility needs.
Bridge Inspection and Maintenance $4 0,028
Sidewalk Program $79 1,161
Street Maintenance J2,24 ,579
Traffic Operations 12,923,11W
Trail Planning,Development,and 12,2
Maintenance
800K 1,600K 2,400K
1,200K 2,000K 2,800K
Street Maintenance 210.00
Result:Maintain existing City streets and transportation infrastructure.
2005 2006 2007 2008
Budget: $1,6139059 $1,685,048 $1,813,739 $2,240,579
Staffing: 14.33 14.33
Contributing Departments:
Street Maintenance
000 GENERAL
015 PLNG/BLDG/PUB WKS ADMINISTRA
003 STREETS
019 PLNG/BLDG/PUB WKS MAINT SYS
Indicators:
Maintain a street O.C.I rating of 80%or above.
Goal:Maintain a minimum OCI of 80 for City streets 2005 2006 2007 2008
82 82.4 81
Number of paid claims for car damage due to road failure.
Goal:Number of paid claims equal or less than previous
year.
Annual square footage of road repairs.
Goal:Minimum 300.000 square feet. 2005 2006 2007 2008
372,287 513,863
Discussion: N/A
2007 2008
Program Revenue: Street Maintenance 904,454 6,282,380
Renton Results
3-27
Mobility
The City plans,constructs,and maintains systems such as roadways,sidewalks,trails,paths,and related components,to
enable residents,visitors, employees,as well as freight and commercial activities,to move in,around,and through the City
efficiently and safely.
Sidewalk Program 211.00
Result:Plan for,design,build,and maintain sidewalks along City streets.
2005 2006 2007 2008
Budget: $436,150 $556,635 $636,788 $792,161
Staffing: 3.25 3.25
Contributing Departments:
Sidewalk Program
003 STREETS
016 PLNG/BLDG/PUB WKS TRANSP SYS
019 PLNG/BLDG/PUB WKS MAINT SYS
317 CAPITAL IMPROVEMENT FUND
016 PLNG/BLDG/PUB WKS TRANSP SYS
Indicators:
Number of square feet of sidewalks constructed.
Goal:Being developed.
Number of square feet of sidewalks repaired.
Goal:Being developed.
Discussion: N/A j
2007 2008
Program Revenue:
Trail Planning, Development,and Maintenance 212.00
Result:A linked network of regional,community,and neighborhood trails that connect to public and major facilities in a safe,
accessible and well-maintained manner.
2005 2006 2007 2008
Budget: $161,389 $278,191 $338,771 $412,244
Staffing: 0.79 0.79
Contributing Departments:
Trail Planning,Develo
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5760 PARK MAINTENANCE
0010 COM SVCS/PARKS MAINTENANCE
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
003 STREETS
016 PLNG/BLDG/PUB WKS TRANSP SYS
317 CAPITAL IMPROVEMENT FUND
016 PLNG/BLDG/PUB WKS TRANSP SYS
Renton Results
3-28
Mobility
A /
The City plans,constructs,and maintains systems such as roadways,sidewalks,trails,paths,and related components,to
enable residents,visitors,employees,as well as freight and commercial activities,to move in,around,and through the City
efficiently and safely.
Indicators:
Satisfaction score on trail distribution in customer survery
Goal:3.5 or above
Percent population finds trails safe/accessible
Goal:80%or above
Quality,cleanliness,and appearance score on customer survey
Goal:3.5 or above
Discussion: N/A
2007 2008
Program Revenue:
Traffic Operations 213.00
Result:Improve traffic flow throughout the City.
2005 2006 2007 2008
Budget: $2,146,930 $2,274,225 $2,438,666 $2,923,150
Staffing: 14.40 14.40
Contributing Departments:
Traffic Operations
003 STREETS
016 PLNG/BLDG/PUB WKS TRANSP SYS
Indicators:
Percentage of signals converted to video detection from loop wire detection.
Goal:Being developed.
Percentage of signals converted to light emitting diodes(LED)from light bulb lamps in signal heads.
Goal:10 conversions in 2008.
Percentage of signals with uninterrupted power supply(UPS)for signals added.
Goal:Install 6 UPS units in 2008.
Percentage of accident reduction from red light running camera installations.
Goal:Being developed.
Percentage of City radio upgrades in City vehicles.
Goal:Being developed.
Discussion: N/A
2007 2008
Program Revenue:
Renton Results
3-29
Mobility
./ A*
The City plans,constructs,and maintains systems such as roadways,sidewalks,trails,paths,and related components,to
enable residents,visitors,employees,as well as freight and commercial activities,to move in,around,and through the City
efficiently and safely.
Bridge Inspection and Maintenance 214.00
Result:lnspect and maintain bridges within the City.
2005 2006 2007 2008
Budget: $171,550 $282,815 $341,926 $430,028
Staffing: 0.90 0.90
Contributing Departments:
Bridge Inspection and
003 STREETS
016 PLNG/BLDG/PUB WKS TRANSP SYS
019 PLNG/BLDG/PUB WKS MAINT SYS
317 CAPITAL IMPROVEMENT FUND
016 PLNG/BLDG/PUB WKS TRANSP SYS
Indicators:
Percentage of bridges with a sufficiency rating of 50 or more.
Goal:Being developed.
Percentage of bridges inspected on time.
Goal:Being developed.
Discussion: Sufficiency ratings range from 0(worst)to 100(best). A sufficiency rating of 50 or below,generally indicates some
kind of improvement is needed.
2007 2008
Program Revenue:
i
Renton Results
3-30
Mobility .�
The City plans,constructs,and maintains systems such as roadways,sidewalks,trails,paths,and related components,to
enable residents,visitors,employees,as well as freight and commercial activities,to move in,around,and through the City
efficiently and safely.
Transportation Planning/Programming
Design,coordination,and construction of roadway improvements to enhance mobility in a safe manner.
Design and Construction of Roadways $3 1,145,374
Resolve Trac Problems $ 17,3
Transit Coordination/CTR 15 917
4,0001( 12.000K 20,000K 28,000K
8,000K 16,000K 24,000K
Transit Coordination/CTR 220.00
Result:Work with transit agencies to provide optimal transit opportunities for the Renton community as well as manage the
commute trip reduction program for the City and its largest employers.
2005 2006 2007 2008
Budget: $158,245 $274,615 $336,236 $415,917
Staffing: 0.87 0.87
Contributing Departments:
Transit Coordination/
003 STREETS
016 PLNG/BLDG/PUB WKS TRANSP SYS
317 CAPITAL IMPROVEMENT FUND
016 PLNG/BLDG/PUB WKS TRANSP SYS
Indicators:
Percentage of Single Occupancy Vehicle(SOV)commuters City-wide.
Goal:77% 2005 2006 2007 2008
n%
Average Vehicle Miles Traveled(VMT).
Goal:13 miles 2005 2006 2007 2008
13
Percentage of new transit service hours added.
Goal:2%
Discussion: Percentage of SOV commuters will be based upon survey data of the City's CTR Employers—The goal is to reduce
the percentage of SOV commuters overtime. Average VMT is based on a one-way trip to work—The goal is to reduce the VMT to
work over time.
2007 2008
Program Revenue:
Renton Results
3-31
Mobility
-Mom&/
The City plans,constructs,and maintains systems such as roadways,sidewalks,trails,paths,and related components,to
enable residents,visitors, employees,as well as freight and commercial activities,to move in,around,and through the City
efficiently and safely.
Design and Construction of Roadways 221.00
Result:Design and build street and traffic improvements.
2005 2006 2007 2008
Budget: $8,737,017 $18,082,359 $35,459,753 $30,145,374
Staffing: 11.83 11.83
Contributing Departments:
Design and Constructio
000 GENERAL
015 PLNG/BLDG/PUB WKS ADM INISTRA
003 STREETS
016 PLNG/BLDG/PUB WKS TRANSP SYS
201 1997 LIM GO BONDS-CITY HALL
033 DEBT SERVICES
215 GEN GOVT MISC DEBT SERV
033 DEBT SERVICES
317 CAPITAL IMPROVEMENT FUND
016 PLNG/BLDG/PUB WKS TRANSP SYS
020 PARKS DEPARTMENT
318 SOUTH LAKE WASHINGTON INFRASTRUCTURE PRO
000 DEPARTMENT
007 PLNG/BLDG/PUB WKS DEV SERVICES
016 PLNG/BLDG/PUB WKS TRANSP SYS
018 PLNG/BLDG/PUB WKS UTILITY SYS
Indicators:
Percentage of Capital Improvement Program(CIP)completed.
Goal:80%
Percentage variance from total project budget.
Goal:100%within budget.
Discussion: N/A
2007 2008
Program Revenue: Design and Construction of Roadways 36,909,027 68,949,800
Resolve Traffic Problems 222.00
Result:ldentify and resolve chronic traffic problems through design and education.
2005 2006 2007 2008
Budget: $172,770 $174,317 $184,907 $217,350
Staffing: 1.60 1.60
Contributing Departments:
Resolve Traffic Proble
003 STREETS
016 PLNG/BLDG/PUB WKS TRANSP SYS
Renton Results
3-32
Mobility
The City plans,constructs,and maintains systems such as roadways,sidewalks,trails,paths,and related components,to
enable residents,visitors,employees,as well as freight and commercial activities,to move in,around,and through the City
efficiently and safely.
Indicators:
By review of High Collision Quarterly Reports produced by Traffic Engineering and Selective Traffic Enforcement by Police
Officers at those locations.
Goal:Reduce collisions 10%/year
Discussion: N/A
2007 2008
Program Revenue:
Renton Results
3-33
Mobility
The City plans,constructs,and maintains systems such as roadways,sidewalks,trails, paths,and related components,to
enable residents,visitors,employees,as well as freight and commercial activities,to move in,around,and through the City
efficiently and safely.
City Service Revenue and Expense Recap:
Mobility
2005 2006 2007 2008
Revenue: $10,182,500 $14,675,600 $40,386,645 $83,315,744
Expense: $14,607,770 $24,675,133 $44,304,954 $40,851,092
i
l
T
t
Renton Results
3-34
Mobility
The City provides and promotes programs and amenities that address community needs making Renton a place where people
want to live,work,play,and visit.
ADA Accessibility in City Facilities
Support construction of public facilities that are fully accessible,and adhere to all laws in design,remodeling,and marketing.
r�
ADA Accessibility in City Facilities
,72,4,6
40K 60K 80K 100K
50K 70K 90K
ADA Accessibility in City Facilities 395.00
Result:Support construction of public facilities that are fully accessible and adhere to all laws in design,remodeling and
marketing.
2005 2006 2007 2008
Budget: $52,920 $54,764 $58,972 $72,426
Staffing: 0.47 0.47
Contributing Departments:
ADA Accessibility in C
003 STREETS
019 PLNG/BLDG/PUB WKS MAINT SYS
Indicators:
All new and rehab work meets latest ADA standards for accessibility
Goal:100%
CIP contains two ADA upgrade projects per year
Goal:2
Rehab projects extend beyond building to full site access
Goal:100%
Discussion: N/A
2007 2008
Program Revenue:
Renton Results
3-35
Livable Community
Ai4ai% i�Q{ltfllllill
The City provides and promotes programs and amenities that address community needs making Renton a place where people
want to live,work,play,and visit.
Arts and Culture
Provide forums,facilities,and classes that enable a vibrant arts culture and community.
Arts Education 5,297
Museum $139,561
Performing Arts 22,029
Public Art 20,704
Sister Cities 30,29
40K 80K 120K
60K 100K
Public Art 350.00
Result:Incorporate public amenities such as art,fountains,or similar features into the design of public areas,major streets,
and gateways of the Urban Center.
2005 2006 2007 2008
Budget: $18,651 $25,473 $27,443 $20,704
Staffing: 0.11 0.11
Contributing Departments:
Public Art
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
0021 MUNICIPAL ARTS COMMISSION
Indicators:
Meet Master Plan goals annually
Goal:100%
Maintain Public Art per annual maintenance schedule
Goal:100%
Discussion: N/A
2007 2008
Program Revenue: Public Art 7,000 14,000
Performing Arts 351.00
Result:Provide opportunities to access the performing arts through the City's programs for the community.
2005 2006 2007 2008
Budget: $18,302 $31,947 $35,886 $22,029
Staffing: 0.22 0.22
Renton Results
3-36
Livable Community
.�lG!1C�e ��illll/1,l�
The City provides and promotes programs and amenities that address community needs making Renton a place where people
want to live,work, play,and visit.
Contributing Departments:
Performing Arts
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
Indicators:
Participant survey results
Goal:3.5 or above
Audience survey results
Goal:3.5 or above
Discussion: N/A
2007 2008
Program Revenue:
Museum 352.00
Res uIt:Preserve,document,interpret,and educate about the history of greater Renton in ways that are accessible to
diverse people of all ages.
2005 2006 2007 2008
Budget: $9,151 $118,511 $116,877 $139,561
Staffing: 1.01 1.01
Contributing Departments:
Museum
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
006 LIBRARY&MUSEUM
024 MUSEUM
Indicators:
Museum visitors
Goal:4%increase/year 2005 2006 2007 2008
2667 3080 3200 3400
Offsite activities(#s of people served)
Goal:5%increase/year 2005 2006 2007 2008
825 1165 1500 1700
Satisfaction with museum experience
Goal:3.0 or above 2005 2006 2007 2008
15 13 24 30
Research requests completed
Goal:100%completed 2005 2006 2007 2008
49 80 115 130
Discussion: Among the Museum's goals for 2007 was to increase its visibility among the public,a goal that is key to achieving
educational and quality of life outcomes. Higher outreach numbers(classroom visits,talks at public forums,participation in citywide
events)for 2006 and 2007 demonstrates staffs efforts to increase awareness about museum programs and services,as well as the
city's heritage.Higher visitors numbers and higher number of satisfied research requests indicate that staffs efforts are successful at
involving the public in programs and other heritage education activities. In addition,new exhibits this year-Fey's Roxy neon sign, ESL
exhibit,and improved coal mining exhibit-contributed to our efforts to offer the public more,and more diverse, heritage education.
Grants funding successfully raised this year for mission-related projects demonstrates staffs ability to responsibly manage the City of
Renton's contribution to our overall budget.
Renton Results
3-37
Livable Community
eQi/tilt"AffV
The City provides and promotes programs and amenities that address community needs making Renton a place where people
want to live,work,play,and visit.
2007 2008
Program Revenue:
Arts Education 353.00
Result:Engage and educate the community about art and culture through relevant programs,events,and exhibits.
2005 2006 2007 2008
Budget: $9,151 $27,366 $28,936 $25,297
Staffing: 0.21 0.21
Contributing Departments:
Arts Education
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
006 LIBRARY&MUSEUM
024 MUSEUM
Indicators:
Participant satisfaction survey
Goal:4.0 or above
Audience satisfaction survey
Goal:4.0 or above
Discussion: N/A
2007 2008
Program Revenue: Arts Education 44,000 176,000
Sister Cities 354.00
Resu It:Strengthen and form partnerships with international cities to promote the exchange of culture,ideas,and good will.
2005 2006 2007 2008
Budget: $9,151 $15,973 $25,488 $30,299
Staffing: 0.11 0.11
Contributing Departments:
Sister Cities
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5730 COMMUNITY RESOURCES&SPECIAL EVENTS
0010 ADMINISTRATION
0090 OTHER
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
Indicators:
Satisfaction level of participants involved in Sister City programs
Goal:4.0 or above
Discussion: N/A
Renton Results
3-38
Livable Community .,
The City provides and promotes programs and amenities that address community needs making Renton a place where people
want to live,work,play,and visit.
2007 2008
Program Revenue:
Renton Results
' 3-39
Livable Community
,1r11!�1�� �Qiltl<ltllft,l�
The City provides and promotes programs and amenities that address community needs making Renton a place where people ..
want to live,work,play,and visit.
Economic Development
A strong economy facilitates the creation of jobs and a full range of housing options for residents,the development of vibrant
business districts and other amenities to serve the community,and generates sufficient tax revenue to support City services.
Economic Development $2,1149,0119
1,200K 2,000K 2,800K
1,600K 2,400K
Economic Development 320.00
Result:The City works with existing and prospective property owners,developers,and businesses to expand the range of
housing options,diverse employment base,vibrant business districts,and healthy tax base.
2005 2006 2007 2008
Budget: $1,110,360 $1,185,267 $1,561,295 $2,049,019
Staffing: 4.80 4.80
Contributing Departments:
Economic Development
000 GENERAL
023 ECONOMIC DEVELOPMENT
110 SPECIAL HOTEL-MOTEL TAX
000 DEPARTMENT
215 GEN GOVT MISC DEBT SERV
033 DEBT SERVICES
316 MUNICIPAL FACILITIES CIP FUND
023 ECONOMIC DEVELOPMENT
Indicators:
Annual sales tax revenue grows at a rate higher than King County as a whole
Goal:2%or more
Increase the annual property tax revenue associated with new construction '
Goal:5%or more
No single employment sector exceeds 50%of the total number of jobs in the City
Goal:50%or less
Discussion: N/A
2007 2008
Program Revenue:
Renton Results
3-40
Livable Community r
zAlufe e"rn wz&1
The City provides and promotes programs and amenities that address community needs making Renton a place where people
want to live,work,play,and visit.
Land Use
Policies and regulations are considered,adopted,and enforced to ensure that development implements the adopted vision
for the community.
Development Services $4,09 ,608
Strategic Land Use Planning $1, 80,3 3
—
1,600K 2,400K 3,200K 4,000K
2,000K 2,800K 3,600K
Strategic Land Use Planning 310.00
Result:The City establishes a Comprehensive Plan and development regulations,and processes annexation proposals in
conformity with state law,consistent with community needs and values.
2005 2006 2007 2008
Budget: $750,553 $920,884 $1,097,688 $1,380,393
Staffing: 6.38 6.38
Contributing Departments:
Strategic Land Use Pla
000 GENERAL
023 ECONOMIC DEVELOPMENT
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5760 PARK MAINTENANCE
0010 COM SVCS/PARKS MAINTENANCE
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
003 STREETS
016 PLNG/BLDG/PUB WKS TRANSP SYS
t✓ 317 CAPITAL IMPROVEMENT FUND
016 PLNG/BLDG/PUB WKS TRANSP SYS
Indicators:
The achieved density of residential development maximizes zoned capacity
Goal:80%or greater
The citywide ratio of jobs to residential dwelling units is consistent with City goals
Goal:Within 20%of 2-to-1 target
Achievement of adopted annualized GMA target for residential housing growth
Goal:141 units/yr
Discussion: N/A
Renton Results
3-41
Livable Community
The City provides and promotes programs and amenities that address community needs making Renton a place where people
want to live,work,play,and visit.
2007 2008
Program Revenue: Strategic Land Use Planning 94,700 299,600
Development Services 311.00
Result:Assure conformance to City and national codes,and assist the public and the development community through the
regulatory process in a polite,professional,helpful manner.
2005 2006 2007 2008
Budget: $2,809,677 $3,080,449 $3,441,731 $4,094,608
Staffing: 33.88 33.88
Contributing Departments:
Development Services
000 GENERAL
007 PLNG/BLDG/PUB WKS DEV SERVICES
003 STREETS
016 PLNG/BLDG/PUB WKS TRANSP SYS
201 1997 LIM GO BONDS-CITY HALL
033 DEBT SERVICES
317 CAPITAL IMPROVEMENT FUND
016 PLNG/BLDG/PUB WKS TRANSP SYS
Indicators:
Percentage of inspections within 24 hours of request.
Goal:90%
Percentage of single family building permits approved within 2 weeks of application.
Goal:95%
Percentage of complex land use reviews completed within 12 weeks of application.
Goal:90%
Annual success at achieving completed projects that demonstrate quality development and meet the needs of the community.
Goal:Being developed.
Discussion: This program is a large multi-disciplinary group including current planning,building and public works permits and
inspections.
2007 2008
Program Revenue: Development Services 4,341,314 18,357,900
Renton Results
3-42
Livable Community
2'Ii%Aa� Camnuur�f
The City provides and promotes programs and amenities that address community needs making Renton a place where people
want to live,work,play,and visit.
Library
Provide library services and materials to help community residents obtain information that meets their personal,educational,
and professional needs.
Education(Library) $1,487,188
Materials(Library) $37 ,467
Programs(Library) 194,8(7
i
200K 600K 1,0001K 1,400K
400K 800K 1,200K
Materials(Library) 380.00
Result:Meet the informational,recreational,and intellectual needs and interests of adults and children in the community
through a well-rounded collection of materials in a variety of formats.
2005 2006 2007 2008
Budget: $283,860 $339,186 $390,417 $379,467
Staffing: 2.80 2.80
Contributing Departments:
Materials(Library)
006 LIBRARY&MUSEUM
021 LIBRARY DEPARTMENT
Indicators:
Quality of service score in customer survey(scale of 5)
Goal:4.0 or above
Percentage of time requested materials are on the shelf
Goal:70%
Discussion: N/A
2007 2008
Program Revenue: Materials(Library) 53,900 210,800
Programs(Library) 381.00
Result:Provide opportunities for the public to participate in diverse intellectual and recreational activities designed to meet
the needs of all age groups.
2005 2006 2007 2008
Budget: $70,965 $84,797 $97,604 $94,867
Staffing: 0.70 0.70
Renton Results
3-43
Livable Community
24"1%"1% e!lI11/jllwml r
The City provides and promotes programs and amenities that address community needs making Renton a place where people
want to live,work,play,and visit.
Contributing Departments:
Programs(Library) ,
006 LIBRARY&MUSEUM
021 LIBRARY DEPARTMENT
Indicators: '
Quality of Service score in customer survey(scale of 5)
Goal:4.0 or above
Satisfaction score in attendees'program evaluations ,
Goal:4.0 or above
Discussion: N/A
2007 2008 '
Program Revenue:
Education(Library) 382.00 '
Result:Provide materials and programs to support life-long learning,both formal and informal,and new immigrants;help
patrons learn how to use the library effectively.
2005 2006 2007 2008
Budget: $965,124 $1,153,233 $1,327,418 $1,487,188
Staffing: 9.52 9.52 '
Contributing Departments:
Education(Library)
006 LIBRARY&MUSEUM ,
021 LIBRARY DEPARTMENT
Indicators:
Quality of Service score in customer survey(scale of 5) A
Goal:4.0 or above
di
Satisfaction score in attendees'program evaluations
Goal:4.0 or above
Percent of time needed materials are on the shelf
Goal:70%
Discussion: N/A
2007 2008
Program Revenue:
Renton Results
3-44 ,
Livable Community
,Lkni% C'a�nhuu
The City provides and promotes programs and amenities that address community needs making Renton a place where people
want to live,work,play,and visit.
Neighborhoods
Consistent and positive neighbor-to-neighbor and neighbor-to-City communication and partnership builds a stronger
community.
Neighborhood Program $2 3,941
J
120K 200K 280K
160K 240K 320K
Neighborhood Program 340.00
Result:The City supports its neighborhoods with volunteer staff liaisons,grant programs,picnics,and by fostering resident
involvement.
2005 2006 2007 2008
Budget: $168,901 $173,957 $184,034 $223,941
Staffing: 1.08 1.08
Contributing Departments:
Neighborhood Program
000 GENERAL
023 ECONOMIC DEVELOPMENT
316 MUNICIPAL FACILITIES CIP FUND
023 ECONOMIC DEVELOPMENT
Indicators:
Increase the number of households served by recognized neighborhood associations
Goal:2%per year
Increase the number of attendees at neighborhood picnics
Goal:3%per year
Maintain a balanced ratio of expended grant dollars per capita
Goal:1-to-1
Discussion: N/A
2007 2008
Program Revenue:
Renton Results
3-45
Livable Community
,
Aim C'amnuuuf�
The City provides and promotes programs and amenities that address community needs making Renton a place where people
want to live,work,play,and visit.
Parks
Active and passive;community,neighborhood,and special use parks and other identified City-owned grounds and urban '
vegetation.
Management,Maintenance,and $2,683,320
Improvement
Planning,Acquisition,and Development $ 5,656
(Parks) ,
400K 1,200K 2,OOOK
BOOK 1,6OOK 2,400K
Planning,Acquisition,and Development(Parks) 390.00
Result:Improved,increased,and/or safer park and recreation opportunities that meet public demand;increased efficiency, ,
popularity,and/or safety,informed public,and efficient use of funds.
2005 2006 2007 2008
Budget: $156,598 $224,562 $389,825 $65,656
Staffing: 0.46 0.46
Contributing Departments:
Planning,Acquisition,
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5760 PARK MAINTENANCE
0010 COM SVCS/PARKS MAINTENANCE
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
201 1997 LIM GO BONDS-CITY HALL
033 DEBT SERVICES
Indicators:
Satisfaction score on park distribution in customer survey(scale of 5)
Goal:4.0 or above 2005 2006 2007 2008
4.2 4.1 4
Satisfaction score on park amenities.
Goal:4.0 or above 2005 2006 2007 2008
4.4 4.00 4.00
Discussion: N/A
2007 2008
Program Revenue: Planning,Acquisition,and Development(Parks) 1,360,000 1,010,000
Renton Results
3-46
Livable Community
,�a�e Cam�uu
The City provides and promotes programs and amenities that address community needs making Renton a place where people
«� want to live,work,play,and visit.
Management,Maintenance,and Improvement 391.00
Result:Safe,clean,attractive,well-maintained,and accessible parks and other City properties.
2005 2006 2007 2008
Budget: $2,068,390 $2,116,134 $2,346,236 $2,683,320
Staffing: 14.86 14.86
Contributing Departments:
Management,Maintenanc
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5760 PARK MAINTENANCE
0010 COM SVCS/PARKS MAINTENANCE
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
Indicators:
Quality cleanliness&appearance score in customer survey(scale of 5)
Goal:4.0 or above 2005 2006 2007 2008
4.2 4.2 4.00
Percentage of population that feels safe using parks in customer survey
Goal:90% 2005 2006 2007 2008
88% 89% 90%
Customer service response time score in customer survey(scale of 5)
Goal:4.0 or above 2005 2006 2007 2008
4.3 3.8 4.0
Discussion: N/A
2007 2008
Program Revenue: Management,Maintenance,and Improvement 138,779 385,200
i
t
Renton Results
3-47
Livable Community
zkaf e �/llfttlli!!f
The City provides and promotes programs and amenities that address community needs making Renton a place where people
want to live,work,play,and visit.
Recreational Opportunity for Community
Provide active and passive leisure services including skill development,activity centers,and other means of permitting and
encouraging the community to remain active.
Aquatics and Water Safety $617,884
Community Wellness and Fitness $4,352
Golf Course 2,599 445 '
Recreation Programs 2,197 017 t
400K 1,200K 2,000K
800K 1,600K 2,400K
Aquatics and Water Safety 330.00
Result:Provide clean,safe,and enjoyable places for people to swim and learn water safety skills.
2005 2006 2007 2008
Budget: $439,422 $445,122 $555,215 $617,884
Staffing: 0.92 0.92
Contributing Departments:
Aquatics and Water Saf
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5760 PARK MAINTENANCE
0020 AQUATICS
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
Indicators:
r
Maintain quality of lessons and scheduled swim times
Goal:Very good
Lifeguard meet recruitment and training standards
Goal:100%
Satisfaction of Coulon boat launch users ,
Goal:4.0
Discussion: N/A
2007 2008
Program Revenue: Aquatics and Water Safety 673,000 2,808,400
Renton Results
3-48
Livable Community
24t[[% �tl[illf�
The City provides and promotes programs and amenities that address community needs making Renton a place where people
want to live,work,play,and visit.
Golf Course
331.00
Result:Financially solvent,safe,clean,attractive,accessible,and well-maintained facility;natural environment preserved
and protected for future generations;and opportunities for skill enhancement and golf enjoyment.
2005 2006 2007 2008
Budget: $2,489,851 $2,537,853 $2,512,408 $2,599,445
Staffing: 7.11 7.11
Contributing Departments:
Golf Course
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5740 PARTICIPANT RECREATION
0010 COM SVCS ADMINISTRATION
404 MUNICIPAL GOLF COURSE SYSTEM FUND
020 PARKS DEPARTMENT
424 MUNICIPAL GOLF COURSE SYSTEM CIP FUND
020 PARKS DEPARTMENT
Indicators:
Quality of customer service score in customer survey(scale of 5)
Goal:4.0 or above 2005 2006 2007 2008
4.8 4.7 4.0
Quality of golf course condition score in customer survey(scale of 5)
Goal:4.0 or above 2005 2006 2007 2008
4.4 4.1 4.0
Junior golf/lesson participation(increased%over prior years)
Goal:10%growth/year 2005 2006 2007 2008
10.0% 9.5% 10.0% 10.0%
Discussion: (1 to 5 scale used,5=excellent)
2007 2008
Program Revenue: Golf Course 2,494,465 9,780,480
Recreation Programs 332.00
Result:Offer programming to enable participants to enjoy a healthy lifestyle,by providing social opportunities,artistic
outlets,and the opportunity to learn new skills.
2005 2006 2007 2008
Budget: $1,843,688 $1,960,677 $2,090,727 $2,197,017
Staff ng: 11.35 11.35
i
t
Renton Results
3-49
Livable Community
Ai4a ieQ/11/1dl[zrz1,
The City provides and promotes programs and amenities that address community needs making Renton a place where people
want to live,work,play,and visit.
Contributing Departments:
Recreation Programs
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
0020 RECREATION SERV
0023 SPECIALIZED RECREATION P/T
0024 REC SERV INSTRUCTOR P/T
5750 RECREATIONAL FACILITIES
0028 CARCO THEATRE
0050 COMMUNITY CENTER
0052 COMM CTR TEMP P/T ,
0053 COMM CTR INSTRUCTOR P/T
5550 SENIOR CENTER
0008 RECREATION/SR CITIZENS CTR
0010 SR CTR INSTRUC INTERMT P/T
Indicators:
Recreation user survey
Goal:4.0 or above
Athletics participant satisfaction survey
Goal:4.0 or above
Discussion: N/A
2007 2008
Program Revenue: Recreation Programs 1,392,600 5,799,100
Community Wellness and Fitness 334.00
Result:Provide opportunities for the public to participate in diverse recreational and athletic activities designed to meet the
needs of all age groups and ability levels.
2005 2006 2007 2008
Budget: $52,166 $65,814 $71,085 $60,352
Staffing: 0.40 0.40
Contributing Departments:
Community Wellness and
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
5550 SENIOR CENTER
0008 RECREATION/SR CITIZENS CTR
0010 SR CTR INSTRUC INTERMT P/T
Indicators:
Recruitment of certified fitness instructors
Goal:100%
Fitness participant survey responses
Goal:4.0 or above
Discussion: N/A
Renton Results
3-50
Livable Community
,G%acz & eommawfl
The City provides and promotes programs and amenities that address community needs making Renton a place where people
want to live,work, play,and visit.
2007 2008
Program Revenue:
Renton Results
3-51
Livable Community
24' rale incur
The City provides and promotes programs and amenities that address community needs making Renton a place where people
want to live,work,play,and visit.
Special Events
Plan for and provide coordination and management of all large scale special events within the City.
Coordination(Special Events) $"65,204
Management(Special Events) 748,319
750K 754K 758K 762K
752K 756K 760K 764K
Coordination(Special Events) 370.00
Result:Provide leadership and direction in planning and executing large scale city-wide events.
2005 2006 2007 2008
Budget: $568,541 $609,942 $683,094 $765,204
Staffing: 3.88 3.88
Contributing Departments:
Coordination(Special
000 GENERAL
023 ECONOMIC DEVELOPMENT
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5730 COMMUNITY RESOURCES&SPECIAL EVENTS
0010 ADMINISTRATION
0090 OTHER
5760 PARK MAINTENANCE
0010 COM SVCS/PARKS MAINTENANCE
0020 AQUATICS
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
0020 RECREATION SERV
5750 RECREATIONAL FACILITIES
0028 CARCO THEATRE
0050 COMMUNITY CENTER
0052 COMM CTR TEMP P!T
0053 COMM CTR INSTRUCTOR P/T
5550 SENIOR CENTER
0008 RECREATION/SR CITIZENS CTR
0010 SR CTR INSTRUC INTERMIT P/T
Renton Results
3-52
Livable Community ,m
244a&6 e"nmam4c
The City provides and promotes programs and amenities that address community needs making Renton a place where people
want to live,work,play,and visit.
Indicators:
Adequate resources provided for event staff success
Goal:100%
Rating of overall experience of event visitors
Goal:4.0 or above
Rating of overall experience of event vendors
Goal:4.0 or above
Discussion: N/A
2007 2008
Program Revenue: Coordination(Special Events) 255,000 1,078,000
Management(Special Events) 371.00
Result:Manage the logistics of large-scale city-wide events.
2005 2006 2007 2008
Budget: $425,760 $490,675 $619,925 $748,319
Staffing: 3.00 3.00
Contributing Departments:
Management(Special Ev
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5730 COMMUNITY RESOURCES&SPECIAL EVENTS
0010 ADMINISTRATION
0090 OTHER
5760 PARK MAINTENANCE
0020 AQUATICS
5740 PARTICIPANT RECREATION
0010 COM SVCS ADMINISTRATION
0020 RECREATION SERV
5750 RECREATIONAL FACILITIES
0028 CARCO THEATRE
0050 COMMUNITY CENTER
0052 COMM CTR TEMP P/T
0053 COMM CTR INSTRUCTOR P/T
5550 SENIOR CENTER
0008 RECREATION/SR CITIZENS CTR
0010 SR CTR INSTRUC INTERMT P/T
Indicators:
Event logistics met or exceeded timelines
Goal:100%
Quality of event execution rating by staff
Goal:4.0 or above
Discussion: N/A
2007 2008
Program Revenue: Management(Special Events) 29,000 130,000
Renton Results
3-53
Livable Community
2k4a a eQmm!m7y
The City provides and promotes programs and amenities that address community needs making Renton a place where people
want to live,work,play,and visit.
City Service Revenue and Expense Recap:
Livable Community
2005 2006 2007 2008
Revenue: $5,305,000 $7,156,694 $10,883,758 $40,049,480
Expense: $14,321,182 $15,662,588 $17,662,305 $19,757,000
i
Renton Results
3-54
Livable Community
ZNOMej" acrd�iuwra�rhre�rt
The City strives to protect the environment and empowers its citizens to be engaged in sustainability programs.
Environmental Stewardship
Achieve high environmental standards for the City as an organization and to foster high standards of environmental
stewardship within the community.
W. Education(Enironmental Stewardship) $317,406
Environment Review(ERC) $4 0,606
Environmental Compliance 301,2"
320K 360K 400K
340K 380K 420K
Environment Review(ERC) 410.00
Result:Ensure that environmental impacts of proposed development are adequately mitigated pursuant to law.
2005 2006 2007 2008
Budget: $171,100 $281,928 $340,133 $430,606
Staffing: 0.83 0.83
Contributing Departments:
Environment Review(ER
000 GENERAL
006 CITY ATTORNEY
007 PLNG/BLDG/PUB WKS DEV SERVICES
003 STREETS
016 PLNG/BLDG/PUB WKS TRANSP SYS
317 CAPITAL IMPROVEMENT FUND
016 PLNG/BLDG/PUB WKS TRANSP SYS
Indicators:
Percentage of SEPA conditions completed upon final occupancy of project.
Goal:95%
Annual success of moving reoccurring conditions to code docket process.
Goal:Being developed.
Discussion: Also involves minimal work time from the administrators from Fire,Community Services,EDNSP and PBPW
departments. Staffing is provided by the Current Planning Section of the Development Services Division
2007 2008
Program Revenue:
Renton Results
3-55
Utilities and Environment
2NOZiej and 6woraalnml
The City strives to protect the environment and empowers its citizens to be engaged in sustainability programs.
Education(Enironmental Stewardship) 411.00
Result:Conduct and participate in educational programs designed to raise awareness of environmental issues and
concerns.
2005 2006 2007 2008 '
Budget: $257,850 $262,064 $279,488 $317,406
Staffing: 2.04 2.04
Contributing Departments:
Education(Enironmenta
403 SOLID WASTE UTILITY
004 FINANCE DEPARTMENT
018 PLNG/BLDG/PUB WKS UTILITY SYS
Indicators:
Percentage of 3rd graders participating in classroom sessions.
Goal:85% 2005 2006 2007 2008
80% 85% 85%
Number of WashWise rebates.
Goal:125 yearly. 2005 2006 2007 2008
85 125
Discussion: N/A
2007 2008
Program Revenue:
Environmental Compliance 412.00
Result: Ensure that City activities comply with the high community and legal standards for environmental stewardship.
2005 2006 2007 2008
Budget: $221,510 $233,385 $256,692 $301,244
Staffing: 2.52 2.52
Contributing Departments:
Environmental Complian
000 GENERAL
005 NON-DEPARTMENTAL
007 PLNG/BLDG/PUB WKS DEV SERVICES
Indicators:
Timely response to code enforcement requests for wetlands and erosion control issues.
Goal:Being developed.
Appropriately designed and maintained erosion control systems for all construction sites.
Goal:Being developed.
Appropriate protection measures in place for wetland and stream buffers for all construction sites.
Goal:Being developed.
Discussion: Included as part of the inspection work for construction and building permits,as well as code enforcement response to
existing sites.
2007 2008
Program Revenue:
Renton Results
3-56
Utilities and Environment
2lf&W acrd�irurxa�u�re��
The City strives to protect the environment and empowers its citizens to be engaged in sustainability programs.
Manage and Maintain Open Space
Preserve and protect open space and natural areas.
Management,Maintenance,and
Improvement(Open Space) $229,153
Planning,Acquisition,and Development $54, 42
(Open Space)
.. 60K 100K 140K 180K 220K
80K 120K 160K 200K
Management, Maintenance,and Improvement(Open Space) 420.00
Result:Safe,clean,attractive,and well-maintained environment.
2005 2006 2007 2008
Budget: $177,191 $186,808 $207,316 $229,153
Staffing: 1.31 1.31
Contributing Departments:
Management,Maintenanc
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5760 PARK MAINTENANCE
0010 COM SVCS/PARKS MAINTENANCE
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
Indicators:
Quality cleanliness&appearance score in customer survey(scale of 5)
Goal:4.0 or above 2005 2006 2007 2008
4.3 4.1 4.0
Customer service response time score in customer survey(scale of 5)
Goal:4.0 or above 2005 2006 2007 2008
4.3 3.8 4.0
Percentage of citizens who feel safe utilizing open spaces.
Goal:80%
Discussion: N/A
2007 2008
Program Revenue: Management,Maintenance,and Improvement(Open Space 0 0
Renton Results
3-57
Utilities and Environment
2lfo ea arra��i�une�r�
The City strives to protect the environment and empowers its citizens to be engaged in sustainability programs.
Planning,Acquisition,and Development(Open Space) 421.00
Result:Expanded,preserved and protected open space and natural system to meet present and future needs;and an ,
informed public.
2005 2006 2007 2008
Budget: $42,759 $50,140 $55,818 $54,642
Staffing: 0.35 0.35
Contributing Departments:
Planning,Acquisition,
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5760 PARK MAINTENANCE
0010 COM SVCS/PARKS MAINTENANCE
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
Indicators:
Satisfaction score on open space distribution
Goal:4.0 or above 2005 2006 2007 2008
63% 62% 60% s
Satisfaction score on open space amenities.
Goal:4.0 or above 2005 2006 2007 2008
4.4 4.0 4.0
Discussion: N/A
2007 2008
Program Revenue:
i
t
Renton Results
3-58
Utilities and Environment
2lf&W acrd&wirarutre
The City strives to protect the environment and empowers its citizens to be engaged in sustainability programs.
Utility Systems
Manage the City's utility systems in a manner that ensures public health and safety, meets all regulatory requirements,and
protects environmental resources.
Low Impact Landscape Maintenance ;218,139
Solid Waste Maintenance $10,622 229
Surface Water Systems Operations 1,882, 05
Utility Systems Planning,Design,and
Construction 26,4 0,520
Wastewater Systems Operations 13,043,070
Water Systems Operations or
,37
J
4,000K 12,000K 20,o00K
8,000K 16,o00K 24,000K
Water Systems Operations 430.00
Result:Manage and maintain the City's potable water system.
2005 2006 2007 2008
Budget: $132,300 $3,915,954 $4,216,823 $4,785,373
Staffing: 25.27 27.27
Contributing Departments:
Water Systems Operatio
000 GENERAL
005 NON-DEPARTMENTAL
003 STREETS
019 PLNG/BLDG/PUB WKS MAINT SYS
405 WATER OPERATIONS FUND
019 PLNG/BLDG/PUB WKS MAINT SYS
Indicators:
Water quality will meet or exceed regulatory requirements 99.98%of the time.
Goal:Meet regulatory requirements 99.98%of the time
98%of all meters will be read once every two months.
Goal:98%of the meters read every two months
Drop in meters will be installed within 5 working days of being requested by the customer.
Goal:98%
rw
Average response time to service requests.
Goal:98%within 3 working days
Number of after hour emergency responses.
Goal:Being developed
ik Discussion: N/A
Renton Results
' 3-59
Utilities and Environment
26ZfW acrd fruu�rarutrefrt
The City strives to protect the environment and empowers its citizens to be engaged in sustainability programs.
2007 2008
Program Revenue: Water Systems Operations 18,816,499 77,592,168
Wastewater Systems Operations 431.00
Result:Operate and maintain the City's wastewater systems.
2005 2006 2007 2008
Budget: $132,300 $9,363,790 $10,559,072 $13,043,070
Staffing: 6.92 6.92
Contributing Departments:
Wastewater Systems Op
003 STREETS
019 PLNG/BLDG/PUB WKS MAINT SYS
406 WASTEWATER OPERATIONS FUND
000 DEPARTMENT
018 PLNG/BLDG/PUB WKS UTILITY SYS
019 PLNG/BLDG/PUB WKS MAINT SYS
416 KING COUNTY METRO MITIGATION
019 PLNG/BLDG/PUB WKS MAINT SYS
Indicators:
Number of paid claims due to sewage backups.
Goal:Maximum 5.
Average response time to service requests.
Goal:98%within 3 working days.
Number of after hour emergency responses.
Goal:Being developed.
Discussion: N/A
2007 2008
Program Revenue: Wastewater Systems Operations 22,730,677 65,807,606
vr.
Low Impact Landscape Maintenance 432.00
Result:Low impact landscape maintenance standards maximized.
2005 2006 2007 2008
Budget: $168,040 $170,835 $189,373 $218,139
Staffing: 1.20 1.20
Contributing Departments:
Low Impact Landscape M
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5760 PARK MAINTENANCE
0010 COM SVCS/PARKS MAINTENANCE
Indicators:
Percent compliance with legal standards.
Goal:100%
Discussion: N/A
Renton Results
3-60
Utilities and Environment
ft R'zzd&(*A,lf e&1
The City strives to protect the environment and empowers its citizens to be engaged in sustainability programs.
2007 2008
Program Revenue:
Utility Systems Planning, Design,and Construction 433.00
Result:Plan for,design and construct water,wastewater and surface water system improvements.
2005 2006 2007 2008
Budget: $23,850,344 $22,596,385 $25,025,884 $26,410,520
Staffing: 21.98 21.98
Contributing Departments:
Utility Systems Planni
000 GENERAL
015 PLNG/BLDG/PUB WKS ADM INISTRA
201 1997 LIM GO BONDS-CITY HALL
033 DEBT SERVICES
405 WATER OPERATIONS FUND
000 DEPARTMENT
004 FINANCE DEPARTMENT
018 PLNG/BLDG/PUB WKS UTILITY SYS
406 WASTEWATER OPERATIONS FUND
004 FINANCE DEPARTMENT
018 PLNG/BLDG/PUB WKS UTILITY SYS
407 SURFACE WATER OPERATIONS FUND
000 DEPARTMENT
004 FINANCE DEPARTMENT
018 PLNG/BLDG/PUB WKS UTILITY SYS
425 WATER CIP FUND
018 PLNG/BLDG/PUB WKS UTILITY SYS
426 WASTEWATER CIP FUND
018 PLNG/BLDG/PUB WKS UTILITY SYS
427 SURFACE WATER CIP FUND
018 PLNG/BLDG/PUB WKS UTILITY SYS
451 WATERWORKS REVENUE BOND FUND
000 DEPARTMENT
018 PLNG/BLDG/PUB WKS UTILITY SYS
Indicators:
Capital Improvement Program completion rate.
Goal:70% 2005 2006 2007 2008
70% 70% 70%
Compliance with regulations.
Goal:100% 2005 2006 2007 2008
100% 100% 100%
Time to issue utility availability letters.
Goal:14 days. 2005 2006 2007 2008
10 days 12 days 14 days
Discussion: N/A
2007 2008
Program Revenue:
Renton Results
3-61
Utilities and Environment
2�tti�.1 LUZIL��fl.UlXQftilte/tt
The City strives to protect the environment and empowers its citizens to be engaged in sustainability programs.
Solid Waste Maintenance 434.00
Result:Collect and remove garbage,refuse,and recycled material from Renton.
2005 2006 2007 2008
Budget: $8,615,920 $9,040,884 $10,417,691 $10,622,229
Staffing: 1.47 1.47
Contributing Departments:
Solid Waste Maintenanc
003 STREETS
019 PLNG/BLDG/PUB WKS MAINT SYS
403 SOLID WASTE UTILITY
018 PLNG/BLDG/PUB WKS UTILITY SYS
019 PLNG/BLDG/PUB WKS MAINT SYS
Indicators:
Household hazardous waste school workshops.
Goal:34 2005 2006 2007 2008
34 34 34
Tons recycled at special recycling events.
Goal:200 tons. 2005 2006 2007 2008
207 189 200
Residential recycling diversion rate.
Goal:58% 2005 2006 2007 2008
55% 57% 58
Multi-family recycling diversion rate.
Goal:12% 2005 2006 2007 2008
11% 10% 12
Discussion: N/A
2007 2008
Program Revenue: Solid Waste Maintenance 11,048,782 42,262,156
Surface Water Systems Operations 435.00
Result:Operate and maintain the surface water system.
2005 2006 2007 2008
Budget: $29,096 $882,526 $1,077,381 $1,882,005
Staffing: 6.00 6.00
Contributing Departments:
Surface Water Systems
000 GENERAL
015 PLNG/BLDG/PUB WKS ADMINISTRA
407 SURFACE WATER OPERATIONS FUND
019 PLNG/BLDG/PUB WKS MAINT SYS
Renton Results
3-62
Utilities and Environment
ZN fen acid 6zrwune&(
The City strives to protect the environment and empowers its citizens to be engaged in sustainability programs.
Indicators:
Number of paid claims due to surface water Flooding.
Goal:Being developed
Average response time to service requests.
Goal:Being developed
Number of after hour emergency responses.
Goal:Being developed
Discussion: N/A
2007 2008
Program Revenue:
I`
Renton Results
' 3-63
Utilities and Environment
Z&Mw aflll tc�v�a�rfneftt
The City strives to protect the environment and empowers its citizens to be engaged in sustainability programs.
City Service Revenue and Expense Recap:
Utilities and Environment
2005 2006 2007 2008
Revenue: $12,808,300 $45,999,578 $52,595,958 $185,661,930
Expense: $33,798,410 $46,984,700 $52,625,672 $58,294,386
Renton Results
3-64
Utilities and Environment
-*PWj.il&&W� XilillQllt
The City promotes community engagement in policy development and access to fair individual representation in community and
personal matters.
Citizen Engagement
Provide a variety of ways to encourage citizen involvement and communication.
Community Outreach and
Communication $2,9j 4,227
Corporate and Community Partnerships $2 0,821
Volunteer Opportunities 5 0,99
400K 1,2W 2,OOOK 2,8W
800K 1,600K 2,400K
Volunteer Opportunities 550.00
Result:ldentify opportunities throughout the City for volunteer engagement in providing services to meet or enhance service
goals.
2005 2006 2007 2008
Budget: $380,971 $422,884 $483,147 $520,997
Staffing: 2.97 2.97
Contributing Departments:
Volunteer Opportunitie
000 GENERAL
012 CITY CLERK
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5730 COMMUNITY RESOURCES&SPECIAL EVENTS
0010 ADMINISTRATION
0090 OTHER
5760 PARK MAINTENANCE
0010 COM SVCS/PARKS MAINTENANCE
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
0020 RECREATION SERV
5550 SENIOR CENTER
0008 RECREATION/SR CITIZENS CTR
0010 SR CTR INSTRUC INTERMT P/T
006 LIBRARY&MUSEUM
021 LIBRARY DEPARTMENT
Renton Results
' 3-65
Representative Government
AepwjBft4WW ��llPilt
The City promotes community engagement in policy development and access to fair individual representation in community and
personal matters.
Indicators:
Survey the quality of volunteer training.
Goal:3.5 or above
Annually survey volunteer satisfaction
Goal:4.0 or above
Hours contributed annually by volunteers.
Goal:2%increase/year
Discussion: N/A
2007 2008
Program Revenue:
Community Outreach and Communication 551.00
Result:The City provides information to area residents,businesses and the community and makes them aware of k
opportunities to be involved by providing critical,relevant and timely information on citywide projects,issues,events and
opportunities. Keep Renton in the news,and make residents and businesses in the Puget Sound area aware of
opportunities in Renton(shopping,working,recreation,business,etc.). '
2005 2006 2007 2008
Budget: $1,887,304 $2,353,762 $2,536,484 $2,944,227
Staffing: 15.39 15.47
Contributing Departments:
Community Outreach and
000 GENERAL
003 EXECUTIVE DEPARTMENT '
009 FIRE DEPARTMENT
012 CITY CLERK
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5730 COMMUNITY RESOURCES&SPECIAL EVENTS
0010 ADMINISTRATION
0090 OTHER
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
003 STREETS
016 PLNG/BLDG/PUB WKS TRANSP SYS
006 LIBRARY&MUSEUM
021 LIBRARY DEPARTMENT
127 CABLE COMM DEV FUND
004 FINANCE DEPARTMENT
317 CAPITAL IMPROVEMENT FUND
016 PLNG/BLDG/PUB WKS TRANSP SYS
403 SOLID WASTE UTILITY
004 FINANCE DEPARTMENT
018 PLNG/BLDG/PUB WKS UTILITY SYS
Renton Results
3-66
Representative Government
-*PW 0zf 4iire�FRU�Y/1�lteil�
The City promotes community engagement in policy development and access to fair individual representation in community and
personal matters.
Indicators:
Increase page views to the City's website.
Goal:10%/vear
Residents are satisfied with information desk referrals
Goal:80%of users surveyed
Customer satisfaction with inquiries and complaints related to government TV Channel 21
Goal:24-hour complaint resolution
Subscriber satisfaction with Channel 21
Goal:75%indicate somewhat/very satisfied
Percentage of City's key programs and initiatives that are communicated to various target audiences via media relations,
community relations,website,electronic communications and city publications.
Goal:75%
Enhance website through interactive features,user-friendly navigation,updated content and design to reflect Renton's image,
vision,mission and messages.
Goal:15%increase/year
Percentage of the City's media relations efforts that gets coverage in local and regional media news media
Goal:60%
Discussion: N/A
2007 2008
Program Revenue: Community Outreach and Communication 78,900 149,556
s
Corporate and Community Partnerships 552.00
Result:Engage community groups and businesses as partners through sponsorships,grants,and donations to leverage
resources in support of programs,activities,and events.
2005 2006 2007 2008
Budget: $151,249 $171,021 $186,727 $200,821
Staffing: 1.14 1.14
Contributing Departments:
Corporate and Communit
000 GENERAL
003 EXECUTIVE DEPARTMENT
001 COMMUNITY SERVICES
INN 020 COMMUNITY SERVICES DEPARTMENT
5730 COMMUNITY RESOURCES&SPECIAL EVENTS
0010 ADMINISTRATION
0090 OTHER
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
5550 SENIOR CENTER
0008 RECREATION/SR CITIZENS CTR
0010 SR CTR INSTRUC INTERMT P/T
006 LIBRARY&MUSEUM
021 LIBRARY DEPARTMENT
Renton Results
3-67
Representative Government
Aepwiazfa&W �titteitt
The City promotes community engagement in policy development and access to fair individual representation in community and '
personal matters.
Indicators:
Number of activities and events receiving support through corporate and community partnerships '
Goal:2%increase per Year
Monetary value received through community groups,sponsorship grants,or donations.
Goal:2%increase per year ,
Discussion: N/A
2007 2008 '
Program Revenue:
Renton Results
3-68
Representative Government
AepwDmfi7Ow qWwmlte&1
The City promotes community engagement in policy development and access to fair individual representation in community and
personal matters.
Civic Leadership
Elected and appointed officials provide advice and guidance about the direction and management of the City.
Policy Development and Implementation $1,009,150
.rr
600K 1,000K 1,400K
800K 1,200K
Policy Development and Implementation 510.00
Result:Elected and appointed officials provide advice and guidance about the direction and management of the City.
2005 2006 2007 2008
Budget: $789,369 $898,096 $1,063,816 $1,009,150
Staffing: 12.60 12.60
Contributing Departments:
Policy Development and
000 GENERAL
001 LEGISLATIVE DEPARTMENT
003 EXECUTIVE DEPARTMENT
005 NON-DEPARTMENTAL
012 CITY CLERK
201 1997 LIM GO BONDS-CITY HALL
033 DEBT SERVICES
Indicators:
Residents experience timely response to information requests
Goal:80%of residents surveyed
Residents experience timely decisionmaking that reflects their concerns
Goal:80%of residents surveyed
Those who have received Renton city government services find Renton accessible,responsive and well-managed
W" Goal:80%who utilize city services
Reports of timely,accessible generation of original city records,agendas,minutes and codifications of City documents
Goal:90%of staff surveyed
Users report timely,accessible and responsive information about elections and voting
Goal:90%of customers surveyed
tab
Discussion: N/A
Renton Results
3-69
Representative Government
Rep"iJP. &tjf re VMWYflM I
The City promotes community engagement in policy development and access to fair individual representation in community and
personal matters.
2007 2008
Program Revenue:
�I
i
i
1
1
i
Renton Results
3-70
Representative Government
-*PW-J /I6Z(kW�1/1te/1t
The City promotes community engagement in policy development and access to fair individual representation in community and
personal matters.
Due Process
Provide a forum for citizens to appeal the City's administrative and enforcement actions.
Administrative Due Process $233,578
Judicial Due Process $2,2)5,291
400K 1,200K 2.000K
800K 1.600K
Administrative Due Process 520.00
Result:Conduct administrative due process functions in a way that provides transparency to decisions and provides access
to participate in City decisions.
2005 2006 2007 2008
Budget: $141,600 $156,875 $164,625 $238,578
Staffing: 1.50 1.50
Contributing Departments:
Administrative Due Pro
000 GENERAL
011 HEARING EXAMINER DEPARTMENT
Indicators:
Percentage of participants in the appeal process report that their matter was handled fairly,where the outcome was favorable.
Goal:Being developed
Percentage of participants in the appeal process report that their matter was handled fairly,where the outcome was
unfavorable.
Goal:Being developed
Discussion: N/A
2007 2008
Program Revenue: Administrative Due Process 37,000 90,000
Judicial Due Process 521.00
Result:Manage a municipal court so that participants understand the process and obtain a fair opportunity to participate.
2005 2006 2007 2008
Budget: $1,451,972 $1,640,814 $1,766,839 $2,205,291
Staffing: 14.00 14.00
Renton Results
3-71
Representative Government
ATWO ilfiR'fl W
The City promotes community engagement in policy development and access to fair individual representation in community and ,
personal matters.
Contributing Departments:
Judicial Due Process
000 GENERAL
002 COURT SERVICES DEPARTMENT
005 NON-DEPARTMENTAL
201 1997 LIM GO BONDS-CITY HALL '
033 DEBT SERVICES
Indicators:
N/A 'Goal:
Discussion: N/A
2007 2008
Program Revenue: Judicial Due Process 906,000 6,090,800
Renton Results
3-72
Representative Government
_*PWJ0Z47&W Vi9"Y/1/l ad
The City promotes community engagement in policy development and access to fair individual representation in community and
personal matters.
Fiscal Accountability
Budget,financial reporting,audit assistance,and transparency contribute to being accountable to the community for the
finances of their City.
i
Fiscal Accountability and Transparency $834,434
600K 1,000K
800K 1,200K
Fiscal Accountability and Transparency 540.00
Result:Provide timely and accurate access to meaningful information about the City's finances to the community,City
management and marketplace for decision making and accountability resulting in a high degree of confidence in City
stewardship of public resources.
2005 2006 2007 2008
Budget: $640,870 $576,843 $710,744 $834,434
Staffing: 6.46 6.08
Contributing Departments:
Fiscal Accountability
000 GENERAL
004 FINANCE DEPARTMENT
005 NON-DEPARTMENTAL
Indicators:
General Obligation Bond Ratings
Goal:AA 2005 2006 2007 2008
A+ AA- AA- AA
Percent of time inquiries are resolved via website
Goal:90% 2005 2006 2007 2008
90%
Community Survey rating(confident/very confident)
Goal:80% 2005 2006 2007 2008
80%
Average days from end of month to website update
Goal:5 days 2005 2006 2007 2008
10 8
Discussion: N/A
2007 2008
Program Revenue:
Renton Results
3-73
Representative Government
-*pw-JPf114r&w��QC�Yflilteil�
The City promotes community engagement in policy development and access to fair individual representation in community and
personal matters.
Representation
Encourage representation within and on behalf of the community.
Boards and Commissions 177,734
Regional Involvement/ $25:1,219
Intergovernmental Relations
180K 200K 220K 240K
190K 210K 230K 250K
Regional Involvement/Intergovernmental Relations 530.00
Result:The City advocates for the needs and values of the community in funding and policy decisions in regional,state and
national forums.
2005 2006 2007 2008
Budget: $203,485 $213,179 $217,265 $253,219
Staffing: 1.56 1.56
Contributing Departments:
Regional Involvement/
000 GENERAL
003 EXECUTIVE DEPARTMENT
023 ECONOMIC DEVELOPMENT
Indicators:
Achieve the City's desired outcome for selected State legislative proposals
Goal:75%success
Increase the amount of federal funding secured
Goal:5%or more per year
Discussion: N/A
2007 2008
Program Revenue:
Boards and Commissions 531.00
Result:Encourage effective participation in the City through boards and commissions.
2005 2006 2007 2008
Budget: $112,143 $132,973 $158,347 $177,734
Staffing: 1.08 1.08
Renton Results
3-74
Representative Government
,%pwjm47f w �p�U�X/t/1ZQfit
The City promotes community engagement in policy development and access to fair individual representation in community and
personal matters.
Contributing Departments:
Boards and Commissions
000 GENERAL
023 ECONOMIC DEVELOPMENT
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5730 COMMUNITY RESOURCES&SPECIAL EVENTS
0010 ADMINISTRATION
0090 OTHER
5760 PARK MAINTENANCE
0010 COM SVCS/PARKS MAINTENANCE
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
006 LIBRARY&MUSEUM
021 LIBRARY DEPARTMENT
Indicators:
Survey of board members for overall experience.
Goal:4.0 or above
Discussion: N/A
2007 2008
Program Revenue:
Renton Results
3-75
Representative Government
��.'eDP.il��i2'fll,�6�f�Ql1P�1'ilfltP.ilt
The City promotes community engagement in policy development and access to fair individual representation in community and
personal matters.
City Service Revenue and Expense Recap:
Representative Government
2005 2006 2007 2008
Revenue: $1,008,400 $844,500 $1,021,900 $6,330,356 1
j
Expense: $5,758,963 $6,566,447 $7,287,994 $8,384,451
i
1
1
i
1
1
Renton Results
3-76 '
Representative Government
Jtz&vza1suppe4t
The City provides services that enhance the ability of the organization to function efficiently and effectively.
Asset Management&Protection
Safeguard and manage the City's physical assets used in the provision of City services.
Facilities
: 7,214,659
Fleet $465 076
Property Management 66, 77
IJ:
2,000K 6,000K 10,000K 14,000K
4,000K 8,000K 12,000K 16,000K
Property Management 650.00
Result:Develop and maintain City buildings and manage the delivery of building-related services to the public and the City
workforce in a safe,customer-focused manner.
2005 2006 2007 2008
Budget: $352,961 $322,076 $715,207 $866,777
Staffing: 2.31 2.31
Contributing Departments:
Property Management
000 GENERAL
017 PLNG/BLDG/PUB WKS PLNGITECH SV
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
125 ONE PERCENT FOR ART
003 EXECUTIVE DEPARTMENT
Indicators:
Space standards within IFMA benchmark level for government units
Goal:100% 2005 2006 2007 2008
14 days 16 days 18 days
City leased space at market level
Goal:80%
Customer complaints kept to a minimum of total service requests.
Goal:<1%of service requests
Discussion: N/A
2007 2008
Program Revenue:
Ire
Renton Results
3-77
Internal Support
The City provides services that enhance the ability of the organization to function efficiently and effectively.
Facilities 651.00
Result:Provide maintenance services for all City buildings,protecting the assets,and creating usable spaces.
2005 2006 2007 2008
Budget: $5,839,761 $6,030,115 $8,027,806 $17,214,659
Staffing: 25.21 25.21
Contributing Departments:
Facilities
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5180 FACILITIES
0010 FACILITIES/OPERATIONAL COSTS
0015 FACILITIES/CITY HALL
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
316 MUNICIPAL FACILITIES CIP FUND
020 PARKS DEPARTMENT
Indicators:
Maintain City building to national benchmark 80th percentile level for coverage and cost
Goal:100%
New buildings and major rehabs built to LEED certified standards
Goal:100%
Customer complaints kept to a minimum of total service requests.
Goal:<1%of service requests
Discussion: N/A
2007 2008
Program Revenue: Facilities 1,872,899 5,947,052
Fleet 652.00
Result:Deliver equipment and related services in a friendly and professional manner.
2005 2006 2007 2008
Budget: $355,392 $362,267 $399,844 $465,076
Staffing: 2.63 2.63
Contributing Departments:
Fleet
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5760 PARK MAINTENANCE
0010 COM SVCS/PARKS MAINTENANCE
003 STREETS
019 PLNG/BLDG/PUB WKS MAINT SYS
Renton Results
3-78
Internal Support
9ia�Suppax�
The City provides services that enhance the ability of the organization to function efficiently and effectively.
Indicators:
Customer surveys on equipment,repairs,and customer service.
Goal:Being developed
Comparison of City fleet repair cost verses local private companies.
Goal:Being developed
Discussion: N/A
2007 2008
Program Revenue: Fleet 4,458,933 16,143,004
Renton Results
3-79
Internal Support
Ja&vzal Sapped
The City provides services that enhance the ability of the organization to function efficiently and effectively.
Employee Services
Services intended to enhance the ability of City government to function efficiently and effectively.
Compensation and Classification 128,8
Employee Benefits 912,463
Employee Relations 628,6 F9
Recruitment and Selection
Training and Development 1)2,26 642
Workplace Health and Safety
400K 1,200K 2,OOOK
800K 1,600K
Workplace Health and Safety 610.00
Result:A safe work environment is maintained and the number,cost and severity of accidents is minimized.
2005 2006 2007 2008
Budget: $297,574 $317,201 $377,147 $444,925
Staffing: 2.88 2.90
Contributing Departments:
Workplace Health and S
000 GENERAL
009 FIRE DEPARTMENT
014 HUMAN RESOURCES
011 FIRE DEPT HEALTH&WELLNESS FUND
000 DEPARTMENT
Indicators:
Workers'Compensation injuries and illnesses per year.
Goal:=<75
Workers'Compensation medical expenses and lost work time costs per year.
Goal:=<$600,000
Discussion: N/A ob
2007 2008
Program Revenue: Workplace Health and Safety 18,500 49,334
Training and Development 611.00
Result:Employee training and development opportunities are provided and funded by Human Resources&Risk
Management for all City employees. VP
2005 2006 2007 2008
Budget: $1,640,571 $1,762,820 $1,918,476 $2,262,642 L
Staffing: 15.61 15.73
Renton Results
3-80
Internal Support
The City provides services that enhance the ability of the organization to function efficiently and effectively.
Contributing Departments:
Training and Developme
000 GENERAL
009 FIRE DEPARTMENT
014 HUMAN RESOURCES
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5730 COMMUNITY RESOURCES&SPECIAL EVENTS
0010 ADMINISTRATION
0090 OTHER
006 LIBRARY&MUSEUM
021 LIBRARY DEPARTMENT
Indicators:
Average hourly cost of providing training.
Goal:_<$12.00
Employee training hours per year.
Goal:_>2.500
Discussion: N/A
2007 2008
Program Revenue:
Compensation and Classification 612.00
Result:The City is competitive in its employee pay and benefit program through innovation and design.
2005 2006 2007 2008
Budget: $67,691 $67,061 $96,015 $128,852
Staffing: 0.72 0.72
Contributing Departments:
Compensation and Class
000 GENERAL
014 HUMAN RESOURCES
Indicators:
Annual employee turnover related to compensation issues.
Goal: _<10%
City's salary ranking compared to similar Washington Cities.
Goal:_>60th percentile
Discussion: N/A
2007 2008
Program Revenue: Compensation and Classification 10,478,908 22,651,096
..r
Recruitment and Selection 613.00
Result:The City's workforce moves toward reflecting community diversity. Employment registers/processes are completed
an average of forty-five days following receipt of completed Request to Fill forms.
2005 2006 2007 2008
Budget: $218,073 $226,183 $315,045 $413,555
Staffing: 2.15 2.15
Renton Results
3-81
Internal Support
✓tt&vzaeSuppml
The City provides services that enhance the ability of the organization to function efficiently and effectively.
Contributing Departments:
Recruitment and Select
000 GENERAL
014 HUMAN RESOURCES
Indicators:
Average time to complete employment recruitment processes.
Goal:_<45 days
The City's minority workforce composition.
Goal:_>11%
Percentage of minority applications received.
Goal:_>21%
Discussion: N/A
2007 2008
x
Program Revenue:
Employee Relations 614.00
Result:Staff aggressively participates in providing assistance to managers/employees in addressing work related
challenges including the development and maintenance of policies and procedures. Staff is friendly,knowledgeable,and
timely in providing service when interacting with our customers.
2005 2006 2007 2008
Budget: $339,620 $355,918 $425,724 $628,679
Staffing: 2.71 2.72
Contributing Departments:
Employee Relations
000 GENERAL
009 FIRE DEPARTMENT
014 HUMAN RESOURCES
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
010 Fire Memorial Fund
009 FIRE DEPARTMENT
Indicators:
Survey indicates customers overall staff rating is good/excellent.
Goal:_>80%of the time
Annual number of employee grievances and law suits per 100 FTEs.
Goal:=<1.0
Discussion: N/A
2007 2008
Program Revenue:
Renton Results
3-82
Internal Support
9�fe�rira�Suppa�rt
The City provides services that enhance the ability of the organization to function efficiently and effectively.
4W
Employee Benefits 615.00
Result:Employees and their dependents are aware of the benefits available for their use.
2005 2006 2007 2008
Budget: $342,810 $424,121 $938,311 $912,468
Staffing: 0.00
Contributing Departments:
Employee Benefits
000 GENERAL
005 NON-DEPARTMENTAL
611 FIREMEN'S PENSION
005 NON-DEPARTMENTAL
Indicators:
Annual medical plan cost increases compared to national data.
Goal:_<90%
Annual employee access to EAP,benefit hotlines,and related websites.
Goal:_>3.000
Employee Benefit Education Sessions
Goal:Being developed
Discussion: N/A
2007 2008
Program Revenue:
Renton Results
3-83
Internal Support
The City provides services that enhance the ability of the organization to function efficiently and effectively.
Fiscal Operations
Provide daily accounting,bookkeeping,and payroll functions to the City.
Fiscal Operations $1,361,444
-
800K 1 AM 1,600K 2,000K
1,000K 1,400K 1,800K
Fiscal Operations 630.00
Result:Provide centralized daily accounting,bookkeeping,and payroll functions for the City which are easy to use,
accurate,and facilitate a productive workplace.
2005 2006 2007 2008
Budget: $1,045,630 $941,166 $1,159,634 $1,361,444
Staffing: 10.54 9.92
Contributing Departments:
Fiscal Operations
000 GENERAL
004 FINANCE DEPARTMENT
005 NON-DEPARTMENTAL
Indicators:
Quality of service score in customer survey(scale of 5)
Goal:4.25 2005 2006 2007 2008
3.371 3.6
Percentage of transactions completed accurately
Goal:100% 2005 2006 2007 2008
99%
Ease of use score in customer service survey(scale of 5)
Goal:4.0 2005 2006 2007 2008
3.6
Discussion: N/A
2007 2008
Program Revenue:
1
Renton Results
3-84
Internal Support
J&&Vmesappov
The City provides services that enhance the ability of the organization to function efficiently and effectively.
Legal Service
Provide legal services to the City.
General Legal Services $653,846
Representation Admininistrative Matters $118,883
Representation in Civil Courts $490,385
V V V V
200K 400K 600K
300K 500K
General Legal Services 660.00
Result:Provide advice,review,and comment on contracts and documents;notify of new court cases,laws rules,and
regulations;and drafting of documents including ordinances and resolutions.
2005 2006 2007 2008
Budget: $440,520 $458,698 $478,895 $653,846
Staffing: 0.00
Contributing Departments:
General Legal Services
000 GENERAL
006 CITY ATTORNEY
Indicators:
City staff surveyed report that legal advice and support from City Attorney's office is accessible and perceived to be fair and
accurate
Goal:90%of staff surveyed
Discussion: N/A
2007 2008
Program Revenue:
Representation in Civil Courts 661.00
Result:Represent the City in civil legal matters.
2005 2006 2007 2008
Budget: $330,390 $344,023 $359,171 $490,385
Staffing: 0.00
Contributing Departments:
Representation in Civi
000 GENERAL
006 CITY ATTORNEY
Renton Results
3-85
Internal Support
9ra�Suppa�rt
The City provides services that enhance the ability of the organization to function efficiently and effectively.
Indicators:
Annual evaluation by Mayor,Council and CAO report timely and thorough pursuit of civil actions to protect the City's interests
Goal:80%of all actions rated
Discussion: N/A
2007 2008
Program Revenue:
Representation Admininistrative Matters 662.00
Res uIt:Represent the City in official administrative hearings and related matters.
2005 2006 2007 2008
Budget: $109,469 $113,833 $120,774 $158,883
Staffing: 0.43 0.43
Contributing Departments:
Representation Adminin
000 GENERAL
006 CITY ATTORNEY
007 PLNG/BLDG/PUB WKS DEV SERVICES
Indicators:
City staff report timely and thorough pursuit of appeals in administrative hearings
Goal:70%of staff involved in appeals
Discussion: N/A
2007 2008
Program Revenue:
Renton Results
3-86
Internal Support
The City provides services that enhance the ability of the organization to function efficiently and effectively.
Public Records and Access
Maintain,store,and ensure the public can obtain the official documentation of City business and operations.
Public Records and Access $636,4511
S
U
400K 600K 800K
500K 700K 900K
Public Records and Access 620.00
Result:Maintain, store and ensure the public can obtain the official documentation of the City business and operations.
2005 2006 2007 2008
Budget: $413,039 $457,509 $533,525 $636,451
Staffing: 4.64 4.64
Contributing Departments:
Public Records and Acc
000 GENERAL
006 CITY ATTORNEY
007 PLNG/BLDG/PUB WKS DEV SERVICES
012 CITY CLERK
Indicators:
City complies with official records management maintenance and destruction policies,laws and mandates
Goal:90%of records in compliance
Percentage of records microfilmed or created in electronic format and accessible by staff and the public
Goal:Previous 3 years of contracts resolutions and
ordinances
Residents report timely accessible responses from Clerk's office for public records
Goal:90%of inquiries within 1 week
Discussion: N/A
2007 2008
Program Revenue: Public Records and Access 15,600 63,200
Renton Results
3-87
Internal Support
9�rira�Suppc�
The City provides services that enhance the ability of the organization to function efficiently and effectively.
Resource Development
Enhance existing City and community resources through efficiency of operations and expanding public private partnerships.
Resource Development $11,014 t
6K 10K 14K
8K 12K 16K
Resource Development 690.00 j
Result:Enhance existing City and community resources through efficiency of operations and expanding public/private
partnerships.
2005 2006 2007 2008
Budget: $9,151 $15,973 $17,943 $11,014
Staffing: 0.11 0.11
Contributing Departments:
Resource Development
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
Indicators:
Number of private/public partnerships.
Goal:2%increase/year
Discussion: N/A
2007 2008
Program Revenue:
Renton Results
3-88
Internal Support
The City provides services that enhance the ability of the organization to function efficiently and effectively.
Risk Management
Protect the public's assets.
Risk Management 43,F07
25K 35K 45K 55K 65K
30K 40K 50K 60K
Risk Management 670.00
Result:Property and Liability losses are minimized and funded.
2005 2006 2007 2008
Budget: $31,177 $38,908 $41,888 $43,707
Staffing: 0.11 0.11
Contributing Departments:
Risk Management
000 GENERAL
006 CITY ATTORNEY
001 COMMUNITY SERVICES
020 COMMUNITY SERVICES DEPARTMENT
5740 PARTICPANT RECREATION
0010 COM SVCS ADMINISTRATION
Indicators:
Annual property and liability losses.
Goal:_<$500,000
Annual cost for property and liability insurance coverage.
Goal:_<$600.000
Discussion: N/A
2007 2008
Program Revenue: Risk Management 2,571,018 9,200,298
Renton Results
3-89
Internal Support
The City provides services that enhance the ability of the organization to function efficiently and effectively.
Technology Services
Centralized voice and data technology systems support.
Technology Services $279,213
J J !L
160K 240K 320K 400K
200K 280K 360K
Technology Services 640.00
Result:Provide centralized technology services to the City and its employees which enable them to accomplish their tasks
as efficiently as possible.
2005 2006 2007 2008
Budget: $240,390 $250,448 $229,715 $279,213
Staffing: 1.80 1.80
Contributing Departments:
Technology Services
000 GENERAL
017 PLNG/BLDG/PUB WKS PLNG/TECH SV
Indicators:
Quality of service score in customer survey(scale of 5)
Goal:4.25 2005 2006 2007 2008
3.371 3.6
Percentage of time service requests are resolved within 24 hours
Goal:75% 2005 2006 2007 2008
90
Number of network service interuptions(hours)
Goal:2 2005 2006 2007 2008
10 8
Databases are accurate and current
Goal:90% 2005 2006 2007 2008
80% 75% 70%
Discussion: NIA
2007 2008
Program Revenue: Technology Services 3,643,625 11,633,188
Renton Results
3-90
Internal Support
Jlasappayt
The City provides services that enhance the ability of the organization to function efficiently and effectively.
City Service Revenue and Expense Recap:
Internal Support
2005 2006 2007 2008
Revenue: $14,536,100 $18,923,972 $23,059,483 $65,687,172
Expense: $12,074,219 $12,488,319 $16,155,121 $26,972,574
Renton Results
3-91
Internal Support
9�cf�rira�Supper�rt
The City provides services that enhance the ability of the organization to function efficiently and effectively.
Expense: 2005 2006 2007 2008
113,957,100.00 143,870,298.00 178,582,741.00 202,632,739.00
113,957,100 143,870,298 178,582,741
1
1
I
l
Renton Results
3-92
Internal Support
Operating Budget
i
t
s
dw
dM Opeuding 33adydgntwdaction
AW
This section highlights each department. 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 a historical view of the department's expenditures.
The departments have defined their mission statement and accountability programs known as
"Renton Results." This information is supplied both at the department and the division levels
throughout a department's presentation. The purpose of"Renton Results" is to illustrate the
services provided including the purpose of the services and the resources needed.
dw At the end of each department section, a list of all authorized positions is listed. State law
requires that the budget identify all positions. The position listing identifies the position grade
and bargaining unit for each position. The pay ranges for the position are found in the appendix.
�r The pay ranges must be adopted as a part of the annual budget.
�r
r.
Ys
+ra
10
Operating Budget
4-1
Stang(Full-Time Equivalent Employees-FTE) Comparison by Department (1 of 2) .r
2005 2006 2007 2008
Department Actual Actual Adj Bdgt Budget
Regular Full-Time, Part-Time, and Limited-Term(excludes Temporary, and Intermittent Staff)
Legislative Services
City Council Members 7.0 7.0 7.0 7.0
City Council Liaison 1.0 1.0 1.0 1.0
Total Legislative 8.0 8.0 8.0 8.0
Administrative,Judicial,and Legal Services
Mayor's Office 7.0 7.0 6.0 7.0
City Clerk 5.0 5.0 5.5 7.0
City Attorney 0.0 0.0 0.0 0.0
Hearing Examiner 1.5 1.5 1.5 2.0
Municipal Court 14.0 14.0 14.0 17.5
Total Administrative,Judicial,and Legal Services 27.5 27.5 27.0 33.5
Community Services
Admin, Facilities, Events, Parks and Recreation 73.0 73.0 76.0 83.0
Human Services/CDBG 5.0 5.0 5.0 6.5
Library Services& Museum 14.0 14.0 15.0 15.0
Municipal Golf Course 10.0 10.0 10.0 10.0
Total Community Services 102.0 102.0 106.0 114.5
Econ Dev, Neighborhoods,and Strategic Planning
Econ Dev, Neighborhoods, and Strategic Planning 12.0 12.0 12.0 17.5
Total Econ Dev, Neighborhoods, &Strategic Planning 12.0 12.0 12.0 17.5
Finance and Information Services
Finance 20.5 16.0 17.0 20.0
Information Systems 13.0 13.5 16.5 18.5
Total Finance and Information Services 33.5 29.5 33.5 38.5
Fire and Emergency Services
Response Operations 99.0 99.0 99.0 112.0
Safety and Support Operations 10.0 10.0 11.0 10.0
Community Risk Reduction 10.0 11.0 12.0 13.0
Total Fire and Emergency Services 119.0 120.0 122.0 135.0
Human Resources/Risk Management
Administration/Civil Service Commission 4.0 3.5 5.5 6.5
Risk Management 3.0 3.5 3.5 4.5
Total Human Resources/Risk Management 7.0 7.0 9.0 11.0
Operating Budget
4-2
.r. Stang (Full-Time Equivalent Employees-FTE) Comparison by Department (2 of 2)
2005 2006 2007 2008
Department Actual Actual Adj Bdgt Budget
Planning/Building/Public Works
Administration 3.8 3.8 3.8 3.8
Development Services 38.7 42.7 44.7 49.6
Transportation 34.5 35.5 35.5 40.0
Utility Systems 25.8 28.8 29.3 36.7
Maintenance Services 62.0 64.0 67.0 85.0
Total Planning/Building/Public Works 164.8 174.8 180.3 215.1
Police
Administration 4.0 4.0 4.0 5.0
Patrol Operations 48.0 58.0 60.0 82.0
Special Operations 0.0 0.0 0.0 12.0
Patrol Services 19.8 14.8 14.8 11.8
Investigations 22.0 22.0 22.0 18.0
Administrative Services 11.0 11.0 11.0 10.0
Staff Services 12.4 12.4 12.4 14.4
Auxiliary Services 17.0 17.0 19.0 21.0
Total Police 134.2 139.2 143.2 174.2
Total All Staffing 608.0 620.0 641.0 747.3
..
Operating Budget
4-3
r
Operating Budgets, Capital Improvements, and Designated Expenses (1 of 2) ••
2005 2006 2007 2008 Change
Department Actual Actual Adj Bdgt Budget 07/08
Legislative
Legislative (City Council) 197,176 238,040 284,284 291,722 2.6%
Total Legislative 197,176 238,040 284,284 291,722 2.6%
Administrative,Judicial,and Legal Services
Mayor's Office 833,734 916,277 938,785 1,039,843 10.8%
City Clerk 466,562 519,807 644,393 760,779 18.1%
Court Services 1,376,675 1,522,600 1,687,823 1,804,091 6.9%
City Attorney 1,114,191 1,287,545 1,197,238 1,634,615 36.5%
Hearing Examiner 133,422 148,850 164,625 238,578 44.9%
Total AJLS 3,924,584 4,395,079 4,632,864 5,477,906 18.2%
Community Services
Admin/Facilities/Events/Parks/Recreatior 11,101,619 12,079,121 14,143,381 15,160,617 7.2%
Human Services 514,592 571,298 765,673 945,953 23.5%
CDBG Block Grants 309,714 315,979 280,914 419,700 49.4%
Library/Museum 2,009,805 1,762,402 2,074,078 2,237,166 7.9%
Golf Course 2,464,453 2,311,700 2,483,605 2,518,431 1.4%
Total Community Services 16,400,183 17,040,500 19,747,651 21,281,867 7.8%
Econ Dev, Neighborhoods and Strategic Planning
EDNSP 1,218,808 1,386,005 1,604,376 2,049,718 27.8%
Total EDNSP 1,218,808 1,386,005 1,604,376 2,049,718 27.8%
Finance and Information Services
w.
Finance 1,770,079 1,502,777 1,870,378 2,095,878 12.1%
Information Systems 1,603,110 2,837,173 3,985,664 5,557,708 39.4%
Total Finance and Information Service 3,373,189 4,339,950 5,856,042 7,653,586 30.7%
Fire and Emergency Services
Response Operations 10,517,747 10,978,130 12,155,993 13,414,328 10.4%
Safety and Support Services 1,554,732 1,989,459 2,334,786 2,892,933 23.9%
Community Risk Reduction 925,830 997,222 1,322,961 1,338,984 1.2%
Total Fire and Emergency Services 12,9989309 13,964,811 15,813,740 17,646,245 11.6%
Human Resources and Risk Management
Personnel Administration/Civil Svc 533,526 555,634 861,344 1,233,822 43.2%
Risk Management 9,587,816 10,998,928 11,664,387 13,861,706 18.8%
Total Human Resources/Risk Mgt 10,121,342 11,554,562 12,525,731 15,095,528 20.5%
Operating Budget
4-4
�. Operating Budgets, Capital Improvements, and Designated Expenses (2 of 2)
2005 2006 2007 2008 Change
Department Actual Actual Adj Bdgt Budget 07/08
Planning/Building/Public Works
Administration 309,596 589,957 636,653 968,358 52.1%
Development Services 3,328,496 3,524,301 3,939,291 4,688 046 19.0%
Maintenance Services 19,138,159 20,013,098 24,204,272 27,726,652 14.6%
Transportation Systems 4,379,462 6,068 076 6,684,466 6,447,524 -3.5%
Utility Systems 25,655,669 23,159 168 30,138,221 37 787,797 25.4%
Total Planning/Bldg/Public Works 52,811,382 53,354,600 65,602,903 77,618,377 18.3%
Police
Administration 1,656,761 2,476,430 2,667,869 3,100,492 16.2%
Patrol Operations 5,659,611 5,997,821 7,007 465 8,048 750 14.9%
Special Operations 0 0 0 1,730 221 100.0%
Patrol Services 1,340,033 1,668,538 1,976,483 1,898,180 -4.0%
Investigations 2,538,175 2,611,956 2,724,667 2,624,540 -3.7%
Administrative Services 1,252,556 1,406,274 1,539,424 1,777,442 15.5%
Staff Services 633,809 740,587 908,592 1,197,634 31.8%
Auxiliary Services 2,777,379 3,060,349 3,322,644 4,216 068 26.9%
Total Police 15,858,324 17,961,955 20,147,144 24,593,327 22.1%
Other City Services
Other City Services 4,617,795 4,496,977 4,400 589 4,571,309 3.9%
Limited GO Bonds 2,545,320 2,751,849 6,071,108 4,269,400 -29.7%
Total Other City Services 7,163,115 7,248,826 10,471,697 8,840,709 -15.6%
Total Operating Budget 124,066,412 131,484,328 156,686,432 180,548,985 15.2%
Capital Improvement Program(CIP)
Impact Mitigation 1,260,760 1,490,000 4,511 038 2,523,229 -44.1%
City Hall/Garage 39,074 0 180,000 0 -100.0%
Aquatic Center 0 0 192,297 0 -100.0%
Municipal Facilities 2,809,720 3,356,610 6,990,848 13,358,000 91.1%
Transportation 7,479 055 17 810,470 51,649 609 32,223,671 -37.6%
Golf Course 379,186 307,812 190,266 220,000 15.6%
Waterworks Utility 9,743 662 7,592,855 20,069,500 15,526,667 -22.6%
Total CIP Program and Other CIP Cost 21,711,457 30,557,747 83,783,558 63,851,567 -23.8%
Other Designated Expenses 6,620,204 1,847,106 5,484,787 2407 807 -56.1%
Total Committed Expenditures 152,398,073 163,889,181 245,954,777 246,808,359 0.3%
Operating Budget
4-5
i
This page intentionally left blank
Operating Budget
4-6
� Legislative
1
Legislative Department Organization
Marcie Palmer
Council President '
Julia Medzegian
Council liaison ,
Randy Corman Don Persson Terri Briere King Parker Greg Taylor Rich Zwicker �
Pres. Pro-Tem
r.
r
r
i
See Position Listing for additional details on department staffing.
Legislative
Mission Statement
The City Council 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.
City Councilmembers Names and Committees
Councilmember Term Term Expires 2008 Committee Chair Committee Meeting Days Time
Marcie Palmer 4 years 12/31/2011 Committee of the Whole 1st,2nd,3rd,4th Mondays 6 p.m.
r Randy Corman 4 years 12/31/2009 Transportation/Aviation 2 and 4`h Thursdays 4 p.m.
Don Persson 4 years 12/31/2011 Finance 2nd and 4`h Mondays 5 p.m.
Terri Briere 4 years 12/31/2009 Community Services I"and 3rd Mondays 5 p.m.
King Parker 4 years 12/31/2011 Planning&Development 15S and 3rd Thursdays 3 p.m.
Greg Taylor 4 years 12/31/2011 Public Safety 15`and 3rd Mondays 4 p.m.
Rick Zwicker 4 years 12/31/2009 Utilities 151 and 3rd Thursdays 2 p.m.
r Renton Results Program Allocation—Legislative
it
(City Service Focus:Representative Government, 100%)
olicy Development&
Implementation
100.0%
The horizontal bar chart above illustrates the Renton Results Programs supported by this division
irr as described in Section Three of this document. The Programs illustrated may be in combination
with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program.
Operating Budget—Legislative
4-7
Expenditure Budget by Category—Legislative '
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaries 133,512 139,340 143,231 147,064 2.7%
Personnel Benefits 53,983 55,772 66,098 67,488 2.1%
Supplies 1,207 1,435 2,200 2,200 0.0% ,
Other Services&Charges 8,474 10,544 40,200 41,048 2.1%
Interfund Payments 0 30,949 32,555 33,922 4.2%
Operating Total 197,176 238,040 284,284 291,722 2.6% '
Staffing Levels (Full-Time Equivalent Employees—FTE)Legislative '
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Total FTE 8.0 8.0 8.0 8.0 0.0%
DepartmentFund/Department
by F u /De p
Operating Section
r
000/001 General Fund Legislative Department
.r
•r
so
as
of
so
so
Operating Budget—Legislative
4-8
■• 2007 Accomplishments
• Awarded grants for eight neighborhood projects and two neighborhood newsletters
through the 2007 Neighborhood Grant Program.
Endorsed the community plan entitled "A Roof Over Every Bed in King County: Our
Community's Ten-Year Plan to End Homelessness".
0 Adopted the following:
o The 2008-2013 City of Renton Business Plan.
o A resolution calling for the annexation, by election, of the Benson Hill Communities;
,.r 4.2 square miles located to the south and west of the Renton City limits, in the
vicinity of South 200th Street and 128th Avenue Southeast.
o A resolution in support of the countywide 2008-2013 Medic One/Emergency
Services Levy.
• Accepted the following:
o The 10%Notice of Intent to annex petition for the proposed New Life-Aqua Barn.
` Annexation located along the Renton-Maple Valley Highway, as modified to include
Maple Ridge Estates.
o The 60% Direct Petition to Annex for the proposed Marshall Annexation; 7.6 acres
located west of Duvall Avenue Northeast and north of Northeast Sunset Boulevard.
• Rescinded the following:
o The prohibition on punchboards and set the tax rate for their conduct and operation.
o The moratorium on sewer availability for new subdivisions within the East Renton
Plateau Potential Annexation Area.
Awarded contracts for:
o The Maplewood Creek Sediment Basin 2007 Cleaning and Maintenance Project.
rs o The North 26th Street./Park Place North Storm System Project.
o The 2007 Street Overlay with Curb Ramps Project.
o The Central Plateau Interceptor Section 2 Project.
o The City Shops Roof Replacement Building A-1 Project.
o The Renton Village Storm System Project.
o The Southwest 34th Street Culvert Replacement Project.
Approved the following:
o The appointments to the Highlands Phase 11 Task Force.
o The Highlands Park(73 single-family lots on 18.1 acres located at Rosario Avenue
' Northeast) and the Shy Creek(61 single-family lots on 16.14 acres located at
Southeast 2nd Place) final plats.
o The implementation of traffic enforcement cameras for red light and speeding
' enforcement at selected school zones.
o The Aster Park Annexation, which consists of 19.85 acres of property located along
the south side of Northeast Sunset Boulevard and west of 148th Avenue Southeast.
o The Kristen Woods Final Plat; 20 single-family lots on 3.81 acres located on the 3200
block of Benson Drive South.
Operating Budget—Legislative
4-9
o The Leitch Annexation, which consists of 14 acres of property located in the vicinity
of 140th Avenue Southeast, 143rd Avenue Southeast, Southeast 136th Street, and
Southeast 138th Street.
o A series of zoning and land use changes in the Highlands Study Area.
o An agreement to develop a Downtown Wayfinding System that will improve the ,
system of signage into and around downtown.
o The Perkins Annexation, which consists of 15.47 acres located south of Southeast
95th Place and east of 128th Avenue Southeast. '
o Preliminary approval for the Central Plateau Interceptor Phase II Special Assessment
District.
o The Wedgewood Lane (23 single-family lots on 4.88 acres located in vicinity of
Northeast 10th Street) and Victoria Pointe (ten single-family lots on 1.69 acres
located at 3701 Wells Avenue North) Final Plats.
o The Amberwood II Final Plat; 17 single-family lots on 4.2 acres located at
6135 Northeast 4th Street.
o The allocation of lodging tax funding for 2007 tourism-related activities as
recommended by the Lodging Tax Advisory Committee.
o The Parklane Court Final Plat; ten single-family lots on 4.3 acres located east of
Lyons Avenue Northeast and north of Southeast 1 st Place.
o The expansion of the Human Services Advisory Committee from nine to eleven
members.
o The addition of two new voting members to the Airport Advisory Committee. r
Position Listing—Legislative nr
2005 2006 2007 2007 2008
Grade Title Actual Actual Budget Adj Budget Budget
Legislative Services/City Council
City Council Members(Elected) 7.0 7.0 7.0 7.0 7.0
M17 City Council Liaison 0.0 1.0 1.0 1.0 1.0
N12 City Council Liaison 1.0 0.0 0.0 0.0 0.0
Total Legislative Services 8.0 8.0 8.0 8.0 8.0
r>r
W
Operating Budget—Legislative
4-10
r
Administrative,t e, Judicial,
' and Legal Services
1
1
1
1
1
t
1
1
I
t
0
�i
Administrative, Judicial, and Legal Services Department Organization
a
MAYOR
Denis Law
°4
CHIEF ADMINISTRATIVE COMMUNICATIONS
y
OFFICER Preeti Shridhar
Jay Covington Director
T-
EASISTANT CHIEF
ISTRATIVE OFFICER r"
Marty Wine
LE!j
R!E
OURT SERVICES EXAMINER ATTORNEY
See Position Listing for additional details on department staffing.
i
r
Administrative, Judicial,
and Legal Services
Mission Statement
Provide executive leadership and management for the City of Renton government to act
strategically, implement decisions efficiently and accurately, apply City policies uniformly, and
achieve City goals expeditiously.
2005 2006 2007 2008
Actual Actual Adj Bdgt Budget
Operating Budget Summary $3,924,585 $4,395,080 $4,632,864 $5,477,906
Positon Summary 27.5 27.5 27.0 33.5
Renton Results City Services Allocation—Administrative, Judicial, and
Legal Services Department
Internal Support,28.9%
Representative
Government,67.1%
11� -Safety and Health,4.6%
r Utilities and Environment,
0.5%
The pie chart above illustrates the City Service Areas supported by this department as described
in Section Three of this document. See each division page for specific Renton Results Program
information.
r
Operating Budget—Administrative,Judicial,and Legal Services
4-11
Expenditure Budget by Division -Administrative, Judicial, and Legal Services Department
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Mayor's Office 833,734 916,278 938,785 1,039,843 10.8%
City Clerk 466,562 519,807 644,393 760,779 18.1%
City Attorney 1,114,191 1,287,545 1,197,238 1,634,615 36.5%
Hearing Examiner 133,422 148,850 164,625 238,578 44.9%
Court Services 1,376,675 1,522,600 1,687,823 1,804,091 6.9%
Operating Total 3,924,585 4,395,080 4,632,864 5,477,906 18.2%
Expenditure Budget by Category-Administrative, Judicial, and Legal Services Department
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaries 1,702,641 1,734,233 1,863,846 2,180,921 17.0%
Part-Time Salaries 30,605 112,858 16,548 20,304 22.7% ..
Overtime 9,957 21,877 5,750 5,750 0.0%
Personnel Benefits 446,593 467,670 569,054 824,796 44.9%
Supplies 24,975 32,235 24,570 29,420 19.7%
Other Services and Charges 1,658,578 1,751,948 1,839,095 2,050,847 11.5%
Intergovernmental Services 50,420 53,795 56,300 70,000 24.3%
Capital Outlay 815 0 0 0 0.0%
Interfund Payments 0 220,464 257,701 295,868 14.8%
Operating Total 3,924,585 4,395,080 4,632,864 5,477,906 18.2%
Major Highlights
Municipal Court Prosecution 35,000
Elections &Voter Registration 12,700
Legal Staff Services 58,399
Cable Franchise Renewal Contract 30,000
Traffic Safety Camera Program 72,800
Benson Hill Annexation Increases 935,727
Stang Levels by Division -Administrative, Judicial., and Legal Services Department
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Mayor's Office 7.0 7.0 6.0 7.0 16.7%
City Clerk 5.0 5.0 5.5 7.0 27.3%
Hearing Examiner 1.5 1.5 1.5 2.0 33.3%
Court Services 14.0 14.0 14.0 17.5 25.0%
Total FTE 27.5 27.5 27.0 33.5 24.1%
Temp/Intermit Salaries & Benefits $34,188 $125,269 $16,548 $20,304 22.7% .
Operating Budget-Administrative,Judicial,and Legal Services
4-12
r
Department by Fund
Operating:
Fund/Dept
000/003 General Fund Mayor's Office
000/012 General Fund City Clerk
000/006 General Fund City Attorney
000/011 General Fund Hearing Examiner
000/002 General Fund Court Services
w
as
w
rr
wr
wo
Operating Budget—Administrative,Judicial,and Legal Services
4-13
Mayor's Office
Mission Statement
Provide executive leadership and management for the City of Renton government to act
strategically, implement decisions efficiently and accurately, apply City policies uniformly, and
achieve City goals expeditiously.
Renton Results Program Allocation—Mayor's Office
1
Corporate&Community
Partnerships,9.8%
Community Outreach&
Communication,24.5%
Regional Involvement/
Intergovernmental Policy Development&
Relations,19.6% Implementation,46.0%
The horizontal bar chart above illustrates the Renton Results Programs supported by this division
as described in Section Three of this document. The programs illustrated may be implemented
jointly with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program.
2007 Accomplishments r
Administration
• Conducted workshops involving the Mayor, Council, Department Administrators, and
employees to review and refine the City's Vision, Mission, and Business Plan Goals,
budget priorities, and prepare for emerging issues.
• Provided executive management to implement the 2007 elements of the City's Business
Plan as funded in the City's annual operating budget.
• Worked with State and Federal legislators to shape laws and regulations aligned with
Renton's interests.
• Provided strategic direction and oversight for City operations including the annual
Comprehensive Plan update and 2008 budget preparation.
• Provided leadership and direction on major initiatives and regional issues including The
Landing development, local and regional transportation improvements, and potential
annexations.
• Worked with communities in the City's potential annexation areas to understand their
interest in becoming part of Renton, and negotiated annexation interlocal agreements
with King County and other special purpose districts.
rrr
• Provided citywide communications leadership and counsel on key issues, ranging in
emphasis from speaking points and guidance, to coordinating aspects of the response.
• Provided leadership and strategic direction to ensure accurate and relevant .I
communications to Renton residents,businesses, key stakeholders, and the community.
.r
Operating Budget—Administrative,Judicial,and Legal Services
4-14 1W
r
+.. Provided timely information to residents and made them aware of opportunities to be
involved in their government and community.
• Successfully launched and enhanced the City's contemporary,user-friendly website with
•�► interactive features,refining the site to better reflect Renton's image,vision, mission, and
messages.
• Implemented a comprehensive media relations strategy including issuing an average of
one to two press releases per week, and generated media coverage, articles, and editorials
about the City's initiatives in various local and regional media.
• Partnered with the Court to seek proposals for, and successfully negotiate, a contract for
rs public defender services.
• Continued negotiations for the renewal of the City's cable television franchise.
Mayor's Office
• Coordinated and disseminated public information to internal and external customers
through direct mail, print, and electronic communications including a new City
newsletter(Renton Now), daily electronic news for employees (e-Grapevine), and the
City's website. Provided in-house consultation to staff on public information
dissemination,brochure and newsletter production.
• Ensured responsiveness to and resolution of citizen concerns on a broad range of issues.
Responded to an estimated 5,500 combined phone calls and office visits, produced more
than 500 items of written correspondence from the Mayor, and sent out"New Resident
Welcome"packets at the request of hundreds of residents.
2008 Goals
Administration
• Support the Mayor and Council, and coordinate input of Department Administrators, in
continuous refinement of the City's Business Plan.
,,. • Ensure achievement of the City's goals and objectives by appropriately placing authority,
assigning accountability, and monitoring performance.
• Provide strategic leadership and oversight for the City's annual budget, Comprehensive
Plan, and business and operational plans scheduled for implementation during 2008.
• Inform State and Federal legislators about Renton's needs and interests to gain maximum
legislative and funding assistance for the City.
• Provide strategic leadership and direction on regional, state, and national issues,
including transportation, land use, annexation, and sales tax streamlining.
• Coordinate effective interdepartmental planning and intergovernmental agreements
related to potential annexations.
• The newly annexed Benson Hill Communities successfully transition governance to
provide services to area beginning in March 2008.
• Implement and manage the new contract for public defender services.
• Finalize renewal of the City's cable television franchise.
Operating Budget—Administrative,Judicial,and Legal Services
4-15
111!
Mayor's Office
• Provide direction and coordination for all Departments/Divisions to articulate desired
outcomes for core services, based on citizen understanding and input and on best
management practices; manage City operations toward achievement of those outcomes.
• Provide excellent service to internal and external customers. Ensure that citizen concerns
are addressed accurately, sensitively, and in a timely manner.
• Seek input from City residents and potential annexation areas to understand the desired
level and quality of City services.
• Assess the character of City services and programs and prepare recommendations to City
Council to guide decisions on level of effort and resource allocation.
• Disseminate public information through press releases, community news sources,
employee news sources, the City's website, and other media.
• Continue the redesign of the City's website with a user-centered navigation,unified
image, and increased ability to interact with the City using up-to-date technology.
• Coordinate the City's messages and standardize formats and styles; find ways to reduce
cost while maintaining high quality.
i
Operating Budget—Administrative,Judicial,and Legal Services
4-16
Im
.. Expenditure Budget by Category-Mayor's Office
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaries 550,743 529,261 584,984 670,708 14.7%
Part-Time Salaries 13,031 103,861 8,268 8,268 0.0%
Overtime 6,632 17,479 0 0- 0.0%
Personnel Benefits 119,677 118,554 144,280 185,040 28.3%
Supplies 3,037 1,868 3,500 3,500 0.0%
Other Services and Charges 140,615 90,642 131,600 111,668 -15.1%
Interfund Payments 0 54,613 66,153 60,659 -8.3%-
Operating Total 833,734 916,278 938,785 1,039,843 10.8%
Staffing Levels (Full-Time Equivalent Employees -FTE) - Mayor's Office
2005 2006 2007 2008 Change
..�. Actual Actual Adj Budget Budget 07/08
Total FTE 7.0 7.0 6.0 7.0 16.7%
Temp/Intermit Salaries& Benefits $15006 $115,107 $8,268 $8,268 0.0%
a
Operating Budget-Administrative,Judicial,and Legal Services
4-17
City Clerk
Mission Statement j
The Office of the City Clerk is dedicated to supporting the legislative process, making City
government accessible to the public,preserving the City's official records, and maintaining and
providing accurate and timely information through a variety of media to meet the requirements ,
of law, and the needs of the citizens, the Mayor, the City Council, and City administrative staff.
Renton Results Program Allocation—Ci Clerk '
g h'
Community Outreach& Public Records&Access,
Communication,21.6% 46.1
_Volunteer Opportunities,
6.3%
Policy Development&
Implementation,26.0%
The horizontal bar chart above illustrates the Renton Results Programs supported by this division
as described in Section Three of this document. The programs illustrated may be implemented
jointly with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program.
2007 Accomplishments
• Initiated a new contract database and reports.
• Reviewed Council meeting agenda preparation process; updated agenda process manual.
• Updated Councilmember manuals.
• Implemented video streaming of City Council meetings on City website, supplementing
Channel 21 programming.
• Completed bidding and contracting process to designate the new official newspaper.
• Trained new Records Management Specialist. t
• Processed and indexed contracts, claims, recorded documents, minutes, legislation, and
other official records of the City; indexed and maintained closed City land use
application files.
• Processed public records requests and made records available in a variety of formats.
• Managed and advertised City call-for-bids; conducted bid openings; prepared agenda
bills.
• Coordinated codification of ordinances, policies and procedures, and minutes.
• Performed annual records audit to identify documents for destruction.
• Supported the cable franchise renewal process.
• Supervised Information Desk Volunteer Program; recruited and trained one new
volunteer.
Operating Budget—Administrative,Judicial,and Legal Services
4-18
,. Represented Renton via local,regional, and national Clerk and records management
associations, and state and national telecommunications officers association.
2008 Goals
• Improve access to public information and facilitate open public government.
• Implement electronic records access and management system.
• Implement electronic records management policies and procedures.
• Audit various historical records; transfer historical and archival records to the regional
„• archivist.
• Communicate records management policies and procedures to internal customers through
development of a records management manual.
" Support cable franchise renewal finalization.
• Improve office work processes and train new staff to meet the needs of increasing City
population and related work volume.
Revitalize and improve City View, the City-produced video newsmagazine for Channel
21.
�r.
Expenditure Budget by Category- City Clerk
r 2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaries 269,420 276,639 316,801 366,861 15.8%
Part-Time Salaries 544 2,550 0 0 0.0%
Personnel Benefits 85,569 87,682 131,854 188,468 42.9%
Supplies 6,503 5,856 7,700 12,250 59.1
Other Services and Charges 54,105 36,203 59,650 65,447 9.7%
Intergovernmental Services 50,420 53,795 56,300 70,000 24.3%
Interfund Payments 0 57,082 72,088 57,753 -19.9%
Operating Total 466,562 519,807 644,393 760,779 18.1%
W Staffing Levels (Full-Time Equivalent Employees -FTE) - City Clerk
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
.r Total FTE 5.0 5.0 5.5 7.0 27.3%
Temp/Intermit Salaries& Benefits $597 $3,042 $0 $0 N/A
r
r
Operating Budget—Administrative,Judicial,and Legal Services
4-19
City Attorney
Mission Statement
Provide quality legal representation to the City and its employees in a timely, effective, and
positive manner.
j
Renton Results Program Allocation—City Attorney
Risk Management,2.0% Representation
Admininistrative Matters,
7.0%
Representation in Civil
Courts,30.0%
Public Records&Access,
® General Legal Services,
2.0%
40.0%
■ Environment Review
■Code Compliance/ (ERC),2.0%
REACT,2.0%
Criminal Prosecution,
15.0%
The horizontal bar chart above illustrates the Renton Results Programs supported by this division
as described in Section Three of this document. The programs illustrated may be implemented
jointly with other divisions of the City. Refer to the Renton Results chapter of the budget for a i
complete explanation of each program.
2007 Accomplishments t
• Provided ordinance drafting and contract review, in general on the first day 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.
• Obtained a favorable decision in the challenge to the Comprehensive Plan case.
• Drafted ordinances to support REACT, and negotiated compliance or successfully
prosecuted infractions and misdemeanors for REACT.
• Won the administrative appeals on The Landing development and assisted in further
settlement.
• Handled the increased work load in Municipal Court without adding staff.
• Successfully handled a wide variety of administrative appeals.
2008 Goals
• Provide ordinance drafting and contract review for routine matters on the first day after
receipt by City Attorney's office. Provide service on more complicated matters within
the week. Provide service on very complicated or extensive matters by a prearranged
date. 'M
Operating Budget—Administrative,Judicial,and Legal Services
4-20
tis
IM
r • Support the City Council and its committees with prompt research, legal opinions, draft
ordinances, and attendance at committee meetings.
• Aggressively defend litigation matters alleging negligence, with a result favorable to the
City 80 percent of the time.
• 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.
• Aggressively defend and prevail on administrative appeals.
• Successfully litigate a nuisance abatement action in Superior Court.
• Obtain a favorable result in the Yakima Jail contract case.
Expenditure Budget by Category- City Attorney
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Supplies 9,008 5,008 3,399 3,399 0.0%
Other Services and Charges 1,105,184 1,277,093 1,192,140 1,627,887 36.6%
Interfund Payments 0 5,444 1,699 3,329 95.9%
Operating Total 1,114,191 1,287,545 1,197,238 1,634,615 36.5%
rr
to
rr
M
s
r�
Operating Budget—Administrative,Judicial,and Legal Services
ow 4-21
Hearing Examiner
Mission Statement
Provide decisions and recommendations for the public and City Council through a fair, impartial,
and open legal process. Provide compliance with laws,policies, and mandates. Provide a public
process that results in informed decision-making.
Renton Results Program Allocation—Hearing Examiner
Administrative
Due Process,100.0%
The horizontal bar chart above illustrates the Renton Results Programs supported by this division
as described in Section Three of this document. The programs illustrated may be implemented
jointly with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program. j
2007 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.
2008 Goals
• Consider and apply land use regulatory codes. L
• Hear appeals regarding SEPA or Administrative decisions.
Expenditure Budget by Category-Hearing Examiner
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaries 114,525 118,638 122,660 139,156 13.4%
Overtime 161 396 0 0 0.0%
Personnel Benefits 18,144 20,184 24,765 43,618 76.1%
Supplies -15 116 971 971 0.0%
Other Services and Charges 607 1,241 7,475 45,145 503.9%
Interfund Payments 0 8,275 8,754 9,688 10.7%
Operating Total 133,422 148,850 164,625 238,578 44.9%
Staffing Levels (Full-Time Equivalent Employees - FTE) - Hearing Examiner
2005 2006 2007 2008 Change
Actual Actual Ad* Budget Budget 07/08
Total FTE 1.5 1.5 1.5 2.0 33.3%
Operating Budget—Administrative,Judicial,and Legal Services
4-22
•r
Court Services
Mission Statement
Perform all court functions in accordance with national standards for the benefit of court users
and the general public.
Renton Results Program Allocation—Court Services
s
Judicial Due
Process,100.0%
11a
The horizontal bar chart above illustrates the Renton Results Programs supported by this division
as described in Section Three of this document. The programs illustrated may be implemented
jointly with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program.
2007 Accomplishments
• Remodeled the court area public hallways to reconfigure foot traffic patterns.
,� • Implemented weapons screening on third floor court areas.
• Certified Judicial salary with the Administrative Office for the Courts in order to gain
partial State reimbursement of the salary into a court improvement account.
In concert with many concerned parties, supported the passage of legislation offering
counties and cities partial protection from lawsuits regarding actions of probationers.
2008 Goals
• Continue staff training in response to changes in the City Code and the Revised Code of
r Washington.
• Provide court services to file, hear, and collect fines for numerous citations expected to
be issued via Traffic Safety Cameras.
.� • Act to expand our services to absorb the impact of annexations adding approximately
25%to the population of the City and Court services.
• Partner with the Administration to work with a new contract and/or contractor for public
defender services effective in 2008.
rr
Operating Budget—Administrative,Judicial,and Legal Services
4-23
1r
Expenditure Budget by Category- Court Services
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaries 767,953 809,695 839,401 1,004,196 19.6%
Part-Time Salaries 17,030 6,447 8,280 12,036 45.4%
Overtime _ 3,164 4,002 5,750 5,750 0.0%
Personnel Benefits 223,203 241,250 268,155 407,670 52.0%
Supplies 6,442 19,387 9,000 9,300 3.3%
Other Services and Charges 358,068 346,769 448,230 200,700 -55.2%
Capital Outlay 815 0 0 0 0.0%
Interfund Payments 0 95,050 109,007 164,439 50.9%
Operating Total 1,376,675 1,522,600 1,687,823 1,804,091 6.9%
Staffing Levels (Full-Time Equivalent Employees -FTE) - Court Services
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Total FTE 14.0 14.0 14.0 17.5 25.0%
Temp/Intermit Salaries & Benefits $18,585 $7,120 $8,280 $12,036 45.4%
i
i
T
t
Operating Budget—Administrative,Judicial,and Legal Services ,
4-24
�., Administrative, Judicial, and Legal Services Position Listing
2005 2006 2007 2008
Grade Title Actual Actual Adj Budget Budget
Mayor's Office
E10 Mayor (Elected) 1.0 1.0 1.0 1.0
M53 Chief Administrative Officer 1.0 1.0 1.0 1.0
M45 Assistant Chief Administrative Officer 0.0 1.0 1.0 1.0
M38 Communications Director 0.0 1.0 1.0 1.0
M30 Assistant to Chief Administrative Officer 1.0 0.0 0.0 0.0
M25 Community Relations Manager 1.0 0.0 0.0 0.0
M17 Executive Secretary 1.0 1.0 1.0 1.0
N16 Communications Specialist 0.0 0.0 0.0 1.0
N15 Community Relations Specialist 1.0 1.0 0.0 0.0
N07 Secretary II 0.0 1.0 1.0 1.0
N05 Secretary 1 1.0 0.0 0.0 0.0
Total Mayor's Office 7.0 7.0 6.0 7.0
City Clerk Division
M30 City Clerk/Cable Manager 1.0 1.0 1.0 1.0
M17 Deputy City Clerk 1.0 1.0 1.0 1.0
Al2 Multimedia/Records Specialist 1.0 1.0 1.0 2.0
All Records Management Coordinator 1.0 1.0 1.0 1.0
A09 Records Management Specialist 1.0 1.0 1.5 1.5
A07 Microfilm Clerk 0.0 0.0 0.0 0.5
Total City Clerk Division 5.0 5.0 5.5 7.0
Hearing Examiner Services Division
M35 Hearing Examiner 1.0 1.0 1.0 1.0
A07 Hearing Examiner's Secretary 0.5 0.5 0.5 1.0
Total Hearing Examiner Division 1.5 1.5 1.5 2.0
Court Services
Ell Municipal Court Judge (Elected) 1.0 1.0 1.0 1.0
M30 Court Services Director 1.0 1.0 1.0 1.0
A18 Probation Officer 1.0 1.0 1.0 1.5
A15 Judicial Specialist (Lead) 2.0 2.0 2.0 2.0
A10 Judicial Specialist/Trainer 1.0 1.0 1.0 1.0
A08 Judicial Specialist 7.0 7.0 7.0 10.0
A08 Probation Clerk 1.0 1.0 1.0 1.0
Total Court Services Division 14.0 14.0 14.0 17.5
Total Administrative, Judicial, and Legal Services 27.5 27.5 27.0 33.5
Operating Budget-Administrative,Judicial,and Legal Services
4-25
This page is intentionally left blank.
Operating Budget—Administrative,Judicial,and Legal Services
4-26
a
� Economic Development
t
t
Economic Development, Neighborhoods, and Strategic Planning
Department Organization
7
p
m
ADMINISTRATOR
Alex Pietsch
Administrative
Support
ECONOMIC NEIGHBORHOODS LSTRATEGIC
�+e
DEVELOPMENT PLANNING
Q�
i
See Position Listing for additional details on department staffing.
Economic Development,
�- Neighborhoods,
and Strategic Planning
Mission Statement
Enhance the vitality and livability of the Renton community by promoting a prosperous economy
and quality neighborhoods.
Description
The department initiates and leads economic development and land use planning efforts while
working with neighborhoods to enhance the economic prosperity, vitality, and livability of the
community for Renton citizens. Additionally, the department coordinates the City's legislative
r. affairs, advocating Renton's interest at the county, regional, state and federal levels
2005 2006 2007 2008
Actual Actual Adj Bdgt Budget
Operating Budget Summary $1,218,808 $1,386,005 $1,604,376 $2,049,718
Positon Summary 12.0 12.0 12.0 17.5.
11
Operating Budget—Economic Development,Neighborhoods,and Strategic Planning
4-27
Renton Results Program Allocation—Economic Development, Neighborhoods, and Strategic
Planning Department
r�
Livable Community,
94.8%
Representative ,
Government,5.2%
The pie chart above illustrates the City Service Areas supported by this department as described ,
in Section Three of this document. See each division page for specific Renton Results Program
information.
■Boards&Commissions,
3.0% ,
. Regional Involvement/
Intergovernmental
Relations,2.2%
' Coordination(Special
Events),0.7%
Neighborhood Program,
7.5% Economic Development,
49.6%
Strategic Land Use
Planning,37.0%
The horizontal bar chart above illustrates the Renton Results Programs supported by this division ,
as described in Section Three of this document. The Programs illustrated may be in combination
with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program. „Ir
.�r
r
Operating Budget—Economic Development,Neighborhoods,and Strategic Planning
4-28
r.r
2007 Accomplishments
• Worked with developers of The Landing to ensure a mix of high quality retail tenants in
the 46-acre, $300 million, mixed-use development and facilitated a successful Phase 1
opening in October 2007.
• The owners of the Seattle Sonics and Storm selected Renton over Bellevue and a total of
29 original locations as their preferred location for a $500 million multipurpose arena.
While the Legislature failed to authorize potential funding for the facility, the decision
and the effort the City and Chamber made to support the proposal brought significant
national media attention to the City and portrayed Renton as a can-do community with
significant potential.
• Initiated a second phase of the Highlands Task Force to make recommendations for
community investment and redevelopment in the neighborhood.
• Worked with the Renton Housing Authority to analyze potential development strategies
to expand the affordable housing alternatives provided by the agency.
r. • Shepherded construction of marquis projects including The Landing, the Federal Reserve
Bank of San Francisco's new Seattle branch headquarters, the Seattle Seahawks' Virginia
Mason Athletic Center, and the second-phase of housing at Southport.
r" • Successfully recruited the King County Office of Elections to locate its operation to an
office building in Renton, and worked with Washington State University Extension,
ow which was displaced by the County's move, to find a new location in Downtown Renton.
Strengthened ongoing business retention program, including assisting several new
companies as well as long-term employers.
r„„ • Strengthened communication and coordination with Renton aerospace companies and the
statewide Aerospace Futures Alliance, establishing a Renton aerospace working group
and regular Boeing/City leadership meetings.
am • Helped establish Renton Small Business Development Center to provide no-cost one-on-
one business advisor services to area's small businesses.
• Helped create and develop agenda for public-private partnership to address critical
r► workforce development challenges, improving the integration of existing educational
efforts with employers' needs.
• Continued efforts to revitalize Downtown Renton by working closely with area
businesses, property owners, and volunteers to support property redevelopment and
Downtown events.
• Worked with a consultant to design and install the first phase of new wayfinding signage
.r to give Downtown Renton a more distinct identity and help potential visitors find the
area.
o. • Worked with owners of several automotive dealers to facilitate redevelopment,
relocation, and/or expansion, including Younker Nissan, Bob Bridge Toyota, Sound
' Ford, and Renton Honda. Additionally, worked with franchisees to bring about
development of what will be the largest Harley Davidson dealership in the State of
Washington.
• Overall, sales tax revenue increased by 8.83 percent and Lodging Tax revenue increased
by almost 12 percent.
• Completed large-scale Comprehensive Plan Amendments and re-zoning in the Benson
Hill annexation area, as well as several other Comprehensive Plan Amendments initiated
Operating Budget—Economic Development,Neighborhoods,and Strategic Planning
4-29
W
by private parties. Coordinated an interdepartmental effort to update the Capital r
Facilities and Transportation elements in the Comprehensive Plan.
• Completed amendments to the City's development regulations including tree
retention/replacement standards, animal regulations, and minimum design requirements
for the R-1, R-4 and R-8 zones.
• Completed annexation proceedings for six individual annexations, resulting in 124 acres
of new City territory, and began processing two new annexation petitions, that have the
potential to bring in 507 additional acres. Additionally, completed annexation of the
Benson Hill area, a 2,438-acre area southeast of the city.
• Began work on a Shoreline Master Program update and secured a$200,000 state grant to
offset cost of the three-year, state-mandated work program.
• In partnership with community stakeholders, continued to promote Renton as the "Center
of Opportunity"through the use of a promotional video,print advertising, event
sponsorship, and speaking engagements.
• Led a successful business recruitment trip to the Los Angeles area, where the Mayor, No
Superintendent of Renton School District, Renton Chamber CEO, and CEO of the
regional economic development council, enterpriseSeattle, met with companies in the
aerospace, entertainment, real estate, and technology sectors.
• Generated significant media interest in Renton's economic revitalization efforts,
including in the New York Times, Chicago Tribune, Seattle Business Monthly, and
Renton was ranked 5th "Best Neighborhood"by Seattle Magazine.
• In partnership with the Community Services Department, constituted a citywide "Green
Team"to develop a multi-year strategy to expand and develop environmentally '
sustainable business practices at City Hall,but also throughout the entire community.
• Continued the success of the Neighborhood Program, which serves 34 neighborhoods, ,
and hosted 14 picnics.
• The Neighborhood Grant Program funded$82,548 to 12 neighborhoods for beautification
and communication projects.
• Lobbying efforts in the State Legislature resulted in securing $1.5 million in State funds
to assist in the removal to two abandoned dry docks anchored off the Renton shoreline in
Lake Washington and approximately $4 million to offset the cost of railroad bridge ,
replacements, critical transportation projects for safety, and freight mobility as well as
future improvements to the Rainier Avenue corridor. Helped lead effort toward passage
of streamlined sales tax legislation with full mitigation.
Operating Budget—Economic Development,Neighborhoods,and Strategic Planning ,
4-30
•• 2008 Goals
• Continue to foster redevelopment efforts in the South Lake Washington area, including
working with the property owners and other City departments to affect positive results in
this emerging district. Ensure successful opening of The Landing and the Fairfield
Residential Development.
• Continue work with the Highlands Task Force, Renton Housing Authority and private
property owners to promote re-investment, redevelopment, and other improvements in
the Highlands Sub-area.
r • Continue work with the full range of stakeholders to stimulate further revitalization of
Downtown Renton.
• Establish long-term and sustainable funding for Small Business Development Center
w. through intergovernmental and private funds.
• Continue to strengthen business retention efforts and aerospace working group,
addressing employers' needs as they arise.
• Utilize existing incentives to continue to foster a diverse array of increased housing
opportunities in Renton.
• Attract new businesses to Renton to increase employment opportunities and sales tax
revenue, and continue to promote Renton as the "Center of Opportunity" for businesses.
• Continue the state-mandated update of the City's Shoreline Master Program.
Process annexations as residents and property owners express a desire to become a part of
Renton.
• Promote Renton's interests and pursue funding opportunities for infrastructure and
wr economic development in partnership with the City's county, state, and federal
representatives.
r
Expenditure Budget by Category—Economic Development, Neighborhoods, and Strategic
Planning Department
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
rr Regular Salaries 792,916 814,644 879,592 1,074,836 22.2%
Part-Time Salaries 3,265 854 34,600 34,792 0.6%
�r Overtime 460 0 2,800 2,800 0.0%
Personnel Benefits 196,254 218,017 316,976 395,365 24.7%
Supplies 12,005 5,403 12,360 9,611 -22.2%
ar Other Services and Charges 191,902 173,488 252,150 387,846 53.8%
Intergovernmental Services 21,303 84,673 0 0 N/A
Capital Outlay 703 0 15,150 35,259 132.7%
r Interfund Payments 0 88,926 90,748 109,209 20.3%
Operating Total 1,218,808 1,386,005 1,604,376 2,049,718 27.8%
rre
Operating Budget—Economic Development,Neighborhoods,and Strategic Planning
4-31
Major Highlights
Renton Farmers Market/Downtown Events Coordinator 15,000
Downtown Seasonal Banners 12,000
Small Business Development Center 25,000
New Vehicle- Neighborhood Program 30,000
Benson Hill Annexation Increases 405,968
Staffing Levels (Full-Time Equivalent Employees—FTE)—Economic Development,
Neighborhoods, and Strategic Planning Department
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08 1�
Total FTE 12.0 12.0 12.0 12.0 0.0%
Temp/Intermit Salaries& Benefits $3,556 $948 $42,120 $43,963 4.4%
Department by Fund/Department
The EDNSP Department manages the following:
Operating Section
000/023 General Fund EDNSP
W
Irl
Operating Budget—Economic Development,Neighborhoods,and Strategic Planning
4-31
Economic Development, Neighborhoods, and Strategic Planning Department Position Listing
2005 2006 2007 2008
Grade Title Actual Actual Adj Budget Budget
M49 Economic Development Administrator 1.0 1.0 1.0 1.0
M38 Economic Development Director 1.0 1.0 1.0 1.0
M38 Planning Director 0.0 0.0 0.0 1.0
M33 Long Range Planning Manager 0.0 1.0 1.0 1.0
M32 Community Development Program Manager 1.0 1.0 1.0 1.0
M32 Principal Planner 1.0 0.0 0.0 0.0
A25 Neighborhood Program Coordinator 0.0 1.0 1.0 1.0
A24 Sr. Economic Development Specialist 0.0 1.0 1.0 1.0
A24 Senior Planner 0.0 2.0 2.0 2.0
A23 Senior Planner 2.0 0.0 0.0 0.0
A20 Associate Planner 0.0 0.0 0.0 2.0
A20 Economic Development Specialist 0.0 0.0 0.0 1.0
A19 Associate Planner 1.0 0.0 0.0 0.0
A18 Neighborhood Program Specialist 0.0 0.0 0.0 1.0
A16 Assistant planner 0.0 1.0 1.0 1.0
A16 Economic Development Specialist 1.0 0.0 0.0 0.0
A13 Planning Technician II 1.0 0.0 0.0 0.0
N14 Administrative Assistant 0.0 0.0 0.0 1.0
N11 Admin Secretary II/Economic Assistant 1.0 1.0 1.0 0.0
A09 Admin Secretary 1 1.0 1.0 1.0 1.0
A09 Planning Technician 1 0.0 1.0 1.0 1.0
A05 Secretary 1 0.0 0.0 0.0 0.5
Al2 Neighborhood Coordinator 1.0 0.0 0.0 0.0
Total Regular Staffing 12.0 12.0 12.0 17.5
i
i
t
Operating Budget-Economic Development,Neighborhoods,and Strategic Planning
4-33
This page intentionally left blank
Ir
rr
Operating Budget—Economic Development,Neighborhoods,and Strategic Planning
4-34
Finance and Information
Services
Finance &Information Services Department Organization
ADMINISTRATOR
Mike Bailey
Administrative
Support
FINANCE INFORMATION
SERVICES
*Utility Billing Print&
Mail Services
w
*P/B/PWDepartment's Utility Systems Division funds pay for the 4 FTE's in Utility Billing.
See Position Listing for additional details on department staffing.
Finance and Information Services
Mission Statement
The Finance and Information Services Department serves the Renton community by providing
the business processes and systems that enable the City to function as a unit in an efficient and
accountable manner in proactive compliance with all laws and regulations.
w
Description
The department provides a centralized system of financial and technology services as described
,. more thoroughly within our core service descriptions. Services are provided primarily to internal
customers (i.e., other city departments). External services include the customer counter and
utility billing services. The department operates primarily on the first floor of City Hall.
2005 2006 2007 2008
Actual Actual Adj Bdgt Budget
Operating Budget Summary $3,373,189 $4,339,950 $5,856,042 $7,653,586
Positon Summary 33.5 29.5 33.5 38.5
Renton Results City Services Allocation—Finance and Information Services Department
1W
r
Representative
Intemal Support,62.0% Government,38.0%
up
r�
■r The pie chart above illustrates the City Service Areas supported by this department as described
in Section Three of this document. See each division page for specific Renton Results Program
information.
r.
Operating Budget—Finance and Information Services
1W 4-35
Expenditure Budget by Division -Finance and Information Services Department
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Finance 1,770,079 1 502,777 1,870,378 2,095,878 12.1%
Information Services 1,603,110 2837173 3,985,664 5,557,708 39.4%
Operating Total 3,373,189 4,339,950 5,856,042 7,653,586 30.7%
Expenditure Budget by Category-Finance and Information Services Department
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaries 1,939,271 1873290 2,172,976 2,452,123 12.8% �r
Part-Time Salaries 104,089 87,795 86,500 88,230 2.0%
Overtime 39,871 36,592 59,400 60,588 2.0%
Personnel Benefits 477,815 495,983 676,146 903,372 33.6%
Supplies/Small Tools 141,573 570,970 122,070 359,511 194.5%
Other Services &Charges 669,457 851,255 982,630 971,983 -1.1%
Intergovernmental Services 0 128,109 0 0 N/A
Capital Outlay 1,114 295,956 11627,009 2,521,765 55.0%
Operating Total 3,373,190 4 339,950 5,856,042 7,653,586 30.7%
Major Highlights
Capital Asset Inventory System 18,990
Database Technician 97,225
Transfer Position from Fire 72,274
,206,825
IS Capital Outlay 1-
Benson Hill Annexation Increases 628,487
Staffing Levels by Division-Finance and Information Services
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Finance 20.5 16.0 18.5 20.0 8.1%
Information Services 13.0 13.5 16.5 17.5 6.1%
Total FTE 33.5 29.5 35.0 37.5 7.1%
Temp/Intermit Salaries & Benefits $116,280 $99,992 $96,200 $98,124 2.0%
Operating Budget-Finance and Information Services
4-36
+� Department by Fund/Department
The Finance and Information Services manages the following:
•• Operating Section
000/004 General Fund Finance
503/004 Information Services Fund
r
VW
or
NE
M
W
1W
W
to
to
1W
Operating Budget—Finance and Information Services
ow 4-37
Finance Division
Mission Statement
Provide a high level of support to the City's customers and operations through a centralized r
comprehensive and integrated financial management system by providing customer service;
training, monitoring, and oversight; and accountability and transparency in order to enhance the
efficient use of community resources and maintain high credibility in City financial
management.
■N
Renton Results Program Allocation—Finance Division
Fiscal
Operations
62.0%
Fiscal Accountability and
Transparency,38.0%
The horizontal bar chart above illustrates the Renton Results Programs supported by this division
as described in Section Three of this document. The Programs illustrated may be in combination
with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program.
2007 Accomplishments
• Implemented new Financial Management Policies (2006 Goal).
• Implemented new Investment Policies.
• Implemented a new business licensing system. Streamlined the process by adopting
annual verses quarterly licensing renewals. Developed on-line approval process i
(2006 Goal).
• Implemented a phone-tree for utility customers for improved payment processing and
customer service.
• Implemented on-line payment process for utility billing payments via credit card, debit
card, or electronic check payments.
• Began a series of improvements in budget development including more control and rl
accountability for City departments.
• Interpreted and implemented all requirements of the Government Accounting Standards
Board(GASB) within their respective implementation dates. '
• Conducted a review of the Chart of Accounts, which included the feasibility of
implementation of new business process systems such as: Project Accounting; Point of
Sale; Contact and Inventory Management; and Capital Asset tracking.
• Reviewed Purchasing Policies and Procedures in conjunction with City departments to
improve Purchase Order and Account Payable business processes.
1d
Operating Budget—Finance and Information Services
4-38
2008 Goals
• Implement new business processes such as: Project Accounting, Point of Sale, Contract
and Inventory Management, and Capital Asset tracking.
• Implement approved recommendations from the 2006 Study Chart of Accounts Review
that standardizes the accounting methods across the City.
• Implement direct data entry for Journal Entries. Conduct departmental training sessions
in using the InForum Gold program.
• Improve the management of the City's investment portfolio by implementing
r. recommendations of the Investment Committee.
• Improve access to financial information via the City's web site.
• Conduct internal audits of tax revenues and business processes.
Develop a recommendation on management and accountability of capital improvement
project reporting.
UK Establish processes for administration of City business licenses.
• Implement process to protect the City's ratepayers by maintaining liens on delinquent
accounts.
Update and replace purchasing policies with modern business practices that meet the
operational needs of the City workforce and are efficient.
• Routinely provide training to City personnel.
r
r
Operating Budget—Finance and Information Services
4-39
rr
Expenditure Budget by Category-Finance Division ..
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08 ..
Regular Salaries 1,098,910 954 408 1,137,975 1,196 266 5.1%
Part-Time Salaries 40,610 23,384 20,600 21,012 2.0%
Overtime 13,453 9,575 29,800 30,396 2.0%
Personnel Benefits 274,398 253,543 354,367 455,599 28.6%
Supplies 14,705 13,360 14,570 14,861 2.0%
Other Services &Charges 328,003 120,398 157,846 145,703 -7.7%
Capital Outlay 0 0 25,909 18,990 -26.7%
Interfund Payments 0 128,109 129,311 213,051 64.8%_
Operating Total 1,770,079 1,502,777 1,870,378 2,095,878 12.1%
Staffing Levels (Full-Time Equivalent Employees -FTE) -Finance Division
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Total FTE 20.5 16.0 18.5 20.0 8.1%
Temp/Intermit Salaries & Benefits $44,539 $26,029 $20,600 $21,012 2.0%
Operating Budget—Finance and Information Services
4-40
_
Information Services
Mission Statement
Provide communication and data support to meet or exceed departmental requirements and
supply technical support services to all data and voice system users. Provide technological
leadership and vision in support of the City's business plan.
2007 Accomplishments
• Developed an Information Services Strategic Plan with input from all city departments
which concludes the business case for migration from Novell to Microsoft, creates a
r. systematic approach to project development, and project accountability.
• Improve support services of new and existing enterprise software applications including
the successful upgrade of the police records management system, successful
implementation of CAD analyst for the Fire Department,begin implementation of the
City's enterprise maintenance task management system, and expand wireless usage by
city departments.
• Assured telephone and voice mail systems, data network, and electronic mail were
operational 99 percent of the time.
,r • Assured that strategic applications have an uptime of 99 percent and malfunctions cause
less than 8 hours of service interruption per application,per year.
• Provided Service Desk response levels so that:
WN o Routine requests were responded to by the end of the next business day and 92
percent of them are resolved within two business days.
• Urgent requests were responded to within four business hours and 75 percent of them
aw were resolved within one business day.
o Mission critical requests were responded to within thirty minutes and work began
wr
within two hours. Of these incidents, 100 percent were resolved within 30 minutes.
• Improved customer response times and availability of Service Desk staff to customers.
• Assured that print/mail requests received a proof within two business days, and products
= were delivered within four business days of proof approval.
2008 Goals
• Continue support services of new and existing enterprise software applications and
upgrades, such as the Police Department Management System, expanded web based
service options, and the Maintenance Task Management System, to provide improved
services for internal and external customers.
• Continue to expand coverage of the City's Wireless System; increase mobile access to all
City departments in support of their operational missions.
• Provide direct support to the Fire Department using Business Systems Analyst position
reclassified from a position within the Fire Department.
r. • Implement a work force/timekeeping management program within the Fire Department.
_
Operating Budget—Finance and Information Services
1W 4-41
04
• Continue to work with the Mayor's Office in the development of citywide publishing '
standards to improve the City's message, improve print production efficiency, and lower
print production costs.
• Improve availability and/or response time of Service Desk staff to customers in response
to departmental survey of City staff.
• Complete migration from Novell to Microsoft including MS-Exchange.
• Begin implementation of the City's GIS plan.
Expenditure Budget by Category-Information Services Division
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaries 840,361 918,882 1,035,001 1,255,857 21.3%
Part-Time Salaries 63,479 64,411 65,900 67,218 2.0% W
Overtime 26,418 27,017 29,600 30,192 2.0%
Personnel Benefits 203,417 242,440 321,779 447,773 39.2%_ f
Supplies/Small Tools 126,868 557,610 107,500 344,650 220.6% Id
Other Services&Charges 341,454 730,857 824,784 826,280 0.2%
Capital Outlay 1,114 295,956 1,601,100 2,502,775 56.3%
Interfund Payments 0 0 0 82,963 100.0%
Operating Total 1,603,110 2,837,173 3,985,664 5,557,708 39.4%
Staffing Levels (Full-Time Equivalent Employees -FTE) -Information Services Division
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Total FTE 13.0 13.5 16.5 17.5 6.1%
Temp/Intermit Salaries & Benefits $71,741 $73,962 $75,600 $77,112 2.0%
Operating Budget—Finance and Information Services
4-42
Finance and Information Services Position Listing(Page I of 2)
2005 2006 2007 2008
Grade Title Actual Actual Adj Budget Budget
Finance Division
M49 Finance and Information Srvs Administrator 1.0 0.5 0.5 0.5
M38 Fiscal Services Director 1.0 1.0 1.0 1.0
M26 Financial Services Manager 0.0 0.0 2.0 2.0
M26 Finance Analyst Supervisor 0.0 2.0 0.0 0.0
M25 Finance Analyst Supervisor 2.0 0.0 0.0 0.0
M25 Senior Finance Analyst 0.0 0.0 1.0 1.0
A25 Financial Systems Coordinator 0.0 0.0 1.0 1.0
A23 Business Systems Analyst 1.0 1.0 0.0 0.0
A19 Accounting Supervisor 1.0 1.0 1.0 1.0
A19 Utility Accounts Supervisor 1.0 0.0 0.0 0.0
A18 Payroll Analyst 1.0 1.0 1.0 1.0
N16 Finance Analyst III 2.0 2.5 3.5 3.5
N14 Administrative Assistant 0.0 0.0 0.0 1.0
A13 Grant Accountant 0.5 0.0 0.0 0.0
N13 Finance Analyst II 0.0 1.0 0.0 1.0
_. N13 Lead Payroll Analyst 0.0 0.0 1.0 1.0
N11 Administrative Secretary EX 1.0 1.0 1.0 0.0
N11 Payroll Analyst 0.0 1.0 0.0 0.0
N10 Accounting Technician (Payroll) 1.0 0.0 0.0 0.0
N10 Finance Analyst 1 1.0 0.0 0.0 0.0
A09 Accounting Assistant IV 5.0 2.0 3.0 3.0
A07 Accounting Assistant III 2.0 2.0 0.0 0.0
A05 Accounting Assistant II 0.0 0.0 1.0 3.0
Total Regular Staffing 20.5 16.0 17.0 20.0
Total Finance Division 20.5 16.0 17.0 20.0
r
Operating Budget-Finance and Information Services
4-43
,r
Finance and Information Services Position Listing (Page 2 of 2) ,.
2005 2006 2007 2008
Grade Title Actual Actual Adj Budget Budget
Information Services Division
M49 Finance and Information Srvs Administrator 0.0 0.5 0.5 0.5
M34 Information Services Manager 1.0 1.0 1.0 0.0
M34 Senior Database Analyst 0.0 0.0 0.0 0.0
A32 Network Systems Supervisor 1.0 1.0 1.0 0.0
A32 Network Systems Manager 0.0 0.0 0.0 1.0
A30 Application Support Supervisor 1.0 1.0 1.0 0.0
A30 Application Support Manager 0.0 0.0 0.0 1.0
M30 Senior Network Supervisor 1.0 1.0 1.0 0.0
A24 Help Desk Technical Support Coordinator 1.0 1.0 1.0 0.0
A24 Service Desk Technical Support Supervisor 0.0 0.0 0.0 1.0
A24 Sr. Network Systems Specialist 1.0 1.0 1.0 3.0
A24 Database Technician 0.0 0.0 1.0 1.0
A23 Business Systems Analyst 1.0 1.0 1.0 3.0
A23 Business Systems Analyst LT 0.0 0.0 1.0 1.0
A21 Systems Analyst 1.0 1.0 1.0 1.0
A20 Network Systems Specialist 1.0 1.0 1.0 1.0
A17 Help Desk Support Technician 0.0 0.0 1.0 1.0
A13 Print & Mail Coordinator 1.0 1.0 1.0 1.0
A10 Form/Graphic Technician 1.0 1.0 1.0 1.0 .�
A09 Accounting Assistant IV 0.0 1.0 1.0 0.0
A07 Print& Mail Operator 1.0 1.0 1.0 1.0
A07 Accounting Assistant III 1.0 0.0 0.0 0.0
A05 Accounting Assistant II 0.0 0.0 0.0 1.0
Total Regular Staffing 13.0 13.5 16.5 18.5
Total Information Services Division 13.0 13.5 16.5 18.5
Total Finance and Information Services 33.5 29.5 33.5 38.5
Operating Budget-Finance and Information Services
4-44
Human Resources and
Risk Management
Human Resources and Risk Management Department Organization
I
NISTRATOR
ael Webby
Administrative
Support
�l
HUMAN CIVIL SERVICE RISK
RESOURCES COMMISSION MANAGEMENT
See Position Listing for additional details on department staffing.
ow
dw
Human Resources and
Risk Management
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.
Description
The department provides a comprehensive array of programs including Recruitment and
Selection, Classification and Compensation, Employee Relations, Employee Training and
Development, Property/Liability, Workplace Health and Safety, and Employee Benefits.
Services are provided primarily to internal customers (i.e., other City departments).
For a more detailed description see our program descriptions.
2005 2006 2007 2008
Actual Actual Adj Bdgt Budget
Operating Budget Summary $10,121,342 $11,554,562 $12,525,731 $15,095,528
Positon Summary 7.0 7.0 9.0 11.0
r" Renton Results Program Allocation—Human Resources and Risk Management
(City Service Focus:Internal Support, 100%)
Employee Relations,33.0%
Compensation and Recruitment and Selection,
Classification,10.8% 35.0%
Training and Development,
14.6%
qW Workplace Health and Safety,
6.6%
The horizontal bar chart above illustrates the Renton Results Programs supported by this division
as described in Section Three of this document. The Programs illustrated may be in combination
with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program.
lrr
r
Operating Budget—Human Resources and Risk Management
r• 4-45
Expenditure Budget by Division-Human Resources and Risk Management
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Administration 487,554 499,140 783,218 1,154,133 47.4%
Civil Service 45,972 56,494 78,126 79,689 2.0%
Risk Mgmt, Property&Liability 2,335,259 2,663,210 2,413,506 2,978,103 23.4%
Risk Mgmt, Healthcare 6,014,340 7,174,350 7,352,814 8,994,169 22.3%
Risk Mgmt, LEOFF1 Retirees HC 1,238,217 1,161,368 1,898,067 1,889,434 -0.5%
Operating Total 10,121,342 11,554,562 12,525,731 15,095,528 20.5%
Expenditure Budget by Category-Human Resources and Risk Management
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaries 465,669 498,672 628,635 785,130 24.9%
Part-Time Salaries 25,266 50,838 29,360 30,179 2.8%
Overtime 0 0 4,700 4,700 0.0%
Personnel Benefits 7,439,491 8,846,404 9,641,962 11,220,659 16.4%
Supplies 22,251 378,130 16,200 16,200 0.0%
Other Services and Charges 2,043 529 1,597,968 2,050,294 2,812,414 37.2%
Intergovernmental Services 1,736 0 3,500 3,500 0.0%
rr
Interfund Payments 123,400 182,550 151,080 222,746 47.4%
Operating Total 10,121,342 11,554,562 12,525,731 15,095,528 20.5%
Major Highlights
Professional Svc(Labor Negotiations) 60,000
Actuarial Services/Other Consulting 20,000
Health and Wellness Program 4,000
City Healthcare Program 1,575,228
Worker's Compensation 43,002
Unemployment Compensation (72,000) ti-
Property/Liability Claims 577,157
IDC General Service Charges 263,511
Operating Budget-Human Resources and Risk Management
4-46
rr
Staffing Levels by Division—Human Resources and Risk Management
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Administration 4.0 3.5 5.5 7.5 36.4%
Risk Mgmt, Property&Liability 2.0 2.3 2.3 2.3 0.0%
no Risk Mgmt, Healthcare 1.0 1.0 1.2 1.0 -16.7%
Risk Mgmt, LEOFFI Retirees HC 0.0 0.2 0.0 0.2 100.0%
Total FTE 7.0 7.0 9.0 11.0 22.2%
ar
Temp/Intermit Salaries&Benefits $27,465 $55,198 $31,730 $32,549 2.6%
Department by Fund/Department
The Human Resources and Risk Management Department manages the following:
000/014 General Fund Administration
Civil Service Commission
.. 502 Insurance Fund Risk Management
512 Heathcare Fund Risk Management
�.. 522 LEOFF I Retiree Risk Management
Health Care Fund
r
+r
r
�r
+r
r
�r.
Operating Budget—Human Resources and Risk Management
4-47
rr
Administration and Civil Services Division
Mission Statement 7
Provide a broad range of employee and risk management services in a timely,responsive, and
reliable manner to employees,residents, and the general public.
a
2007 Accomplishments
• Standardized selection criteria and evaluation forms have been developed and
implemented for all interview processes.
• Delivered 2,085 hours of job related training to City employees and managers during
2007.
• Continue to provide significant support, counseling, and training for supervisors/
managers on labor/employee relations issues. or
2008 Goals me
• In conjunction with the Administrative, Judicial, and Legal Services Department develop
and implement an enhanced supervisory/managerial training program.
• Negotiate five new Labor contracts.
• Review and revise Human Resources and Risk Management policies.
Expenditure Budget by Category-Administration and Civil Service Division
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaries 297,302 258,583 381,074 520,382 36.6%
Part-Time Salaries 25,266 50,838 29,360 30,179 2.8%
Overtime 0 0 4,700 4,700 0.0%
Personnel Benefits 68,315 71,284 144,696 188,948 30.6%
Supplies 5,885 8,950 16,200 16,200 0.0%
Other Services and Charges 136,758 121,656 216,431 355,994 64.5%
Interfund Payments 0 44,323 68,883 117,419 70.5%
Operating Total 533,526 555,634 861,344 1,233,822 43.2%
Staffing Levels (Full-Time Equivalent Employees -FTE) -Administration and Civil Service
Division
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Total FTE 4.0 3.5 5.5 7.5 36.4%
Temp/Intermit Salaries&Benefits $27,465 $55,198 $31,730 $32,549 2.6%
Operating Budget-Human Resources and Risk Management
4-48
Risk Management Division
Mission Statement
Provide comprehensive loss control services by organizing, coordinating, and directing all
activities related to the Risk Management Division.
2007 Accomplishments
• Continue to work with Planning/Building/Public Works Department to address liability
.► issues related to public sidewalks.
• Chemical safety database has been successfully converted and training has been delivered
as required.
• The City's Wellness Program continues to expand and employee interest and
participation has resulted.
VW
2008 Goals
ar • Complete implementation and maintain insurance information required by the City's new
Contract Management module.
• Enhance the First Aid training to include training on the use of Automatic External
„! Defibrillator devices located within various City facilities.
• Conduct actuarial studies of the active employee medical program and LEOFF I retirees
medical program.
rr
Expenditure Budget by Category—Risk Management Division
>r
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
�r Regular Salaries 168,367 240,089 247,561 264,748 6.9%
Personnel_Benefits 7,371 176 8,775,120 9,497,266 11031 711 16.2%
Supplies 16,366 369,180 0 0 N/A
Other Services and Charges 1,906 771 1,476,312 1 833 863 2,456,420 33 9%
Intergovernmental Services 1,736 0 3,500 3,500 0.0%
Interfund Payments 123,400 138,227 82,197 105,327 28.1%
u' Operating Total 9,587,816 10,998,928 11,664,387 13,861,706 18.8%
ow Staffing Levels(Full-Time Equivalent Employees-FTE)-Risk Management Division
ow 2005 2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Total FTE 3.0 3.5 3.5 3.5 0.0%
rrr
Operating Budget—Human Resources and Risk Management
4-49
Human Resources and Risk Management Position Listing "
2005 2006 2007 2008
Grade Title Actual Actual Adj Bdgt Budget
Administration/Civil Service Commission
M49 Human Resources/Risk Management Administrator 1.0 0.5 0.5 0.5
M30 Risk Manager 0.0 0.0 0.0 1.0
M30 Human Resources Manager 1.0 1.0 1.0 1.0
M20 Human Resources Analyst 1.0 1.0 2.0 3.0
N11 Human Resources Systems Technician 1.0 1.0 1.0 1.0
N07 Secretary II 0.0 0.0 1.0 1.0
Total Administration/Civil Service Commission 4.0 3.5 5.5 7.5
Risk Management
M49 Human Resources/Risk Management Administrator 0.0 0.5 0.5 0.5
M20 Safety Officer 1.0 1.0 1.0 1.0
M20 Employee Benefits Analyst 1.0 1.0 1.0 1.0
N11 Admin Secretary/Risk Mgmt Assistant 1.0 1.0 1.0 1.0
Total Risk Management 3.0 3.5 3.5 3.5
Total Human Resources and Risk Management 7.0 7.0 9.0 11.0
Operating Budget-Human Resources and Risk Management
4-50
Police Department
Police Department Organization
POLICE CHIEF
Kevin Milosevich
Administrative =Inf-r, ation/ .
Supportedia
Chaplains/
Volunteers
FIELD OPERATIONS BUREAU SUPPORT OPERATIONS BUREAU
DEPUTY CHIEF DEPUTY CHIEF
PATROL SERVICES SPECIAL INVESTIGATIONS ADMINISTRATIVE STAFF/AUXILIARY
FOPERATIONS
ATROL OPERATIONS SERVICES
Animal
Control Patrol OfficersHAnalyst
Detectives Training Tall
Parking
Enforcement School
Evidence Resource Records
Officers
Program
Traffic Unit
Narcotics Domestic Electronic
Detectives Violence Community Home
Advocate Programs Detention
J
See Position Listing for additional details on department staffing.
aw
Police Department
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.
Description
The department assumes a leadership role in the community in addressing crime and safety-
related concerns. This role involves implementing reactive and proactive measures to reduce
both the fear of crime and actual crime in our community.
40 2005 2006 2007 2008
Actual Actual Adj Bdgt Budget
Operating Budget Summary $15,858,324 $17,961,955 $20,147,144 $24,593,327
Positon Summary 134.2 139.2 143.2 174.2
'Ifr
Renton Results Program Allocation—Police Department
(City Service Focus:Safety/Health, 100%)
Code Compliance/
REACT,4.1%
Criminal Prosecution,
4.3%
VW
Jail Services,24.3%
Traffic Enforcement,8.2%
Investigations,8.7%
Re-Active Patrol
25.4%
Pro-Active Patrol
24.9%
The horizontal bar chart above illustrates the Renton Results Programs supported by this division
as described in Section Three of this document. The Programs illustrated may be in combination
with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program.
Irr
1r
Operating Budget—Police Department
4-51
Expenditure Budget by Division—Police Department �+
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Administration 1,656,761 2476 430 2,667,869 3,100,492 16.2% ..
Patrol Operations 5,659,611 5 997821 7,007,465 8,048,750 14.9%
Special Operations 0 0 0 1,730,221 100.0%
Patrol Services 1,340,033 1668 538 1,976,483 1,898,180 -4.0% -
Investigations 2,538,175 2611 956 2,724,667 2,624,540 -3.7%
Administrative Services 1,252,556 1406274 1,539,424 1,777,442 15.5%
Staff Services 633,809 740,587 908,592 1,197,634 31.8%
Auxiliary Services 2,777,379 3 060349 3,322 644 4,216,068 26.9%
Operating Total 15,858 324 17,961,955 20,147,144 24,593,327 22.1%
Expenditure Budget by Category—Police Department
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Regular Salaries 8,625,836 9 011088 10,341 135 12,233,263 18.3%_
Part-Time Salaries 0 0 0 50,000 100.0% *�
Overtime 822,988 1,036,795 1,111,053 1,262,202 13.6%
Personnel Benefits 2,620,594 2905677 3,596,899 4,457,915 23.9%
Supplies 399,346 562,256 444,540 662,072 48.9% •`
Other Services and Charges 1,355,982 1336889 1,593,741 950,766 -40.3%
Intergovernmental Services 2,033,578 2321035 2,312,287 3,402,653 47.2%
Capital Outlay 0 10,694 25,000 25,000 0.0%
Interfund Payments 0 777,521 722,489 1,549,456 114.5%
Operating Total 15,858,324 17,961 955 20 147,144 24,593,327 22.1%
Major Highlights
Patrol Vehicle 36,000
Patrol Vehicle 36,000
Pool Vehicle 25,000
Pool Vehicle 25,000
Valley Com Agreement 126,366
Police Cadet(1 year program) 55,000
Inmate Food Supply and Medical Increase 30,990
Benson Hill Annexation Increases 4,100,313
Operating Budget—Police Department
4-52
rd
r Staffing Levels by Division
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
rr Administration 4.0 4.0 4.0 5.0 25.0%
Patrol Operations 48.0 58.0 60.0 82.0 36.7%
Special Operations 0.0 0.0 0.0 12.0 100.0%
M Patrol Services 19.8 14.8 14.8 11.8 -20.3%
Investigations 22.0 22.0 22.0 18.0 -18.2%
Admin Services 11.0 11.0 11.0 10.0 -9.1%
rr Staff Services 12.4 12.4 12.4 14.4 16.1%
Auxiliary Services 17.0 17.0 19.0 21.0 10.5%
Total FTE 134.2 139.2 143.2 174.2 21.6%
or Temp/Intermit Salaries& Benefits $0 $0 $0 $54,000 100.0%
Department by Fund/Department
The Police Department manages the following:
Operating Section
000/008 General Fund Police Department
+r
r
r
.r.
Ur
r
err
r.
Operating Budget-Police Department
4-53
rrt
Administration Division
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.
5'
2007 Accomplishments
• Redirected resources within the Department to form the new Special Operations Division.
This new division is responsible for pro-actively responding to criminal behavior in an
effort to drive down crime statistics.
• Between January and June of 2007, the City of Renton experienced a 17%reduction in
Class I crimes as compared to the same period in 2006.
• The department was re-accredited by the Commission on Accreditation for Law
Enforcement Agencies, Inc. (GALEA).
• Implemented a trial program using private security in the Transit Center. This will free
up uniformed officers to focus on pro-active policing efforts.
• Increased minimum staffing in the Highlands community to three officers on dayshift to
t
match the three-officer minimum staffing on graveyard.
2008 Goals •
• Continue to work closely with other city departments in incident management and
emergency operations to increase effectiveness and resiliency during natural and human-
caused disasters.
• Continue the use of crime analysis information to focus the efforts of department
personnel to reduce both actual crime and the fear of crime.
• Implement our Benson Hill Annexation Plan.
• Identify and train new supervisors within the Department.
trM
Operating Budget—Police Department
4-54
or
;w Expenditure Budget by Category—Administration Division
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
,r Regular Salaries 355,961 285,817 352,099 491,660 39.6%
Overtime 625 475 5,700 5,700 0.0%
Personnel Benefits 77,231 69,753 108,344 143,973 32.9%
Supplies 8,200 5,658 10,450 10,450 0.0%
Other Services and Charges 157,501 194,781 165,500 143,100 -13.5%
Intergovernmental Services 1,057,243 1,131,731 1,278,287 1,618,653 26.6%
w Capital Outlay 0 10,694 25,000 25,000 0.0%
Interfund Payments 0 777,521 722,489 661,956 -8.4%
Operating Total 1,656,761 2,476,430 2,667,869 3,100,492 16.2%
■r
Staffing Levels (Full-Time Equivalent Employees -FTE) —Administration Division
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
rr Total FTE 4.0 4.0 4.0 5.0 25.0%
rr
wr
ow
Iw
Vw
ow
+r
Operating Budget—Police Department
4-55
Patrol Operations Division
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing r
comprehensive, professional law enforcement services by preventing crime, enforcing laws,
arresting offenders, resolving community problems, and improving the quality of life. ad
2007 Accomplishments y
• Achieved the following response times:
Priority I 2.73 minutes
Priority II 7.96 minutes
Priority III 11.51 minutes rIt
Priority IV 27.72 minutes
• Responded to approximately 68,000 calls-for-service.
• Implemented web-based reporting for minor property crimes.
• Implemented a Retail Theft Program, thereby decreasing the time officers respond to
shoplifts.
• Conducted field training for 17 new officers this past year.
2008 Goals
• Reduce unnecessary uniform response to calls-for-service.
• Continue to utilize computer statistics and crime analysis to more effectively deploy
resources.
• Continue to improve quality of life issues in Downtown and Transit Center areas.
{
• Work with other divisions to coordinate a response to targeted criminal activity.
tit
Operating Budget—Police Department
4-56
or
Expenditure Budget by Category—Patrol Operations Division
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Reqular Salaries 3,732,513 3,835,102 4,463,325 5,123,002 14.8%
Overtime 371,905 486,106 560,500 561,700 0.2%
Personnel Benefits 1,108,860 1,223,937 1,566,440 1,837,674 17.3%
rr Supplies 30,693 36,917 34,400 32,674 -5.0%
Other Services and Charges 415,640 415,759 382,800 19,000 -95.0%
Interfund Payments 0 0 0 474,700 100.0%
r Operating Total 5,659,611 5,997,821 7,007,465 8,048,750 14.9%
`w Staffing Levels (Full-Time Equivalent Employees -FTE) —Patrol Operations Division
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Total FTE 48.0 58.0 60.0 82.0 36.7%
1rI
1w
to
Irl
rr
Irl
Ib
Operating Budget-Police Department
WK 4-57
is
Special Operations Division Goals
Mission Statement
r
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.
2008 Goals
• Continue to work cooperatively with other city departments and various community ■f
resources to address quality of life issues through the city's REACT program.
• Continue to produce and disseminate meaningful crime analysis by identifying crime i
trends and repeat offenders.
• Utilize crime analysis information by conducting proactive operations to observe criminal
conduct and apprehend offenders.
W
Expenditure Budget by Category—Special Operations Division
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Regular Salaries 1,109,983 100.0%
Overtime 118,800 100.0%
Personnel Benefits 384,434 100.0%
Supplies 9,004 100.0%
Other Services and Charges 108,000 100.0%
Operating Total 1,730,221 100.0%
r�
Staffing Levels (Full-Time Equivalent Employees -FTE)—Special Operations Division
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Total FTE 0.0 0.0 0.0 12.0 100.0%
Operating Budget—Police Department
4-58
�- Patrol Services Division
Mission Statement
s
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
2007 Accomplishments
• In cooperation with the Planning, Building, Pubic Works (PBPW), the City Attorney's
Office, and the Municipal Court, completed legislation, contracts, and permitting needed
• to implement our photo enforcement program.
• Managed and directed$100,000 in overtime monies towards the aggressive enforcement
of traffic laws in residential neighborhoods, based on complaints and statistics.
• Coordinated with the Community Services Department to schedule additional patrols
(Parks Emphasis Patrol) at city parks in order to address specific concerns in those areas.
r.r
2008 Goals
• Work closely with PBPW, Renton Municipal Court, Renton School District, the City
Attorney's Office, and American Traffic Solutions (ATS) in order to increase public
safety in Renton through a fair and effective photo enforcement program.
• Continue to coordinate training and cooperative response to major crime scenes in
Renton with the Investigations Division in order to develop and maintain the skills of
members of both divisions.
• Implement in 2008 the roll call training designed this year for the Patrol Operations
Division in order to enhance their recognition and preservation of major scenes as first
responders.
r • Partner with our new citizens in the Benson Hill Annexation area to identify areas of
traffic,parking, and animal control-related concern.
1W
IN
to
+r
r.
Operating Budget—Police Department
4-59
Expenditure Budget by Category—Patrol Services Division ..
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Regular Salaries 837,991 1,003,704 1,043,053 937,874 -10.1%
Overtime 71,345 107,198 231,825 242,648 4.7%
Personnel Benefits 264,648 330,396 369,705 356,764 -3.5%
Supplies 12,431 69,769 8,800 17,300 96.6%
Other Services and Charges 140,209 144,879 309,900 151,894 -51.0%
Intergovernmental Services 13,409 12,592 13,200 13,200 0.0% ..
Interfund Payments 0 0 0 178,500 100.0%
Operating Total 1,340,033 1,668,538 1,976,483 1,898,180 -4.0%
Staffing Levels (Full-Time Equivalent Employees -FTE) —Patrol Services Division
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Total FTE 19.8 14.8 14.8 11.8 -20.3%
Operating Budget—Police Department
4-60
aw Investigation Division
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.
2007 Accomplishments
• The department recovered 52% of the value of all stolen property in 2007.
• Achieved an 83% clearance ratio of cases assigned for follow-up.
• Increased the training and obtained equipment for use of Evidence Technicians at crime
aw scenes to assist detectives in processing evidence.
• Increased our ability to check guns for stolen status with the implementation of
WebMSS.
2008 Goals
VW • Implement the Pawn and Evidence modules of the Records Management System(RMS)
to increase clearance ratios of property crimes, recovery of stolen property, and reduce
property inventory.
US • Evaluate and reorganize detective assignments based on annexation impacts .
• Continue training and using Evidence Technicians to respond to major crimes to assist
detectives and other investigators in processing the scene for evidence.
" • Focus on habitual vehicle theft criminals through participation in the King County Car
Theft Initiative.
rr
irr
Irr
Operating Budget—Police Department
4-61
..s
Expenditure Budget by Category—Investigation Division ..
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Regular Salaries 1,616,941 1,638,384 1,759,916 1,694,335 -3.7%
Part-Time Salaries 0 0 0 50,000 100.0%
Overtime 207,509 258,475 121,448 141,646 16.6% ..
Personnel Benefits 514,864 542,825 603,059 619,193 2.7%
Supplies 14,111 28,670 18,501 23,543 27.3%
Other Services and Charges 184,750 143,602 221,743 27,023 -87.8%
Interfund Payments 0 0 0 68,800 100.0%
Operating Total 2,538,175 2,611,956 2,724,667 2,624,540 -3.7%
Stang Levels (Full-Time Equivalent Employees -FTE)—Investigation Division
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Total FTE 22.0 22.0 22.0 18.0 -18.2%
Temp/Intermit Salaries& Benefits $0 $0 $0 $54,000 100.0%
r
Operating Budget—Police Department
4-62
Administrative Services Division
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.
2007 Accomplishments
Establish and maintain employment lists sufficiently to support department wide growth
due to potential annexations.
• Every commissioned member received a minimum of 30 hours of in-service training.
• Trained all department members in the federally mandated National Incident
Management System(NIMS).
• Coordinated the promotional process and assessments to establish eligibility lists for the
` positions of Commander and Sergeant.
• Maintained re-accreditation status with Commission on Accreditation for Law
Enforcement Agencies, Inc. (CALEA).
2008 Goals
• Support the Department's Community Education Outreach through community programs
and crime prevention activities.
• Maintain accreditation status with CALEA and coordinate with Washington Association
of Sheriffs and Police Chiefs (WASPC) to obtain state level accreditation status.
• Establish and maintain employment lists sufficiently to support department wide growth
due to potential annexations.
ar
rr
Operating Budget—Police Department
4-63
Expenditure Budget by Category—Administrative Services Division
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Regular Salaries 707,000 740,219 923,204 932,132 1.0%
Overtime 68,849 81,879 83,125 83,253 0.2%
Personnel Benefits 227,087 254,642 287,512 324,792 13.0%
Supplies 159,865 239,455 156,683 334,565 113.5%
Other Services and Charges 89,755 90,079 88,900 71,600 -19.5%
Interfund PaVments 0 0 0 31,100 100.0%
Operating Total 1,252,556 1,406,274 1,539,424 1,777,442 15.5%
Staffing Levels (Full-Time Equivalent Employees -FTE) —Administrative Services Division 10
2005 2006 2007 2008 Change
Actual Actual Adm Bdgt Budget 07/08 40
Total FTE 11.0 11.0 11.0 10.0 -9.1%
we
of
r�
.11L
't
Iffil
r
rs
Operating Budget—Police Department
4-64
rr
Im Staff Services Division
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.
2007 Accomplishments
.�. • Processed 13,830 case reports.
• Expanded telephone-reporting program within the Division,providing reporting twenty-
four hours per day.
• Transitioned our records management system to New World MSP software.
• Implemented WebMSS, replacing DOS terminals for criminal records information.
2008 Goals
• Migrate from existing Uniform Crime Reporting (UCR) to Incident Based Reporting
VW (IBR).
• Increase efficiencies in anticipation of future annexations.
• Complete case destruction in accordance with revised retention policies.
VW
i�A.r
or
rr
it
r
Operating Budget—Police Department
4-65
Expenditure Budget by Category—Staff Services Division
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08 SII/
Regular Salaries 427,377 526,378 598,702 709,665 18.5%
Overtime 36,495 19,248 39,255 39,255 0.0%
Personnel Benefits 135,842 158,669 218,463 272,711 24.8%
Supplies 10,156 17,308 18,727 19,558 4.4%
Other Services and Charges 23,939 18,984 33,445 34,445 3.0%
Interfund Payments 0 0 0 122,000 100.0%
Operating Total 633,809 740,587 908,592 1,197,634 31.8%
Staffing Levels (Full-Time Equivalent Employees -FTE)—Staff Services Division
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Total FTE 12.4 12.4 12.4 14.4 16.1%
>r
t�
Operating Budget—Police Department
4-66
Auxiliary Services Division
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.
2007 Accomplishments
,. • Migrated to the New World MSP Booking system.
• Implemented the Transport Officer Program within the Jail.
• Worked with the State Wide Jail Task Force to identify long-term solutions for inmate
housing.
• Started Phase I of a Multi-Jurisdiction Misdemeanant Jail Feasibility study.
2008 Goals
• Implement video court for Renton inmates held in other facilities.
.. • Continue to work on long-term solutions for inmate housing.
• Identify alternative jail beds for inmate housing.
1W
UK
w
�r
I`r
Operating Budget—Police Department
4-67
Expenditure Budget by Category—Auxiliary Services Division
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Regular Salaries 948,053 981,484 1,200,836 1,234,612 2.8%
Overtime 66,260 83,414 69,200 69,200 0.0%
Personnel Benefits 292,062 325,455 443,376 518,374 16.9%
Supplies 163,890 164,479 196,979 214,978 9.1%
Other Services and Charges 344,188 328,805 391,453 395,704 1.1%
Intergovernmental Services 962,926 1,176,712 11020,800 1,770,800 73.5%
Interfund Payments 0 0 0 12,400 100.0%
Operating Total 2,777,379 3,060,349 3,322,644 4,216,068 26.9%
Staffing Levels (Full-Time Equivalent Employees -FTE)—Auxiliary Services Division
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Total FTE 17.0 17.0 19.0 21.0 10.5%
rr
10
go
r
1N
1w
1x11
Iw
1�1
e�
Operating Budget—Police Department
4-68
Police Department-Position Listing(1 of 3)
2005 2006 2007 2008
Grade Title Actual Actual Adj Bdgt Budget
Administration
Commissioned Officers
M49 Police Chief 1.0 1.0 1.0 1.0
M45 Police Deputy Chief 1.0 1.0 1.0 2.0
Total Commissioned Officers 2.0 2.0 2.0 3.0
Non-Commissioned Personnel
PN55 Police Administrative Assistant 1.0 1.0 1.0 1.0
PN51 Police Secretary 1.0 1.0 1.0 1.0
Total Non-Commissioned 2.0 2.0 2.0 2.0
Total Administration Division 4.0 4.0 4.0 5.0
Patrol Operations
Commissioned Officers
M36 Commander 2.0 2.0 2.0 2.0
PC61 Sergeant 4.0 4.0 4.0 9.0
PC60 Police Officer-Corporal Assignments 1.0 1.0 1.0 0.0
PC60 Police Officer-Patrol 40.0 46.0 48.0 67.0
PC60 Police Officer-Patrol 1.0 1.0 1.0 3.0
PC60 Police Officer-Bicycle Patrol 0.0 4.0 4.0 0.0
Total Commissioned Officers 48.0 58.0 60.0 81.0
Non-Commissioned Personnel
PN51 Police Secretary 0.0 0.0 0.0 1.0
Total Non-Commissioned 0.0 0.0 0.0 1.0
Total Patrol Operations Division 48.0 58.0 60.0 82.0
Special Operations
Commissioned Officers
M36 Commander 0.0 0.0 0.0 1.0
PC61 Sergeant 0.0 0.0 0.0 2.0
PC60 Police Officer-Patrol 0.0 0.0 0.0 6.0
PC60 Police Officer-Bicycle Patrol 0.0 0.0 0.0 1.0
PC60 Police Officer-VNET 0.0 0.0 0.0 1.0
Total Commissioned Officers 0.0 0.0 0.0 11.0
Non-Commissioned Personnel
PN61 Crime Analyst 0.0 0.0 0.0 1.0
Total Non-Commissioned 0.0 0.0 0.0 1.0
Total Special Operations Division 0.0 0.0 0.0 12.0
Patrol Services
Commissioned Officers
M36 Commander 1.0 1.0 1.0 1.0
PC61 Sergeant 3.0 2.0 2.0 1.0
PC60 Police Officer-Traffic 6.0 6.0 6.0 6.0
PC60 Police Officer 2.0 3.0 3.0 0.0
PC60 Police Officer-Bicycle Patrol 4.0 0.0 0.0 0.0
Total Commissioned Officers 16.0 12.0 12.0 8.0
Operating Budget-Police Department
4-69
MW
Police Department-Position Listing (2 of 3)
Police Department Position Listing(2 of 3)
2005 2006 2007 2008
Grade Title Actual Actual Adj Bdgt Budget
Non-Commissioned Personnel
A21 Code Compliance Inspector 1.0 0.0 0.0 0.0
PN62 Animal Control Officer 2.0 0.0 0.0 0.0
PN52 Animal Control Officer 0.0 2.0 2.0 2.0
PN50 Traffic Controller 0.8 0.8 0.8 1.8
Total Non-Commissioned 3.8 2.8 2.8 3.8
Total Patrol Services Division 19.8 14.8 14.8 11.8
Investigations
Commissioned Officers
M36 Commander 1.0 1.0 1.0 1.0
PC61 Sergeant 2.0 2.0 2.0 2.0
PC61 Sergeant-VNET 0.0 1.0 1.0 0.0
PC60 Police Officer/Detectives 10.0 10.0 10.0 9.0
PC60 Police Officer/Detectives' 1.0 1.0 1.0 0.0
PC60 Police Officer- Gambling Tax Enforcement 1.0 1.0 1.0 1.0
PC60 Police Officer- VNET 1.0 0.0 0.0 0.0
PC60 Police Officer- Customs and Immigration 1.0 1.0 1.0 0.0
Total Commissioned Officers 17.0 17.0 17.0 13.0
Non-Commissioned Personnel
PN61 Crime Analyst 1.0 1.0 1.0 0.0
PN61 Domestic Violence Victim Advocate 0.0 0.0 1.0 1.0
PN60 Domestic Violence Victim Advocate 1.0 1.0 0.0 0.0
PN53 Evidence Technician 2.0 2.0 2.0 3.0
PN51 Police Secretary 1.0 1.0 1.0 1.0
Total Non-Commissioned 5.0 5.0 5.0 5.0
Total Investigations Division 22.0 22.0 22.0 18.0
Administrative Services
Commissioned Officers
M36 Commander 1.0 1.0 1.0 1.0
PC61 Sergeant 1.0 1.0 1.0 1.0 y
PC60 Police Officer-Youth Programs 2.0 2.0 2.0 0.0
PC60 Police Officer-SRO 2.0 2.0 2.0 2.0
PC60 Police Officer-Training 1.0 1.0 1.0 2.0
PC60 Police Officer-CJTC Instructor" 1.0 1.0 1.0 1.0
Total Commissioned Officers 8.0 8.0 8.0 7.0
Non-Commissioned Personnel
PN54 Police Community Program Coordinator 2.0 2.0 2.0 2.0
PN51 Police Secretary 1.0 1.0 1.0 1.0
Total Non-Commissioned Personnel 3.0 3.0 3.0 3.0
Total Administrative Services Division 11.0 11.0 11.0 10.0
Operating Budget-Police Department
4-70
Police Department-Position Listing (3 of 3)
Police Department Position Listing(3 of 3)
2005 2006 2007 2008
Grade Title Actual Actual Adj Bdgt Budget
Staff Services
Non-Commissioned Personnel
PN58 Police Service Specialist Supervisor 1.0 1.0 1.0 2.0
PN57 Police Service Specialist Lead 1.0 1.0 1.0 1.0
PN62 Police Svc Specialist-Gambling Tax Enforcement 0.0 1.0 1.0 1.0
PN62 Police Service Specialist 0.0 9.4 9.4 10.4
PN51 Police Svc Specialist-Gambling Tax Enforcement 1.0 0.0 0.0 0.0
PN51 Police Service Specialists 9.4 0.0 0.0 0.0
Total Non-Commissioned 12.4 12.4 12.4 14.4
Total Staff Services Division 12.4 12.4 12.4 14.4
Auxiliary Services(Jail)
Non-Commissioned Personnel
M36 Police Manager 1.0 1.0 1.0 1.0
PN59 Jail Sergeant 2.0 2.0 2.0 2.0
PN52 Jailer 10.0 10.0 12.0 12.0
PN52 Transport Jailer 0.0 0.0 0.0 2.0
PN52 Jailer* 1.0 1.0 1.0 1.0
PN51 Police Secretary 1.0 1.0 1.0 1.0
Total Non-Commissioned Personnel 15.0 15.0 17.0 19.0
Total Auxiliary Services(Jail) 15.0 15.0 17.0 19.0
Auxiliary Services(Electronic Home Detention)
Non-Commissioned Personnel
PN56 Electronic Home Detention Jailer 2.0 2.0 2.0 2.0
Total Non-Commissioned Personnel 2.0 2.0 2.0 2.0
Total Auxiliary Services(Electronic Home Detention) 2.0 2.0 2.0 2.0
Total Auxiliary Services Division 17.0 17.0 19.0 21.0
Total Commissioned Officers 91.0 97.0 99.0 123.0
Total Non-Commissioned Personnel 43.2 42.2 44.2 51.2
Total Police Department 134.2 139.2 143.2 174.2
Note: *Includes 4.0 FTE's to fill existing vacancies due to military commitments and temporary assignments
to other public agencies.
Operating Budget-Police Department
4-71
This page intentionally left blank
r
Operating Budget—Police Department
4-72
Fire and Emergency
Services
Fire and Emergency Services Department Organization
FIRE CHIEF/
ADMINISTRATOR '
I. David Daniels
Administration Emergency ,
- Management
Community/City Incident '
Emergency Recovery
Preparedness
RESPONSE SAFETY& COMMUNITY ,
OPERATIONS SUPPORT RISK
SERVICES REDUCTION
Incident Incident Health Hazard
Response Management and Mitigation
Safety
Training
Fire Station Fire and Inspections/
Staffing and Suppression Development Investigations
Management
Emergency
Pre-Incident Medical Logistics Technical
Services
Survey
Technical f: I
Rescue =Apparatus
LPublic Education
Post-Incident an Review
Analysis Hazardous cial Events/
Materials Fire perations
District
Liaison
4
See Position Listing for additional details on department staffing.
Fire and EmergencyServices
Department
Mission Statement
To maintain a safe and livable city through:
• The reduction of risks to our community;
• The efficient and effective response to escalating emergencies; and
• A culture of safety and support for our members.
Description
The department fulfills its mission through three core services: Response Operations,
Community Risk Reduction, and Safety and Support Services. These areas of service meet the
needs of our internal and external customers. External services include community risk
reduction activities that meet the needs of our community prior to an emergency and response
operations activities focused on reacting to calls for service and assisting customers as they
return to a normal or better condition. Internal services focus on the safety and support of
aw department members and City personnel.
2005 2006 2007 2008
�r Actual Actual Adj Bdgt Budget
Operating Budget Summary $12,998,309 $13,964,811 $15,813,740 $17,646,245
Positon Summary 119.0 120.0 122.0 135.0
r
i
i
MW
i
s
M
AW
Operating Budget—Fire and Emergency Services Department
s 4-73
Renton Results City Services Allocation—Fire and Emergency Services Department
Representative
Government,7.8%
Internal Support,14.7%
Safety and Health,77.5%
The pie chart above illustrates the City Service Areas supported by this department as described
in Section Three of this document. See each division page for specific Renton Results Program '
information.
Renton Results Program Allocation—Fire and Emergency Services Department
Employee Relations,1.1%
Training and Development,
11.7%
® Workplace Health&Safety,
1.9%
Community Outreach&
Communication,7.8%
.Incident Recovery,1.9%
Incident Management,6.4% Incident Response,53.8% ,
Fire&Emergency Technical
Services,3.9%
'Code Compliance/REACT,
1.0%
■Investigations,1.9%
Hazard Mitigation,5.8%
.Emergency Management,
2.8%
The horizontal bar chart above illustrates the Renton Results Programs supported by this division
as described in Section Three of this document. The Programs illustrated may be in combination
with other divisions of the City. Refer to the Renton Results chapter of the budget for a •
complete explanation of each program.
Operating Budget—Fire and Emergency Services Department
4-74 •
aw
Expenditure Budget by Division-Fire and Emergency Services Department
aw 2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Response Operations 10,517,747 10,978,130 12,155,993 13,414 328 10.4%
Safety and Support Services 1,554,732 1,989,459 2,334,786 2,892 933 23.9%
Community Risk Reduction 925,830 997,222 1,322,961 1,338 984 1.2%
Operating Total 12,998,309 13,964,811 15,813,740 17,646,245 11.6%
Expenditure Budget by Category-Fire and Emergency Services Department
Ow
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Regular Salaries 8,943,526 9,362,979 9,738,636 11,163 748 14.6%
Part-Time Salaries 0 18,217 0 0 N/A
Overtime 808,700 830,160 767,900 705,757 -8.1%
Personnel Benefits 2,002,846 2,142,053 2,451,558 3,107,404 26.8%
Supplies 280,796 275,802 275,250 217,800 -20.9%
Other Services and Charges 834,243 840,510 1,095,100 277,129 -74.7%
Intergovernmental Services 122,199 131,473 204,400 208,488 2.0%
Capital Outlay 5,999 4,323 754,170 417,000 -44.7%
Interfund Payments 0 359,294 526,726 1,548,919 194.1%
Operating Total 12,998,309 13,964,811 15,813,740 17,646,245 11.6%
"' Major Highlights
Aid Car Staffing - Firefighters 379,244
Transfer Position to Information Services (72,274)
Renton Heart Month Program, Fire Memorial Fund 010 15,000
Benson Hill Annexation Increases 692,582
Staffing Levels by Division
r
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Response Operations 99.0 99.0 100.0 112.0 12.0%
Safety and Support Services 10.0 10.0 10.0 9.0 -10.0%
Community Risk Reduction 10.0 11.0 12.0 14.0 16.7%
Total Regular FTE 119.0 120.0 122.0 135.0 10.7%
Temp/Intermit Salaries & Benefits $0 $19,657 $0 $0 2.0%
Operating Budget-Fire and Emergency Services Department
4-75
1
Department by Fund/Department
The Fire and Emergency Services Department manages the following:
Operating Section
000/009 General Fund Fire and Emergency Services Department
010 Fire Memorial Fund
011 Fire Health and Wellness Fund
Non-operating (Refer to Budget by Fund Section)
304 Fire Mitigation
1
1
1
i
1
1
1
Operating Budget—Fire and Emergency Services Department PR
4-76 lb
Response Operations Section
Mission Statement
To provide the efficient and effective response to escalating emergencies.
2007 Accomplishments
• Evaluated special operations service delivery for efficiency and effectiveness purposes.
• Conducted major exercises on each shift.
• Developed community resource kits for operations crews in cooperation with CRR.
2008 Goals
• Develop department incident management teams.
• Initiate operational efficiency study.
, . • Create shift commander SOPs.
• Refine station emergency preparedness strategy.
Expenditure Budget by Category—Response Operations Section
rs 2005 2006 2007 2008 Change
Actual Actual Ado Bdgt Budget 07/08
Regular Salaries 7,463,346 7,825,615 7,916,520 9,081,650 14.7%
Overtime 727,143 731,607 694,000 608,857 -12.3%
Personnel Benefits 1,675,830 1,781,785 1,939,853 2,409,083 24.2%
Supplies 85,600 81,991 87,700 57,600 -34.3%
1W Other Services and Charges 565,828 557,132 788,500 53,538 -93.2%
Capital Outlay 0 0 729,420 367,000 -49.7%
Interfund Payments 0 0 0 836,600 100.0%
Operating Total 10,517,747 10,978,130 12,155,993 13,414,328 10.4%
to Staffing Levels (Full-Time Equivalent Employees-FTE) —Response Operations Section
2005 2006 2007 2008 Change
a
Actual Actual Ado Bdgt Budget 07/08
Total Regular FTE 99.0 99.0 100.0 112.0 12.0%
rr
to
a!
IN
Operating Budget—Fire and Emergency Services Department
ow 4-77
Safety PP& Support Services Section
Mission Statement
To foster a culture of safety and support for our members.
2007 Accomplishments
• Department Vision, Mission and Values were re-visited.
• Began revision of Standard Operating Procedures to make them more relevant,
efficient,and effective.
• Special projects were re-aligned to create efficiency and cost reduction as necessary.
• Initiated a process to improve administrative efficiency.
• Acquired"CAD Analyst" Software.
• Evaluated new member selection processes.
• Conducted"Company Officer Candidate School".
• Conducted"Chief Officer Development" series from(Jan. —May, Sept. —Dec.).
• Initiated IMS qualification process and lead the city's NIMS compliance efforts.
• Modified IRMS training database reporting.
• Recertified all drivers using the NAPD driver's curriculum.
• Promoted regional partnerships with other agencies to improve emergency services and
training:
• King County Training Officers
• Zone III Training Officers
• Zone III Ops Chiefs
• Officer Development Academy
• Quarterly training with Tukwila Fire Department, KCFD#20, and KCFD #40
• Police/Public Works Education Sessions
• Participated with other Zone 3 Agencies in joint exercises designed to increase cognitive
and manipulative skills abilities.
• Conducted chief officer candidate training and chief officer development.
• Evaluated organizational capability in critical areas for both effectiveness and efficiency.
2008 Goals
• Chief Officer Candidate training.
• Conduct"Company Officer Development" series.
• Prepare for a number of expected staff retirements.
• Determine the feasibility of conducting our own fire academy.
• Improve efficiency through Telestaff.
• Conduct annual training in a cost effective and efficient manner.
• Initiate the design process for Fire Station 15.
Operating Budget—Fire and Emergency Services Department
4-78
ow • Continue inter-agency training in fire, hazmat and technical rescue.
• Continue emphasis on NIMS/IMS.
Expenditure Budget by Category—Safety & Support Services Section
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Regular Salaries 835,350 871,341 940,630 1,188,573 26.4%
Part-Time Salaries 0 18,217 0 0 N/A
Overtime 36,079 48,698 34,100 54,900 61.0%
Personnel Benefits 151,756 182,445 242,480 372,553 53.6%
Supplies 169,779 150,466 133,150 123,200 -7.5%
Other Services and Charges 233,570 227,525 253,300 203,500 -19.7%
Intergovernmental Services 122,199 131,473 204,400 208,488 2.0%
Capital Outlay 5,999 0 0 40,000 100.0%
Interfund Payments 0 359,294 526,726 701,719 33.2%
Operating Total 1,554,732 1,989,459 2,334,786 2,892,933 23.9%
Staffing Levels (Full-Time Equivalent Employees -FTE)—Safety & Support Services Section
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Total Regular FTE 10.0 10.0 10.0 9.0 -10.0%
Temp/Intermit Salaries& Benefits $0 $19,657 $0 $0 26.4%
Operating Budget—Fire and Emergency Services Department
r
4-79
Community Risk Reduction Section
Mission Statement
To work with resident and other agencies to bring about the reduction of risks to our community.
2007 Accomplishments
• Prepared process for adoption of 2006 International Fire Code.
• Evaluated the level of community expectation regarding emergency preparedness.
• Evaluated the level of verifiable preparedness of the community and of City staff.
• Held"Community Conversations"with Neighborhood Associations.
• Conducted five Community Awareness Campaigns.
• Selected an Emergency Management Director.
2008 Goals
• Add structure to inspection programming to better define roles.
• Formalize department processes for participation in special events.
• Develop hazmat and technical risk reduction programming.
• Develop administrative emergency preparedness strategy. ,
• Update emergency management plans and procedures.
• Engage businesses, schools and non-governmental organizations in emergency
management projects and planning.
• Support volunteer programs for more effective coordination of citizen involvement and
for increasing outreach to diverse and vulnerable populations.
Expenditure Budget by Category— Community Risk Reduction
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Regular Salaries 644,830 666,023 881,486 893,525 1.4%
Overtime 45,478 49,855 39,800 42,000 5.5%
Personnel Benefits 175,260 177,823 269,225 325,768 21.0%
Supplies 25,417 43,345 54,400 37,000 -32.0%
Other Services and Charges 34,845 55,853 53,300 20,091 -62.3%
Capital Outlay 0 4,323 24,750 10,000 -59.6%
Interfund Payments 0 0 0 10,600 100.0%
Operating Total 925,830 997,222 1,322,961 1,338,984 1.2%
Staffing Levels (Full-Time Equivalent Employees -FTE) — Community Risk Reduction Section
2005 2006 2007 2008 Change
9
Actual Actual Adm Bdgt Budget 07/08 ,
Total Regular FTE 10.0 11.0 12.0 14.0 16.7%
Operating Budget—Fire and Emergency Services Department
4-80
Fire Apparatus by Station
Year Scheduled for
Station Purchased Replacement
Station 11
Aid Car 1999 2008
Engine 1998 2020
Commander Car 2001 2009
Haz Mat 1990 2008
Station 12
Aid Car 1999 2008
Engine 1999 2014
Dive Rig 1999 2009
Dive Boat 1999 2014
Reserve Engine 1998 2018
Reserve Engine 1996 2011
Reserve Engine 1989 2008
Station 13
Engine 1999 2015
Reserve Aid Car 1999 2008
Station 14
Aid Car 1999 2008
Engine 1999 2015
Ladder 1999 2015
Reserve Ladder 1992 2011
Reserve Command Car 1995 2008
Station 16(Owned by District 25)
Engine 2003 2018
Reserve Aid Car 2000 2008
Reserve Engine 1996 2011
Reserve Engine 1996 2011
Fire Apparatus by Vehicle
First Run Reserve Total
Vehicles Vehicles Apparatus
Vehicles
Aid Cars 3 2 5
Engines 5 5 10
Ladder 1 1 2
Command Car 1 1 2
Haz Mat 1 0 1
Total 11 9 20
Dive Rig and Boat
Dive Rig 1
Dive Boat 1
Total 2
Operating Budget—Fire and Emergency Services Department
4-81
Fire and Emergency Services Department Position Listing (1 of 2)
2005 2006 2007 2005
Grade Title Actual Actual Budget Budget
Response Operations
Commissioned Officers
M45 Deputy Chief (Response Operations) 0.0 0.0 0.0 1.0
F73 Battalion Chief 3.0 3.0 3.0 3.0
F72 Captain 5.0 5.0 5.0 6.0
F71 Lieutenant 13.0 13.0 13.0 13.0
F70 Firefighter 78.0 78.0 78.0 88.0
Total Commissioned Officers 99.0 99.0 99.0 111.0
Non-Commissioned Personnel
A09 Administrative Secretary 1 0.0 0.0 1.0 1.0
Total Non-Commissioned 0.0 0.0 1.0 1.0
Total Response Operations Section 99.0 99.0 100.0 112.0
Safety and Support Services
Commissioned Officers
M49 Fire Chief/Emergency Services Administrator 1.0 1.0 1.0 1.0
M45 Deputy Chief (Response Operations) 1.0 1.0 1.0 0.0
M45 Deputy Chief (Community Risk Reduction) 1.0 1.0 1.0 0.0
M45 Deputy Chief (Safety and Support Services) 0.0 0.0 0.0 1.0
F73 Battalion Chief 1.0 1.0 1.0 1.0
F72 Captain 1.0 1.0 1.0 1.0
F71 Lieutenant 1.0 1.0 1.0 1.0
Total Commissioned Officers 6.0 6.0 6.0 5.0
Non-Commissioned Personnel
N114 Administrative Assistant 0.0 0.0 0.0 1.0
Nl l Administrative Secretary II 1.0 1.0 1.0 0.0
All Communications Specialist 0.0 0.0 0.0 1.0
A09 Fire District Liaison 0.0 0.0 1.0 1.0 ,
A07 Data Base Systems Technician 1.0 1.0 0.0 0.0
A05 Secretary 1 1.0 1.0 1.0 1.0
A05 Office Assistant III 0.0 1.0 1.0 1.0 ,
A05 Office Assistant III (LT) 1.0 0.0 0.0 0.0
Total Non-Commissioned 4.0 4.0 4.0 5.0
Total Safety and Support Services Section 10.0 10.0 10.0 10.0 ,
Community Risk Reduction
Commissioned Officers
M45 Deputy Chief (Community Risk Reduction) 0.0 0.0 0.0 1.0
F73 Battalion Chief 1.0 1.0 1.0 0.0
F71 Lieutenant 0.0 0.0 1.0 1.0
Total Commissioned Officers 1.0 1.0 2.0 2.0
Operating Budget-Fire and Emergency Services Department
4-82
Fire and Emergency Services Department Position Listing(2 of 2)
2005 2006 2007 2008 2008
Grade Title Actual Actual Budget Budget Budget
Non-Commissioned Personnel
M38 Emergency Management Director 0.0 0.0 1.0 1.0 1.0
M26 Assistant Fre Marshal 0.0 0.0 1.0 1.0 1.0
M23 Assistant Fre Marshal 1.0 1.0 0.0 0.0 0.0
A24 Lead Fire Inspector 0.0 0.0 1.0 1.0 1.0
A23 Fire Plans Examiner/Fire Inspector III 0.0 0.0 1.0 1.0 1.0
A21 Fire Inspector III 0.0 0.0 2.0 2.0 2.0
A20 Hazardous Materials Specialist 1.0 1.0 0.0 0.0 0.0
A20 Fire Inspector III 2.0 3.0 0.0 0.0 0.0
A20 Fire Plan Reviewer 1.0 1.0 0.0 0.0 0.0
A19 Fire Inspector II 0.0 0.0 1.0 1.0 1.0
A18 Fire Inspector II 1.0 1.0 0.0 0.0 0.0
A17 Fire Inspector 1 0.0 0.0 1.0 2.0 1.0
A16 Fire Inspector 1 1.0 1.0 0.0 0.0 0.0
A09 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0
A03 Office Assistant 11 1.0 1.0 1.0 1.0 1.0
Total Non-Commissioned 9.0 10.0 10.0 11.0 10.0
Total Community and Risk Reduction Section 10.0 11.0 12.0 13.0 12.0
Total Commissioned Officers 106.0 106.0 107.0 118.0 111.0
Total Non-Commissioned Officers 13.0 14.0 15.0 17.0 15.0
Total Fire and Emergency Services Department 119.0 120.0 122.0 135.0 126.0
Operating Budget-Fire and Emergency Services Department
4-83
a
This page intentionally left blank
rr
1
i
1
1
1
Operating Budget—Fire and Emergency Services Department
4-84
Community Services
1
Community Services Department Organization rld
r
ADMINISTRATOR
Terry Higashiyama
Administrative Park
Support - Commission
FACILITIES PARKS RECREATION HUMAN
SERVICES
Facilities Parks Recreation =Development
Maintenance Maintenance Services Services
Leased Maplewood Renton Human Services
City Properties Golf Course Community Advisory
Center Committee
Capital Capital =Activity
i
Improvement Improvement Projects Projects
Municipal Non-Motorized =Advisory
Arts Transportation
=Advisory
LIBRARY RENTON HISTORY COMMUNITY
MUSEUM RESOURCES
AND EVENTS
library Museum
Board Board :]
See Position Listing for additional details on department staffing.
Community Services
Mission Statement
,. Promote and support a more livable Renton community by providing recreation, library,
museum, human services programs, modern parks and facilities, and undisturbed natural areas.
.. Description
The department is comprised of seven divisions—Parks, Recreation, Human Services, Museum,
Facilities, Library, and Community Resources and Events. We provide opportunities for
■• community involvement with quality of life experiences. We also provide internal support to all
departments where needed. The teams are located throughout the city.
.r 2005 2006 2007 2008
Actual Actual Adj Bdgt Budget
Operating Budget Summary $16,400,182 $17,040,500 $19,747,651 $21,281,867
■r
Positon Summary 102.0 102.0 106.0 114.5
,ow Renton Results City Services Allocation—Community Services
Safety and Health,6.8%
Mobility,0.2%
ft:
Internal Support,53.5% Livable Community,35.7%
tr
r
il�lr Utilities and Environment,
1.5%
Representative Government,
2.4%
.. The pie chart above illustrates the City Service Areas supported by this department as described
in Section Three of this document. See each division page for specific Renton Results Program
information.
1�
Operating Budget—Community Services
4-85
Expenditure Budget by Division- Community Services
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Administration 872,238 1,540,545 1,797,804 1,101,437 -38.7%
Facilities 3,190,549 3,471,307 4,527,255 4,818,498 6.4%
Community Resources& Events 0 0 150,898 385,701 155.6%
Parks 3,183,349 3,285,913 3,962,303 4,397,772 11.0%
Recreation Services 3,855,484 3,781,356 3,705,121 4,457,209 20.3%
Human Services/CDBG 824,306 887,277 1,046,587 1,365,653 30.5%
Library 1,945,079 1,675,439 1,952,085 2,094,336 7.3%
Museum 64,726 86,963 121,993 142,830 17.1%
Golf Course 2,464,453 2,311,700 2,483,605 2,518,431 1.4%
Operating Total 16,400,182 17,040,500 19,747,651 21,281,867 7.8%
Expenditure Budget by Category- Community Services
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaries 5,471,019 5,692,335 6,341,873 6,833,157 7.7%
Part Time Salaries 2,078,901 2,038,922 2,146,089 2,304,849 7.4%
Overtime 65,318 99,982 106,034 104,884 -1.1%
Personnel Benefits 1,945,378 2,054,908 2,485,585 2,967,036 19.4%
Supplies 1,123,372 1,157,1 16 1,146,574 1,261,804 10.0%
Other Services&Charges 3,742,074 4,049,863 41852,455 4,571,233 -5.8%
Intergovernmental Services 914,799 150,000 236,500 450,000 90.3%
Capital Outlay 242,635 143,925 222,956 106,000 -52.5%
Debt Service 490,587 471,101 474,200 467,000 -1.5%
Interfund Payments 326,100 1,182,349 1,735,385 2,215,904 27.7%
Operating Total 16,400,182 17,040,500 19,747,651 21,281,867 7.8%
Operating Budget-Community Services
4-86
... Major Highlights
Property Management Fee 10,765
Interpreter Services 14,000
Increase in Intermittent Salaries and Wages 44,597
Custodian (Leased Facilities) and Vehicle 95,024
Summer Lunch Program (Grant) 22,000
Housing Repair Contracting Services 47,591
Web Connection 4,000
Housing Repair(Donations) 17,500
CDBG Public Services 5,312
Reciprocal Agreement KCLS 72,000
New Landscape Maintenance 40,000
Vandalism 8,600
Brush Chipper 35,000
Coulon Park Infrastructure - Part Time (Temporary) 17,914
Pool Chemicals 18,000
Secretary II 70,593
Holiday Lights (Ivar Revenue) 10,000
Reduce Utility Expenditure (78,328)
Benson Hill Annexation Increases 1,257,828
dW Staffing Levels by Division- Community Services
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Administration 9.0 10.0 11.0 2.0 -81.8%
Facilities 24.0 24.0 24.0 30.0 25.0%
Community Resources& Events 0.0 0.0 0.0 2.5 100.0%
Parks 23.0 22.0 24.0 27.0 12.5%
Recreation Services 17.0 17.0 17.0 21.5 26.5%
Human Services/CDBG 5.0 5.0 5.0 6.5 30.0%
Library 13.0 13.0 14.0 14.0 0.0%
Museum 1.0 1.0 1.0 1.0 0.0%
Golf Course 10.0 10.0 10.0 10.0 0.0%
Total Regular FTE 102.0 102.0 106.0 114.5 8.0%
Temp/Intermit Salaries& Benefits $2,407,019 $2,400,860 $2,471,617 $2,613,507 5.7%
Operating Budget-Community Services
4-87
so
Department by Fund r
Operating Funds:
Fund/Dept
000/020 General Fund Human Services
001 Community Services
004 Community Development Block Grants r
006 Library and Museum Fund
031 Park Memorial Fund
108 Leased City Properties
404 Municipal Golf Course
Non-Operating Funds:
Fund/Dept
118 Reserve for Paths and Trails
125 1% for Art
301 Garage Capital Improvement Project
303 Community Development Impact Mitigation Fund
307 Henry Moses Family Aquatic Center ,
316 Municipal Facilities Capital Improvement
424 Municipal Golf Course System Capital Improvement
Operating Budget—Community Services
4-88 qw
Administration Division
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.
Renton Results Program Allocation—Administration Division
Resource
Development,1.0%
Risk Management,1.0%
Facilities,11.0%
ttlrProperty
Management,1.0%
FlEmployee Relations,1.0%
Corporate&Community
Partnerships,2.0%
_ Community Outreach&
Communication,2.0%
�— Volunteer
Wr Opportunities,5.0%
Boardsand
Commissions,2.0%
. Planning,Acquisition &
Development(Open
am ■ Space),
Mngt,Maint&Improvrovement
(Open Space),1.0%
_ Management,Maintenance
&Improvement,2.0%
Planning,Acquisition&
UK Development(Parks),2.0%
Management(Special
Events),11.0%
Coordination(Special
W Events),7.0%
■ Sister Cities,1.0%
■ Arts Education,1.0%
r�
Museum,1.0%
Performing Arts,2.0%
•r ■ Public Art,1.0%
_ Community Wellness and
Fitness,2.0%
Recreation
up Programs,22.0%
■ Golf Course,1.0%
_ AquabcsandWater
Safety,2.0%
■ Strategic Land Use
Planning,t.0%
Trail Planning, Development
&Maintenance, 1.0%
■ Housing Repair,1.0%
■ Information and
Referral,1.0%
Coordinate Funding/
ow Service Provision,1.0%
Incident
Management,1.0%
Youth and Teen
Programs,11.0%
1W
Operating Budget—Community Services
4-89
Id
The horizontal bar chart above illustrates the Renton Results Programs supported by this division rt
as described in Section Three of this document. The Programs illustrated may be in combination
with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program.
2007 Accomplishments "d
• Completed and maintained accurate budget.
• Recognized community partners and volunteers.
• Secured grants and financial support for development, acquisition, and programs.
• Website team comprised of staff from each division to gain comprehensive input and
maximize participation. ■1
• Partnered with King County Public Health to publish a Parks and Trails map.
• Presentations to Council.
• Secured guest speakers for Board/Commission meetings.
• Update park rules and regulations and corresponding ordinance.
• Reviewed and redefined role of Park Commission to maximize their effectiveness and
participation.
• Organized dedication ceremony for Heritage Park.
• Reorganized management team to align their responsibilities and tie directly to
corresponding general ledger account.
• Formed committee comprised of citizens, staff, and board members to name new park
and research history of area.
• Coordinate training needs, travel and technology requirements for department.
• Revitalized employee recognition program.
• Created numerous surveys to utilize citizen and participant's feedback and incorporate
feedback into our programs.
2008 Goals
• Finalize Coulon Study.
• Stay online with accreditation requirements.
• Provide continuing training of Board and Commission members and staff liaisons.
• Continue inter-departmental teamwork efforts to provide optimal service to citizens. j
• Develop informational book with listing and maps of all City parks and open space and
amenities for Board's reference.
• Expand marketing efforts utilizing web and existing resources.
• Review memorial policy.
Operating Budget—Community Services
4-90
ww
�. Expenditure Budget by Category—Administration Division
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaries 654,947 717,229 908,456 195,963 -78.4%
Part Time Salaries 1,920 0 13,610 13,610 0.0%
Overtime 97 0 0 0 N/A
Personnel Benefits 151,864 164,778 235,400 47,866 -79.7%
Supplies 7,779 8,902 7,725 7,725 0.0%
Other Services&Charges 55,631 80,718 77,000 33,814 -56.1%
Interfund Payments 0 568,918 555,613 802,459 44.4%
Operating Total 872,238 1,540,545 1,797,804 1,101,437 -38.7%
•. Staffing Levels (Full-Time Equivalent Employees -FTE) —Administration Division
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Total FTE 9.0 10.0 11.0 2.0 -81.8%
Temp/Intermit Salaries& Benefits $2,153 $0 $14,684 $14,684 0.0%
Operating Budget—Community Services
.� 4-91
Facilities Division
Mission Statement ,.
Develop and maintain City buildings and manage the delivery of building-related services to the
public and the City workforce in a safe, customer-focused manner.
Renton Results Program Allocation—Facilities Division
Facilitie1,97.0%
�!
a
Property
Management,2.6%
Publickt,0.5%
The horizontal bar chart above illustrates the Renton Results Programs supported by this division
as described in Section Three of this document. The Programs illustrated may be in combination
with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program.
2007 Accomplishments
• Completion of major maintenance projects for operational, leased, and public properties.
• Major projects included RCC storage buildings, HMAC lights, Tiffany Park recreation
building, and public restroom renovations at Teasdale Park and Kiwanis Park.
• Cooperative realignment of 2007-2011 Capital Improvement Project Budget.
• Maintained strong relations with City property tenants and re-signed 200 Mill Building
tenant.
2008 Goals i
• Improve City Building Maintenance standards.
• Incorporate LEED processes and standards in City buildings.
• Develop a proposal for 200 Mill Building rehabilitation.
• Break ground on Parks Maintenance Facility.
• Support Airport leasing and development efforts.
• Promote advanced technical and management training for staff.
• Produce improved Municipal Art Commission process for public art selection.
• Provide space planning services to support City staff growth. to
• Implement CIP program as budgeted.
• Increase depth of customer surveys.
• Support functional consolidation of all facility management and City leased properties.
Operating Budget—Community Services
4-92
�• Expenditure Budget by Category—Facilities Division
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaries 1,186,156 1,180,346 1,270,976 1,618,517 27.8%
Part Time Salaries 91,558 94,385 103,226 103,226 0.0%
Overtime 20,878 15,389 17,582 17,582 0.0%
Personnel Benefits 407,034 423,322 495,535 715,825 45.0%
Supplies 154,857 162,353 153,647 175,802 14.4%
Other Services&Charges 1,035,674 1,390,312 1,748,645 1698 946 12.4%
Intergovernmental Services 0 0 86,500 0 -100.0%
Capital Outlay 75,192 0 116,956 0 N/A
Debt Service 19,200 25,200 7,200 0 -100.0%
Interfund Payments 200,000 180,000 526,988 488,600 307.2%
Operating Total 3,190,549 3,471,307 4,527,255 4,818,498 6.4%
Staffing Levels (Full-Time Equivalent Employees -FTE) —Facilities Division
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Total FTE 24.0 24.0 24.0 30.0 25.0%
Temp/Intermit Salaries& Benefits $109,301 $116,360 $120,217 $120,217 0.0%
+.r
r
Operating Budget—Community Services
,,� 4-93
Parks Division
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.
Renton Results Program Allocation—Parks Division
-Fleet.9.0%
Volunteer Opportunities.5.0%
'Boards&Commissions,1.0%
LowImpact Landscape
Maintenance,5.0%
' Planning,Acquisition&Development
(Open Space),1.0%
-
Management,Maintenance&
Improvement(Open Space),5.0%
Management
Maintenanceand
Improvement,61.0%
'Planning,Acquisition&Development
(Parks),1.0%
-Coordination(Special Events).5.0%
'Strategic Land Use Planning,1.0%
a Trail Planning,Development&
Maintenance,1.0
-Emergency Management,5.0%
The horizontal bar chart above illustrates the Renton Results Programs supported b this division
g pp Y
as described in Section Three of this document. The Programs illustrated may be in combination
with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program.
2007 Accomplishments
• Completed construction of Heritage Park.
• Completed Urban Forestry Inventory and Assessment Report. rrrs
• Filled new Parks Maintenance Lead position.
• Filled new Parks Maintenance Lead position.
• Filled Limited Term Capital Project Coordinator position.
• Repaired and replaced portions of the north and south log booms, and replaced the hinge
pins on the transient moorage floats at Coulon Park.
• Completed improvements at Coulon Park to include new picnic pads with tables, litter
receptacles, and barbeques, expansion of the south beach picnic shelter area, turf
refurbishment, and vegetation management.
Operating Budget—Community Services
4-94
M
• Installed flood reduction improvements along Madsen Creek at Ron Regis Park.
• Designed and replaced 30 year old irrigation system at Sunset Court Park.
Installed new picnic shelter and walk at Maplewood Park.
• Completed property survey for Teasdale Park.
• Completed survey and construction drawings for Burnett Park Phase II improvements to
r.r provide continual safe pedestrian access to downtown Renton.
• Completed a study with cost estimates to repair the Cedar River gabions and walk
adjacent to Jones Park.
"' • Replaced sidewalks and replaced trees and tree grates to the main entry of the Renton
Community Center.
r
• Commenced the Trails and Bicycle Master Plan Study in partnership with the
Transportation Division.
• Installed computerized irrigation at Cedar River Park.
aw Supported special events including the Mayor's Day of Planting, Renton River Days, 4`"
of July, Holiday Lights, and Farmer's Market.
• Supported 30 park volunteer projects.
"' • Provided training for staff certification and licensing.
• Staff representative for the City's Non-Motorized Transportation Advisory Committee.
2008 Goals
• Process King County Conservation Futures Grant for May Creek property acquisition.
..r Complete the Urban Forestry Strategic Plan and the Urban Forestry Ordinance.
• Update the Parks, Recreation, and Open Space Plan.
• Complete design and construction drawings for Phase II of Ron Regis Park.
Prepare Master Plan for Highlands Library landscaping.
• Install computerized irrigation at three parks.
Remove and replace 30 year old irrigation system and install drainage improvements at
Teasdale Park.
• Continue tree pruning,removal, and replacement program to promote a healthy stand of
,. trees.
• Complete hard court surface repairs at Teasdale Park.
• Replace, patch, sealcoat, stripe, etc., the parking lots/drives/curbs at Liberty Park and the
Main Library.
• Process King County Conservation Futures Grant for Panther Creek property acquisition.
• Survey a portion of the southern boundary of the Narco Property to identify potential
4MSurvey
encroachments.
• Repair trails/walks in Cedar River Park and Gene Coulon Park.
.. Replace ballfield lights and poles at Big Liberty Ballfield.
• Perform ongoing major maintenance including structural reviews, fencing, boundary
surveys, shoreline, and bank stabilization and kiosk installations at various parks.
ow Support special events.
• Support and increase the number of park volunteer projects.
• Complete construction of Burnett Park Phase II construction.
Operating Budget—Community Services
M 4-95
• Train staff for certification and licensing.
• Non-Motorized Transportation Advisory Committee coordination.
• Participate in the Highlands Task Force.
• Continue Customer Satisfaction Surveys.
• Maintain new Right of Way landscaping.
r
Expenditure Budget by Category—Parks Division
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaries 1,138,005 1,221,105 1,393,318 1,647,576 18.6%
Part Time Salaries 299,597 291,255 329,390 361,690 9.8%
Overtime 15,747 30,565 22,575 23,025 2.0%
Personnel Benefits 395,212 426,839 550,989 675,085 22.9%
Supplies 206,719 264,430 236,400 250,626 6.0%
Other Services&Charges 1,043,282 1,051,719 1,292,545 1,001,070 -20.6%
Interfund Payments 0 0 137,086 438,700 100.0%
Operating Total 3,183,349 3,285,913 3,962,303 4,397,772 16.1%
Staffing Levels (Full-Time Equivalent Employees -FTE)—Parks Division
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Total FTE 23.0 22.0 24.0 27.0 12.5%
Temp/Intermit Salaries&Benefits $354,935 $348,461 $394,145 $429,903 9.1%
Operating Budget—Community Services
4-96
M
Parks Division — Maplewood Golf Course
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
rr
wildlife preservation and stewardship.
Renton Results Program Allocation—Maplewood Golf Course
Golf Course,100.0%
The horizontal bar chart above illustrates the Renton Results Programs supported by this division
as described in Section Three of this document. The Programs illustrated may be in combination
with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program.
r
2007 Accomplishments
• Implemented four year lease of 50 new golf carts.
4W • Implemented new three year concessionaire lease agreement to operate the restaurant.
• Purchased new range ball dispensing system, increasing available options and reducing
maintenance costs.
• Repaired driving range stall dividers.
• Re-lamped and adjusted all driving range exterior lights.
„r Fenced overflow parking area.
• Continued implementation of equipment purchase program to ensure quality of work and
employee safety.
• Sold 64,000+rounds and 85,000+range tokens.
• Completed five summer Junior Camps and three spring camps.
• Continued pursuit of Audubon Cooperative Sanctuary Program certification process by
adding triploid grass carp to ponds, installing bird boxes in naturalized areas, and
followed Best Management Practices to maintain quality golf course.
• Removed four Locust trees according to Arborist's Tree Inspection Report. Planted eight
new trees in vacated area.
• Implemented updated website page on City of Renton's new website.
aw Continued joint promotional programs with concessionaire including Trifecta and Men's
and Ladies' club events.
• Completed Customer Satisfaction Surveys.
• Updated ADA policy.
• Completed customer service staff training.
ow
Operating Budget—Community Services
4-97
2008 Goals
• Continue to promote and run Junior Golf Camps throughout the year.
• Continue to competitively price the golf course in the market. Continue joint promotions so
and activities with the restaurant.
• Purchase new chemical storage unit to remain in compliance with Aquifer Protection
Ordinance and Audubon certification requirements.
• Complete Audubon Cooperative Sanctuary Certification.
• Continue Greenside Bunker renovation as prioritized.
• Continue to follow Best Management Practices to maintain a quality golf course.
• Install new drainage and synthetic turf in the driving range.
• Install aerator in#18 pond.
• Implement major maintenance projects as needed to provide quality product and
standards for customers including but not limited to; updated plumbing/fixtures for
restrooms, exterior building lighting,banquet room air-door repair, and parking lot
striping.
• Continue timely updates to website and lobby signage to include activities,projects,
events, and promotions.
• Continue Customer Satisfaction Surveys.
• Provide staff training promoting customer service.
r
a
w
r!
Operating Budget—Community Services
4-98
i
�• Expenditure Budget by Category-Maplewood Golf Course
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaries 534,530 580,731 592,083 612,219 3.4%
Part Time Salaries 244,920 223,464 282,147 288,297 2.2%
Overtime 2,099 3,329 3,460 1,860 -46.2%
Personnel Benefits 236,196 246,380 292,846 312,123 6.6%
Supplies 291,806 295,526 295,240 296,350 0.4%
Other Services&Charges 160,027 144,515 183,880 172,836 4.9%
Intergovernmental Services 310,000 150,000 150,000 150,000 0.0%
Capital Outlay 87,387 95,754 100,000 100,000 0.0%
Debt Service 471,387 445,901 467,000 467,000 0.0%
Interfund Payments 126,100 126,100 116,949 117,746 0.7%
Operating Total 2,464,453 2,311,700 2,483,605 2,518,431 2.2%
Staffing Levels (Full-Time Equivalent Employees -FTE) -Maplewood Golf Course
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Total FTE 10.0 10.0 10.0 10.0 0.0%
Temp/Intermit Salaries& Benefits $286,423 $263,202 $329,544 $335,044 1.7%
ru
Operating Budget-Community Services
4-99
r
Recreation Division
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. ,
Renton Results Program Allocation—Recreation Division
a�
' Corporate&Community
Partnerships,0.9
■ Volunteer Opportunities,3.1%
Youth and Teen
Programs,15.9
Management
(Special Events),9.6%
IPublic Art,02%
' Community Wellness and
Fitness,0.9%
Coordination(Special
Events),9.6%
Recreation Programs,45.39/6
Aquatics and Water
Safety,14.3%
The horizontal bar chart above illustrates the Renton Results Programs supported by this division
as described in Section Three of this document. The Programs illustrated may be in combination
with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program.
Operating Budget—Community Services
4-100
2007 Accomplishments
• Partnered with Renton Police Department to provide activities and lunch program at
various park sites.
• Partnered with Renton Police Department, Renton Fire Department, and other community
resources to provide safety education to children on Safety Day.
• Partnered with Renton Fire Department to provide CPR classes and a walking program at
the Renton Community Center during"Heart Month".
• Staff attended the NRPA National Health and Livability Summit, providing increased
knowledge and resources to be utilized in health and wellness opportunities to the
community. Other trainings included safe driving techniques to ensure the safety of
participants and staff.
• New lighting at Henry Moses Aquatic Center allowed implementation of a twilight swim
session, with fitness classes and lap swimming under the lights, also.
• Received a$5,000 Cultural Arts Facilities grant for Carco Theatre upgrades from
4Culture.
• Received a"Spotlight" award for the "Best Special Program Poster", Clam Lights, from
r the Washington Recreation and Parks Association.
• The Henry Moses Aquatic Center was featured in the World Waterpark Magazine.
• Partnered with Aces Tennis to provide instruction, camps, and summer tournaments.
Attendance from 2006 to 2007 increased by 53%.
• Implemented a weight training/fitness program for senior citizens.
• Lowered the minimum age requirement to attend the Renton Senior Activity Center to 50
years of age, in addition to expanding recreation programming to target 50-60 year-old
participants.
• Provided information and consultation for people who have been widowed, through
r. WICS program, on a weekly basis. Grieving and recovering individuals are finding
comfort in this support group.
• Partnered with the other Recreation staff to provide additional evening recreational
activities several days per week at the Renton Senior Activity Center.
2008 Goals
• Partner with the Community Services Resource and Funding Manager to provide a
customer service training seminar for senior activity center volunteers.
• Partner with the City of Renton Emergency Management Director, Fire Department,
Police Department, and Red Cross to provide an Emergency Preparedness Festival.
• Staff from the Renton Senior Activity Center will co-chair the annual Washington State
Association of Senior Centers' annual conference at Snoqualmie Pass. This conference
attracts over 90 senior center professionals.
• Implement and utilize CLASS Facility Booking to 100% of its capability.
•�• Increase health and wellness initiatives within the City.
• Coordinate a staff diversity training program with Human Resources.
• Complete an audio/visual upgrade at the Renton Community Center.
• Implement the use of an expanded public address system at Gene Coulon Memorial
Beach Park.
Operating Budget—Community Services
�t 4-101
Expenditure Budget by Category—Recreation Division
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaies 998,540 929,132 1,002,039 1,303,653 30.5%
Part Time Salaries 1,226,666 1,230,191 1,215,487 1,299,347 6.9%
Overtime 21,801 35,273 31,327 31,327 0.0%
Personnel Benefits 473,709 476,555 508,304 689,349 36.0%
Supplies 217,725 179,569 177,360 196,550 10.8%
Other Services&Charges 917,044 930,843 770,604 734,683 0.2%
Capital Outlay 0 -206 0 0 N/A
Interfund Payments 0 0 0 27,300 100.0%
Operating Total 3,855,484 3,781,356 3,705,121 4,457,209 21.7%
Staffing Levels (Full-Time Equivalent Employees—FTE)—Recreation Division
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Total FTE 17.0 17.0 17.0 21.5 26.5%
Temp/Intermit Salaries& Benefits $1,419,544 $1,452,630 $1,387,108 $1,473,290 6.2%
.e
wa
Operating Budget—Community Services
4-102
Human Services Division
Mission Statement
The City of Renton Human Services Division, in partnership with the community, helps provide
services, resources, and opportunities so that residents have food, clothing, and shelter, are
t. healthy and safe, and develop to their fullest capacity.
11,4 Renton Results Program Allocation—Human Services Division
Housing Repair,28.4%
VM
-
Information and Referral,
8.2%
r
Coordinate
Funding/
Service
Provision,
t� 63.5%
The horizontal bar chart above illustrates the Renton Results Programs supported by this division
as described in Section Three of this document. The Programs illustrated may be in combination
with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program.
2007 Accomplishments
• Refined the funding criteria, for agencies requesting funding.
• Assisted agencies that receive funding to tie performance measures to results.
• Got a donation of$30,000 from First Savings Bank for the Housing Repair Assistance
Program.
• Entered into 13 Memorandum of Understandings with other South King County cities to
jointly administer common contracts with agencies. Renton is the lead on six of the
contracts.
• The Earned Income Tax Credit site in Renton helped file 438 returns in 2007. Total
.. Earned Income Tax credit was $269,012 for 156 returns.
• Renton Resource Directory was published in 14 languages. Oromo and Amharic
languages were added in 2007.
Increased size of Human Services Advisory Committee, and had training on the new
funding criteria and evaluating applications for funding.
• Administered the summer lunch program for low-income children at Royal Hills and
`r Renton Housing Authority, in partnership with the City of Renton Recreation Division.
• The One Night Count of the homeless was done for the 1 st time in 2007. This was a
r, partnership between the Police Department and Human Services. Vision House,
transitional housing for the formerly homeless, co-facilitated the community team.
• The King County Ten Year Plan to End Homelessness was endorsed by the City Council
1W in 2007.
Operating Budget—Community Services
ram 4-103
2008 Goals
• Promote programs such as financial literacy and the Earned Income Tax Credit program.
• Promote community awareness of needs and resources available.
• Publish and provide resource directories in the languages most commonly used by the
diverse population in Renton.
• Participate in Joint South King County funding application for 2009/10 funding cycle. �!
• Enter into Memorandum of Understanding with other South King County cities to jointly
administer common contracts with agencies .
• Advisory Committee and staff will review agency performance at regular intervals.
• Work with Renton School District on the administration and expansion of the summer
lunch program. Assist in identifying community partners for sites that will be open to any
child,regardless of income.
• Continue and improve the One Night Count for the homeless.
• Look for opportunities to further the goals of the Ten Year Plan to End Homelessness in
Renton.
• Increase services for the very low income homeowners in Renton in the Housing Repair
Assistance Program.
Operating Budget—Community Services
4-104
Expenditure Budget by Category-Human Services Division
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaries 148,235 148,160 161,522 189,913 17.6%
Part Time Salaries 5,850 0 0 9,237 100.0%
Overtime 0 753 0 0 N/A
Personnel Benefits 34,839 44,871 54,522 67,133 23.1%
Supplies 800 898 400 800 100.0%
Other Services&Charges 324,868 300,867 501,857 589,478 27.0%
Interfund Payments 0 75,749 47,372 89,392 88.7%
Operating Total 514,592 571,298 765,673 945,953 29.9%
Expenditure Budget by Category- CDBG
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaries 92,625 145,971 147,123 189,370 28.7%
Part Time Salaries 517 349 0 0 N/A
Overtime 0 44 1,000 1,000 0.01
Personnel Benefits 20,743 43,117 49,040 93,532 90.7%
Supplies 6,013 8,417 13,777 14,695 6.7%
Other Services&Charges 109,761 69,704 69,974 121,103 73.1%
Capital Outlay 80,056 48,377 0 0 N/A
Operating Total 309,714 315,979 280,914 419,700 49.4%
r
Staffing Levels (Full-Time Equivalent Employees -FTE) -Human Services Division and CDBG
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular-Human Services 2.0 2.0 2.0 2.0 0.0%
Regular-CDBG 3.0 3.0 3.0 4.5 50.0%
Total FTE 5.0 5.0 5.0 6.5 30.0%
Temp/Intermit Salaries& Benefits $6,423 $419 $0 $9,237 100.0%
Operating Budget-Community Services
4-105
M
Library Division %W
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.
Renton Results Program Allocation—Library Division
Training and
Development,1.0%
'Corporate&Community
Partnerships,1.0%
r
■Community Outreach&
Communication,3.0%
'Volunteer Opportunities,
1.0%
'Boards&Commissions,
1.0% Education(Library),68.0%
-Programs(Library),5.0% At
Materials(Library),20.0%
The horizontal bar chart above illustrates the Renton Results Programs supported by this division
as described in Section Three of this document. The Programs illustrated may be in combination
with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program.
t
2007 Accomplishments
• Master Plan: the community's needs and desires for library services were ascertained;
current services and facilities were evaluated; and recommendations for the future were
developed.
• The collection of library materials at the Highlands Library was reviewed and assessed,
and out-dated materials were replaced with current items.
• Information about the library was provided to the community via:
o Two new brochures about library services.
o Participation in six community events with displays of books and other library
materials.
o Regular articles about the library in local magazine and newspaper publications.
o A blog about the Master Plan posted on the library website.
• 15,250 participants attended special activities and library programs with over 10,000
children attending story times.
Operating Budget—Community Services
4-106
2008 Goals
• Main elements of the Master Plan will be implemented as funding allows.
• Both library buildings will undergo a space plan analysis, identifying improvements
necessary to meet the service demands of the Master Plan.
• The materials collection will continue to be assessed and up-dated to meet the
,r community's information needs.
�.. Expenditure Budget by Category-Library Division
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaries 680,451 736,310 813,194 839,030 3.2%
Part Time Salaries 197,574 188,928 163,586 190,799 16.6%
ar Overtime 4,696 14,414 28,940 28,940 0.0%
Personnel Benefits 209,193 220,930 281,496 297,118 5.5%
Supplies 237,674 237,021 245,025 300,238 22.5%
Other Services&Charges 95,479 81,186 96,650 96,800 0.2%
Intergovernmental Services 520,012 0 0 125,000 100.0%
Capital Outlay 0 0 6,000 6,000 0.0%
Interfund Payments 0 196,651 317,194 210,411 -33.7%
Operating Total 1,945,079 1,675,439 1,952,085 2,094,336 7.3%
e:
Staffing Levels (Full-Time Equivalent Employees -FTE) -Library Division
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
"AW Total FTE 13.0 13.0 14.0 14.0 0.0%
Temp/Intermit Salaries&Benef its $216,783 $208,168 $181,106 $186,319 2.9%
r.r
rir
Operating Budget-Community Services
11r 4-107
a
VN
Community Resources and Events
Mission Statement it
Provide opportunities for individuals, groups, and businesses to partner with the City to facilitate
funding and services that support or improve the quality of our operations, and provide
leadership and direction for large scale city-wide events,volunteers, and multi-cultural programs '
in which citizen involvement celebrates community and enhances the quality of life for Renton
citizens.
lk
Renton Results Program Allocation— Community Resources &Events Division
Training and
Development,1.0%
- Corporate and Community
Partnerships,5.0%
- Community
Outreach,5.0%
Volunteer
Opportunities,12.0%
Boardsand Management(Special
Commissions,7.0% Events),55.0%
Coordination(Special
Events),10.0%
Sister Cities,5.0%
The horizontal bar chart above illustrates the Renton Results Programs supported by this division
as described in Section Three of this document. The Programs illustrated may be in combination
with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program.
2007 Accomplishments
• Partnered with McLendon Hardware to secure funding through a donation for volunteer
trailer and equipment, to support the"Tools on Wheels Program"which supports
community volunteer efforts.
• Provided leadership and direction for the 22°d Annual Renton River Days Community
Festival and Renton's fifth annual 4th of July Celebration and Fireworks at Gene Coulon
Memorial Beach Park.
• Secured new Title Sponsor for 4th of July Celebration. at
• Trainings provided for City Volunteer Coordinators in cooperation with Human
Resources and Risk Management improving procedures that assist with processing
volunteers and reporting hours.
• Use of evaluation instruments expanded to include online surveys, interviews, after
action debriefings, interdepartmental reports, and marketing strategies.
Operating Budget—Community Services
4-108
Community Benefit and Economic Impact reports for River Days, 4 1 of July, and
Holiday Lights; assessing City expense in relationship to large-scale events with
community-wide involvement.
• Completed updates with on-going management of website areas and multiple pages
including the development of a webpage to support the Advisory Commission on
Diversity.
• Management of Renton's Sister City programs and activities:
o Organized Renton- Cuautla Sister City fundraisers to benefit Sister City Fund.
o Coordinated the five-day, five-member, official delegation visit from Cuautla, Jalisco,
Mexico.
o Maintained relationships with Nishiwaki, Japan, Cuautla, Mexico, Renton Chamber
of Commerce (Linyi, China), and Renton Community Foundation(Sister City Fund).
• Sponsorship guidelines outlined to assist staff in developing packages that match
partnership opportunities with program needs.
• Participated in the City of Renton's Incident Action Planning process for special events
and National Incident Management Systems compliance.
• Executed recruitment campaign for Community Services Boards and Commission,
"r including marketing efforts in coordination with the Renton School District for youth
involvement.
• Implemented planning retreats and coordinated Committee, Board and Commission's
t speaker, and training for effective meetings.
2008 Goals
• Develop training program to support volunteer efforts.
• Partner with Community Services Department Staff to identify needs that match
resources available through grants, sponsorships, and donations.
• Partner with City departments and community members to implement a Special Events
Team.
• Continue development of Boards and Commissions through training.
• Engage the community in volunteer efforts through project focused events.
• Provide leadership and coordination for large scale city-wide events.
• Provide ongoing Sister City relations,program facilitation, and delegation coordination.
• Complete Community Benefit and Economic Impact reports for River Days and 4`h of
July; evaluate City expense in relationship to large-scale events with community-wide
involvement.
• Strengthen community relations and positive City image through programs and events
that encourage citizen involvement and participation.
• Partner with the City of Renton Emergency Management Director, Fire Department, and
Police Department to utilize the revised Incident Action Plan for special events in
compliance with the National Incident Management System.
Operating Budget—Community Services
4-109
Expenditure Budget by Category— Community Resources & Events Division
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaries 0 0 0 173,080 100.0%
Part Time Salaries 0 0 20,000 20,000 0.0%
Overtime 0 0 1,150 1,150 0.0%
Personnel Benefits 0 0 2,848 51,553 1710.1%
Supplies 0 0 17,000 19,018 11.9% ..
Other Services&Charges 0 0 109,900 120,900 10.0%
Operating Total 0 0 150,898 385,701 155.6%
Staffing Levels (Full-Time Equivalent Employees -FTE) — Community Resources &Events
Division
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Total FTE 0.0 0.0 0.0 2.5 100.0%
Temp/Intermit Salaries& Benefits $0 $0 $23,998 23,998 0.0%
Operating Budget—Community Services
4-110
Renton History Museum
Mission Statement
The mission of the Renton History Museum is to preserve, document, interpret, and educate
about the history of greater Renton in ways that are accessible to diverse people of all ages.
Renton Results Program Allocation–Renton History Museum
MArts Education,10.0%
seum,90.0%
sm
1r
The horizontal bar chart above illustrates the Renton Results Programs supported by this division
as described in Section Three of this document. The Programs illustrated may be in combination
with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program.
1.
2007 Accomplishments
• Began Museum Master Plan process to plan for Museum's long-term growth.
• Completed refurbishment and installation of the Fey's Roxy vintage theater sign,
enhancing the Museum's interpretation of downtown history.
• Improved the diversity of the Museum's exhibits, programming, and collections by
developing a partnership with Renton Technical College's English-as-a-Second-
Language program and assisting with the interpretation of Heritage Park's African-
American neighborhood, among other projects.
s
• Increased the museum's visibility by developing a stronger graphic identity and
participating in downtown initiatives.
• Mounted three new exhibits—ESL, Roxy Theatre neon sign, and coal mining—to better
interpret Renton's history.
• Applied for and received grants from the American Association of Museums (AAM),
1W Institute for Museum and Library Services (IMLS), and Humanities Washington.
1.
1r
Operating Budget—Community Services
4-111
2008 Action Plan .■
• Complete Museum Master Plan process and plan next steps for Museum's long-term
growth.
• Begin planning and collecting for the 2009 SITES traveling exhibit, Key Ingredients, to
enhance the Museum's diversity in exhibits,programming, and collections and to raise
the Museum's visibility.
• Strengthen the Museum as a center for heritage education by developing closer
relationships with educators and the school district.
• Continue to raise the Museum's visibility by developing a new Museum brochure.
• Improve facility by completing a lighting Master Plan.
Expenditure Budget by Category—Renton History Museum
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Regular Salaries 37,530 33,350 53,162 63,836 20.1%
Part Time Salaries 10,300 10,350 18,643 18,643 132.1%
Overtime 0 216 0 0 N/A
Personnel Benefits 16,589 8,116 14,605 17,452 32.7%
Other Services&Charges 307 0 1,400 1,603 14.5%
Interfund Payments 0 34,931 34,183 41,296 20.8%
Operating Total 64,726 86,963 121,993 142,830 29.9%
Staffing Levels (Full-Time Equivalent Employees—FTE)Renton History Museum
2005 2006 2007 2008 Change
Actual Actual Adj Budget Budget 07/08
Total FTE 1.0 1.0 1.0 1.0 0.0%
Temp/Intermit Salaries&Benefits $11,458 $11,621 $20,815 $20,815 0.0%
!
•
Operating Budget—Community Services
4-112
Community Services Position Listing (I of 4)
2005 2006 2007 2008
Grade Title Actual Actual Adj Budget Budget
Administration Division
M49 Community Services Administrator 1.0 1.0 1.0 1.0
M38 Recreation Director 1.0 1.0 1.0 0.0
M38 Parks Director 1.0 1.0 1.0 0.0
M38 Facilities Director 1.0 1.0 1.0 0.0
M28 Recreation Manager 1.0 1.0 1.0 0.0
M25 CS Resource & Funding Manager 0.0 1.0 1.0 0.0
M22 Community Relations & Events Coord 0.0 0.0 0.0 0.0
N15 Community Relations Specialist 0.0 0.0 1.0 0.0
N14 Administrative Assistant 0.0 0.0 0.0 1.0
Nil Administrative Secretary EX 1.0 1.0 1.0 0.0
A07 Secretary II 3.0 3.0 3.0 0.0
Total Administration Division 9.0 10.0 11.0 2.0
Facilities Division
Facilities
M38 Facilities Director 0.0 0.0 0.0 1.0
M28 Facilities Manager 1.0 1.0 1.0 1.0
A25 Facilities Coordinator 1.0 1.0 1.0 1.0
A21 Facilities Supervisor 1.0 1.0 1.0 1.0
A19 HVAC Systems Technician 1.0 1.0 1.0 1.0
A17 Custodial Services Supervisor 2.0 2.0 2.0 2.0
A13 Facilities Technician 1 3.5 3.5 3.5 4.5
All Lead Maintenance Custodian 0.0 0.0 0.0 1.0
A07 Maintenance Custodian 7.0 7.0 7.0 7.0
A07 Secretary II 0.0 0.0 0.0 1.0
A04 Lead Custodian 1.0 1.0 1.0 1.0
A01 Custodian 5.0 5.0 5.0 6.0
Total Facilities Division 22.5 22.5 22.5 27.5
Leased City Properties
A13 Facilities Technician 0.5 0.5 0.5 0.5
A01 Custodian 1.0 1.0 1.0 2.0
Total Leased City Properties 1.5 1.5 1.5 2.5
Total Facilities Division 24.0 24.0 24.0 30.0
Parks Division
Parks
M38 Parks Director 0.0 0.0 0.0 1.0
M32 Parks Maint Mgr/City Forester 0.0 0.0 0.0 1.0
M28 Park Maintenance Manager 1.0 1.0 1.0 0.0
A25 Capital Project Coordinator 2.0 1.0 1.0 1.0
A25 Capital Project Coordinator (LT) 0.0 0.0 1.0 1.0
A21 Park Maintenance Supervisor 1.0 2.0 2.0 2.0
A16 Lead Park Maintenance Worker 2.0 2.0 3.0 3.0
Al2 Park Maintenance Worker III 15.0 14.0 14.0 15.0
Operating Budget-Community Services
4-113
Community Services Position Listing(2 of 4)
2005 2006 2007 2008
Grade Title Actual Actual Adi Budget Budget
A08 Park Maintenance Worker II 1.0 1.0 2.0 2.0
A07 Secretary II 0.0 0.0 0.0 1.0
A04 Park Maintenance Worker 1 1.0 1.0 0.0 0.0
Total Parks 23.0 22.0 24.0 27.0
Golf Course
Golf Course Administration
M32 Golf Course Manager 1.0 1.0 1.0 1.0
A08 Golf Course Operations Specialist 1.0 1.0 1.0 1.0
A07 Maintenance Custodian 1.0 1.0 1.0 1.0
Total Golf Administration 3.0 3.0 3.0 3.0
Golf Course Maintenance
M21 Golf Course Supervisor 1.0 1.0 1.0 1.0
A16 Lead Golf Course Maintenance Worker 1.0 1.0 1.0 1.0
A15 Grounds Equipment Mechanic 0.0 0.0 1.0 1.0
Al2 Golf Course Maintenance Worker III 0.0 1.0 1.0 1.0
All Grounds Equipment Mechanic 1.0 1.0 0.0 0.0
A08 Golf Course Maintenance Worker II 1.0 0.0 0.0 0.0
Total Golf Maintenance 4.0 4.0 4.0 4.0
Pro-Shop/Driving Range
M20 Golf Professional 1.0 1.0 1.0 1.0
N11 Assistant Golf Professional 1.0 1.0 1.0 1.0
A04 Pro Shop Assistant 1.0 1.0 1.0 1.0
Total Pro-Shop/Driving Range 3.0 3.0 3.0 3.0
Total Golf Course 10.0 10.0 10.0 10.0
Total Parks Division 33.0 32.0 34.0 37.0
Recreation Division
Recreation Services
M38 Recreation Director 0.0 0.0 0.0 0.3
M28 Recreation Manager 0.0 0.0 0.0 0.3
A18 Recreation Program Coordinator 2.0 2.0 2.0 2.0
A14 Recreation Specialist II 4.0 4.0 4.0 4.0
A07 Secretary II 0.0 0.0 0.0 1.5
Total Recreation Services 6.0 6.0 6.0 8.1
Community Center, Carco Theatre & Aquatics
M38 Recreation Director 0.0 0.0 0.0 0.5
M28 Recreation Manager 0.0 0.0 0.0 0.7
M25 Recreation Supervisor 1.0 1.0 1.0 1.0
M23 Community Center& Rec Coordinator 0.0 0.0 0.0 1.0
M20 Community Center Coordinator 1.0 1.0 1.0 0.0
A18 Recreation Program Coordinator 2.0 2.0 2.0 2.0
A14 Recreational Specialist II 1.0 1.0 1.0 1.0
Al2 Desktop Publishing Operator 1.0 1.0 1.0 1.0
Operating Budget-Community Services
4-114
Community Services Position Listing(3 of 4)
2005 2006 2007 2008
Grade Title Actual Actual Adj Budget Budget
A08 Lead Office Assistant 1.0 1.0 1.0 1.0
A05 Office Assistant III 1.0 1.0 1.0 1.0
A07 Secretary II 0.0 0.0 0.0 1.0
Total Community Center 8.0 8.0 8.0 10.2
Renton Senior Activity Center
M38 Recreation Director 0.0 0.0 0.0 0.2
M20 Senior Services Coordinator 1.0 1.0 1.0 1.0
A14 Recreation Specialist II 1.0 1.0 1.0 1.0
A07 Secretary II 1.0 1.0 1.0 1.0
Total Senior Activity Center 3.0 3.0 3.0 3.2
Total Recreation Division 17.0 17.0 17.0 21.5
Community Resources & Events
M25 CS Resource & Funding Manager 0.0 0.0 0.0 1.0
M22 Community Relation & Events Coordinator 0.0 0.0 0.0 1.0
N15 Community Relations Specialist 0.0 0.0 0.0 0.0
A07 Secretary II 0.0 0.0 0.0 0.5
Total Community Resources & Events Division 0.0 0.0 0.0 2.5
Human Services Division
Human Services
M28 Human Services Manager 1.0 1.0 1.0 1.0
A07 Secretary II 1.0 1.0 1.0 1.0
Total Human Services 2.0 2.0 2.0 2.0
Community Development Block Grants (CDBG)
A20 Housing Repair Coordinator 0.0 1.0 1.0 1.5
A18 Housing Assistant Specialist 1.0 0.0 0.0 0.0
A18 CDBG Specialist 1.0 1.0 1.0 1.0
A08 Housing Repair Technician 0.0 1.0 1.0 2.0
A07 Housing Maintenance Worker 1.0 0.0 0.0 0.0
Total CDBG 3.0 3.0 3.0 4.5
Total Human Services Division 5.0 5.0 5.0 6.5
Library Division
Library Administration
M38 Library Director 1.0 1.0 1.0 1.0
M27 Assistant Library Director 0.0 0.0 1.0 1.0
A07 Secretary II 1.0 1.0 1.0 1.0
Total Library Administration 2.0 2.0 3.0 3.0
Library Services
A22 Librarian 3.0 3.0 3.0 3.0
A17 Library Supervisor 2.0 2.0 2.0 2.0
A07 Library Technical Assistant 1.0 1.0 1.0 1.0
A03 LibraryAssistant I
4.0 4.0 4.0 4.0
1 A09 Library Assistant II 1.0 1.0 1.0 1.0
Operating Budget-Community Services
4-115
Community Services Position Listing (4 of 4)
2005 2006 2007 2008
Grade Title Actual Actual Adj Budget Budget
Total Library Services 11.0 11.0 11.0 11.0
Total Library Division 13.0 13.0 14.0 14.0
Museum Division
M22 Museum Manager 0.0 0.0 1.0 1.0
N12 Museum Supervisor 1.0 1.0 0.0 0.0
Total Museum Division 1.0 1.0 1.0 1.0
Total Department Regular Staffing 102.0 102.0 106.0 114.5
Total Community Services Department 102.0 102.0 106.0 114.5
Operating Budget—Community Services
4-116
Planning, Building, and
Public Works
Planning/Building/Public Works Department Organization
ADMINISTRATOR '
Gregg Zimmerman
Administrative
Support
DEVELOPMENT MAINTENANCE TRANSPORTATION *UTILITY
SERVICES SERVICES SYSTEMS SYSTEMS
Development Street/
Planning Solid Waste Operations Water
PW Ins ections Waste Water Surface ,
P /
and Permits Surface Water Design Water
Building Waste Water/
Inspections Water Planning Technical
and Permits Services
Solid
Fleet Airport Waste '
*Utility Systems Division funds pay for four(4)FTE's that work in the Finance Division
of the Finance&IS Department.
See Position Listing for additional details on department staffing.
PlanninglBuildinglPublic Works
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
irr customers.
Description
r• The department develops,builds, and maintains streets and sidewalks; develops and maintains
water, wastewater, and surface water utility infrastructures; coordinates collection of garbage;
operates the airport; and provides permitting, land use, and code compliance services.
2005 2006 2007 2008
Actual Actual Adj Bdgt Budget
w Operating Budget Summary $52,667,069 $53,354,600 $65,602,903 $77,618,377
Positon Summary 164.8 174.8 180.3 215.1
r
Renton Results City Services Allocation—Planning/Building/Public Works Department
Representative
Government,1.0%
Utilities and Environment, Internal Support,0.9%
54.2%
Safety and Health,1.6%
Mobility,37.8%
r
Livable Community,4.4%J
r
The pie chart above illustrates the City Service Areas supported by this department as described
in Section Three of this document. See each division page for specific Renton Results Program
information.
Operating Budget—Planning/Building/Public Works
s 4-117
Expenditure Budget by Division—Planning/Building/Public Works Department
2005 2006 2007 2008 % Chg
Actual Actual Adj Budget Budget 07/08 ,
Administration 309,596 589,957 636,653 968,358 52.1%
Development Services 3,328,496 3,524,301 3,939,291 4,688,046 19.0%
Maintenance Services 18,815,582 20,013,098 24,165,198 27,726,652 14.7%
Transportation Systems 4,557,727 6,068,076 6,684,466 6,447,524 -3.5%
Utility Systems 25,655,669 23,159,168 30,138,221 37,787,797 25.4%
Operating Total 52,667,069 53,354,600 65,563,829 77,618,377 18.4% ,
Expenditure Budget by Category—Planning/Building/Public Works Department
2005 2006 2007 2008 % Chg
Actual Actual Adj Budget Budget 07/08 ,
Regular Salaries 9,752,319 10,275,269 11,376,059 13,457,262 18.3%
Part Time Salaries 276,823 380,879 333,779 336,637 0.9%
Overtime 261,077 308,129 256,240 274,042 6.9%
Personnel Benefits 2,829,228 3,096,451 3,982,261 5,245,996 31.7%
Supplies 1,750,025 2,163,055 2,314,549 2,495,033 7.8%
Other Services &Charges 20,088,940 21,478,927 23,190,161 22,863,324 -1.4%
Intergovernmental Services 3,048,569 3,252,006 3,805,383 4,805,532 26.3%
Capital Outlay 1,433,648 2,543,374 3,117,329 4,126,049 32.4%
Debt Service 3,593,322 4,095,649 4,137,646 5,568,002 34.6%
Interfund Payments 9,633,118 5,760,861 13,050,422 18,446,500 41.3%
Operating Total 52,667,069 53,354,600 65,563,829 77,618,377 18.4%
!
Operating Budget—Planning/Building/Public Works
4-118
Major Highlights
Street Maintenance Worker 1 75,357
Snow& Ice removal 20,000
Supplies 51,650
Operating Expenses 26,923
VHF Radio upgrade program 20,000
Reduce Utility Expenditure (41,999)
Utility billing process study 100,000
Surface Water& Sewer fees ( 6% increase) 3,505
Dump fees 24,400_
Maintenance Manaqement Program & Gas computer 7,000
Water Maintenance Worker 111 80,351
Water Maint.Industrial Instrument Technician plus vehicle 113,588
WW Maintenance Worker III 80,351
NPDES-Maintenance Worker III 160,700
Solid Waste Utility Coordination Prevention Grant 93,668
WashWise Rebate Program 45,000
WW Grease Red uction/lndut.waste program - Engineering 11 125,971
NPDES-Engineering Specialist III (Convert 0.3 to 1.0 FTE) 66,933
NPDES -Civil Engineer III 102,259
NPDES - Computers/workstations 18,000
NPDES-Vactor Truck($300,000 over 5 years) 60,000
NPDES -CIP(one time CIP funded over 3 years) 226,667
Benson Hill Annexation Increases 3,422,288
Staffing Levels by Division
2005 2006 2007 2008 % Chg
Actual Actual Adj Budget Budget 07/08
Administration 3.8 3.8 3.8 3.8 0.0%
Development Services 38.7 38.7 43.7 49.6 13.5%
Maintenance Services 62.0 65.0 67.0 85.0 26.9%
Transportation Systems 34.5 35.5 35.5 40.0 12.7%
Utility Systems 25.8 29.8 29.3 36.7 25.3%
Total Regular FTE 164.8 172.8 179.3 215.1 20.0%
Temp/Intermit Salaries & Benefits $318,979 $429,758 $381,004 $384,247 91.0%
Operating Budget-Planning/Building/Public Works
4-119
Department by Fund/Department
The Planning/Building/Public Works Department manages the following:
Operating Section:
000/007 General Fund Development Services
000/015 General Fund Administration
000/017 General Fund Technical Services
003/016 Street Fund Transportation Systems
003/019 Street Fund Street Maintenance Services
402/016 Airport Operating Fund
403/018 Solid Waste Fund Solid Waste Systems
403/019 Solid Waste Fund Solid Waste Maintenance Services
405/018 Water Utility Utility System
405/019 Water Utility Utility Maintenance
406/018 Wastewater Utility Utility System
406/019 Wastewater Utility Utility Maintenance
407/018 Storm Water Utility Utility System
407/019 Storm Water Utility Utility Maintenance
416 King County Wastewater Treatment Fund
501 Equipment Repair and Replacement Fund
Non-Operating Section:
102 Arterial Streets Fund
305 Transportation Impact Mitigation Fund
317 Transportation Capital Improvement Project Fund
318 South Lake Washington Infrastructure Project Fund
422 Airport CIP Fund
425 Water Utility CIP Fund
426 Wastewater Utility CIP Fund
427 Surface Water Utility CIP Fund rM
461 WaterWorks Bond Reserve Fund
471 WaterWorks Rate Stabilization Fund
Operating Budget—Planning/Building/Public Works
4-120
�- Administration Division
Mission Statement
Provide leadership,resources, and regional influence to enable the Department to meet its
responsibilities in a manner that is responsive to the needs of its customers and consistent with
the City Business Plan goals.
Renton Results Program Allocation—Administration Division
Surface Water System
Operations,8.0%
Utility Systems Planning,
Design and Construction,
20.0%
Airport Planning,Design and
Construction,20.0°/
Design&
Construction
of Roadways,
30.0%
Street Maintenance,7.0%
Code Compliance/REACT,
15.0%
The horizontal bar chart above illustrates the Renton Results Programs supported by this division
as described in Section Three of this document. The Programs illustrated may be in combination
with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program.
2007 Accomplishments
• Completed construction of the street and utility infrastructure of The Landing Project, the
major shopping mall, and multi-family development on the old Boeing property in North
Renton.
• Continued design on the Rainier Avenue (South 4th Street to Southwest 7th Street)
.. Project, and revised and continued design on the Rainier Avenue/Hardie Project.
Combined these two projects into one project and renamed it the Rainier Avenue (South
Grady Way to South 2nd Street) Project.
• Coordinated design and construction of railroad bridge removal and reconstruction at
Shattuck, Rainier, and Hardie Avenues.
• Completed construction on the Sunset/Duvall intersection.
■. • Advertised and awarded contract for Phase Il, SR-169 Project to improve access at the
SR 169 interchange.
Completed design and will award contract on Duvall Avenue/Coal Creek Parkway
Project. Began design of the May Creek Bridge replacement.
Operating Budget—Planning/Building/Public Works
4-121
• Started construction of water main improvements in Duvall Avenue Northeast for the
Renton Highlands Redevelopment Area(Sunset Blvd. Northeast, Harrington Avenue
Northeast, and Northeast 9th Street). L
• Started construction of water line relocation for the new I-405 overpass and realignment
of Benson Road South.
• Completed the construction of the Emergency Power Facilities to Production Wells 1, 2,
and 3, and to the Mt. Olivet and North Talbot pump stations.
• Started construction of the new 4.2 million-gallon Hazen 565 Reservoir in the Highlands. '
• Completed the design,permitting, and construction of the Renton Village Storm System
Improvement Project.
• Completed the Cedar River Section 205 Flood Hazard Reduction Project required ,
monitoring and construction of the annual Landsburg Gravel Supplementation
Mitigation Project.
• Completed preliminary design and initiated permitting of the Gypsy Basin/Ripley Lane
Storm System Improvement Project in coordination with the Seahawks' Headquarters
and Training Facility Project and WSDOT.
• Initiated the update of the Surface Water Utility's Surface Water Management Plan for
adoption by Council in early 2008. Identified new program needs associated with
complying with the National Pollution Discharge Elimination System(NPDES) Phase II
Municipal Stormwater Permit for approval by Council.
• Coordinated with WSDOT during the first year of construction associated with the
Springbrook Creek Wetland and Habitat Mitigation Bank Project. ,
• Maintained the average code compliance resolution time within 18 days, and 65 percent
or more of code compliance requests are resolved through voluntary compliance.
• Enhanced the quality of Renton's neighborhoods through the implementation of Clean
Sweep Renton, collecting over 300 tons of material through the 1-day curbside cleanup.
• Completed the pre-design for Well 5A water quality improvements.
2008 Goals
• Continue design and acquire right-of-way for Rainier Avenue (South Grady Way to
South 2nd Street) Project, which will enhance bus traffic along Rainier Avenue.
• Complete construction of the Shattuck Avenue Storm Drain Bypass Project and
railroad sacrificial beam.
• Continue construction of Phase II, SR-169 Project to improve traffic at SR 169.
• Begin construction on Duvall Avenue/Coal Creek Parkway.
• Complete design and apply for BRAC grant for the May Creek Bridge replacement.
• Complete construction of the Northeast 4th Street and Hoquiam Avenue Northeast Signal
Project.
• Continue installation of advance traffic controllers at remaining signalized intersections;
upgrade a minimum of 10 signalized intersections to light emitting diode (LED) displays.
• Install a minimum of six uninterruptible power supply (UPS) systems at critical
intersections. rr
• Complete installation of school zone flashers at all locations; continue to partner with the
Renton School District to complete School Walking Routes for elementary schools.
Operating Budget—Planning/Building/Public Works
4-122
Complete the Airport Layout Plan Update to the Master Plan.
• Complete the development of a Renton Surface Water Design Manual to update
standards to be used to control runoff from new construction and redevelopment projects
to be equivalent with the Ecology 2005 Western Washington Stormwater Manual as
required to comply with NPDES Phase II Municipal Stormwater permit for Western
r
Washington.
• Participate in multi-department efforts to pursue the Mayor's goal of improving the
appearance of Renton's major transportation corridors.
Continue to provide superior customer services in Renton by maintaining the streets
Overall Condition Index rating of 80 or above, and by having 85 percent of the citizens
contacting the Maintenance Services Division rate its services as satisfactory or better.
,,. Continue to have 80 percent of the completed customer survey cards for the Development
Services Division rate its services as good or better, and continue to review 95 percent of
the single-family residence building permit applications within two weeks.
Expenditure Budget by Category Administration Division
2005 2006 2007 2008 %Chg
Actual Actual Adj Budget Budget 07/08
Regular Salaries 255,161 275,689 286,474 314,152 9.7%
rrr Part Time Salaries 2,000 0 2,470 2,470 0.0%
Overtime 0 0 1,840 1,840 0.0%
Personnel Benefits 48,067 59,661 76,232 99,438 30.4%
r. Supplies 2,413 3,156 3,100 3,406 9.9%
Other Services&Charges 1,955 1,970 5,200 5,200 0.0%
Intergovernmental Services 0 0 0 541,852 100.0%
Interfund Payments 0 249,482 261,337 0 -100.0%
Operating Total 309,596 589,957 636,653 968,358 52.1%
ow
Staffing Levels (Full-Time Equivalent Employees-FTE)-Administration Division
2005 2006 2007 2008 %Chg
Actual Actual Adj Budget Budget 07/08
Total Regular FTE 3.8 3.8 3.8 3.8 0.0%
Temp/Intermit Salaries& Benefits $2,167 $0 $5,040 $5,040 0.0%
r
r
Operating Budget-Planning/Building/Public Works
r 4-123
i
Development Services Division
Mission Statement t
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, and helpful manner.
Renton Results Program Allocation—Development Services Division
Representation
Admininistrative Matters, i
1.0%
Public Records&Access,
5.9%
. Environmental t
Compliance,6.1%
'Environment Review
(ERC),0.9%
Development
Services,76.6%
Code Compliance/
REACT,9.5%
The horizontal bar chart above illustrates the Renton Results Programs supported by this division
as described in Section Three of this document. The Programs illustrated may be in combination
with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program.
2007 Accomplishments
• All pre-application requests were completed within three weeks; 90 percent of the new
single-family permit applications were reviewed within two weeks; and all new
commercial permit applications were reviewed within five weeks.
• Ninety-five percent or more of inspection requests were responded to within 24 hours.
• Average code compliance resolution was within 18 days; and 65 percent of the code
compliance requests were resolved through voluntary compliance.
• Ninety percent of administrative decisions were issued within six weeks of complete
application.
• Ninety percent of the Hearing Examiner decisions were completed within 12 weeks of
complete application; 70 percent were completed within 10 weeks.
t
r�r
Operating Budget—Planning/Building/Public Works
4-124
■- 2008 Goals
• Ninety percent or more of pre-application requests are completed within three weeks.
• Ninety-five percent of new single-family permit applications are reviewed within two
s weeks; 90 percent of new commercial permit applications are reviewed within five
weeks.
.r Ninety percent or more of inspection requests are responded to within 24 hours.
• Average code compliance resolution will be within 15 days, and 65 percent or more of
code compliance requests will be resolved through voluntary compliance.
• Contact is made with the customer requesting assistance from code enforcement within
one working day of receiving the request 90 percent of the time or more.
• Code compliance will continue to become more pro-active, with over 50 percent of our
code compliance cases generated without a private citizen request.
• All sites with verified code compliance violations in the last year will be checked at least
r.
every three months to verify continued code compliance.
• Ninety percent or more of administrative decisions are issued within six weeks of
complete application.
.. • Ninety percent or more of Hearing Examiner decisions will be completed within 12
weeks of complete application; 75 percent or more will be completed within 10 weeks.
•
rr
Operating Budget—Planning/Building/Public Works
4-125
Expenditure Budget by Category—Development Services Division
2005 2006 2007 2008 %Chg
Actual Actual Adj Budget Budget 07/08
Regular Salaries 2,340,541 2,460,247 2,731,786 3,177,548 16.3%
Part Time Salaries 75,037 87,795 15,240 15,240 0.0%
Overtime 62,392 47,255 33,235 33,235 0.0%
Personnel Benefits 638,493 683,009 871,130 1,140,748 31.0%
Supplies 17,150 23,173 27,400 31,975 16.7%
Other Services&Charges 194,883 222,823 235,500 175,800 -25.4%
Intergovernmental Services 0 0 0 113,500 100.0%
Capital Outlay 0 0 25,000 0 -100.0%
Operating Total 3,328,496 3,524,301 3,939,291 4,688,046 19.0%
Staffing Levels (Full-Time Equivalent Employees-FTE)—Development Services Division
2005 2006 2007 2008 %Chg
Actual Actual Adj Budget Budget 07/08
Total Regular FTE 38.7 38.7 43.7 49.6 13.5%
Temp/Intermit Salaries & Benefits $85,297 $100,935 $20,600 $20,600 0.0%
r
r
r
r
r
r
r
Operating Budget—Planning/Building/Public Works
4-126
.. Maintenance Services Division
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.
• Perform administrative, customer service contact, and record systems management.
Renton Results Program Allocation—Maintenance Services Division
Fleet,0.3%
Surface Water System
41M Operations,6.0%
Solid Waste Maintenance, Wastewater Systems
°
° Operations,54.8%
SII
Water Systems
'ADA Accessability in City Operations,23.1%
Facilities,0.3%
Airport Operations,0.3%
Bridge Inspection&
Maintenance,0.3%
❑Sidewalk Program,2.0%
4101 Street Maintenance,
10.0%
Incident Recovery,0.3%
I Incident Management,
0.3%
Incident Response,0.7%
ft
The horizontal bar chart above illustrates the Renton Result. Programs supported by this division
as described in Section Three of this document. The Programs illustrated may be in combination
an with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program.
MV
2007 Accomplishments
Street Maintenance
a • The street Overall Condition Index (OCI) rating of 84 was maintained, resulting in a
lower number of paid claims.
Wastewater Maintenance
• The cost of pipe system and lift station preventative maintenance was within five percent
of the previous three-year average.
Operating Budget—Planning/Building/Public Works
MV 4-127
• City risk was minimized by maintaining the number of paid claims at five per year, at
34-inches of rain annually.
Water Maintenance
• Water quality met or exceeded federal and state regulatory requirements.
• Restored water service within four hours during emergency shut downs 98 percent of the
time.
• Drop-in meters were installed within five working days from the customer's request
98 percent of the time.
• New water service meters were installed within three weeks from the customer request's
98 percent of the time
• Responded to customer requests for service on water leaks within three working days
98 percent of the time.
Equipment Rental
• City vehicles and motorized equipment"uptime"was 90 percent.
• Unscheduled repairs were reduced by 10 percent. t
• Maintenance cost was maintained at 25 percent below local private vendors.
2008 Goals
Street Maintenance
• Eighty-five percent of the citizens contacting the division rate our service as satisfactory.
• A street Overall Condition Index (OCI) rating of 80 is maintained.
• Within the resource provided, keep Renton's rights-of-way clean. j
Water Maintenance
• High-quality water is provided in sufficient quantity.
Wastewater Maintenance
• Surface water flooding and sewer overflows are minimized.
r
Fleet Maintenance
• Ensure safe, available, and reliable vehicles and equipment.
r
Operating Budget—Planning/Building/Public Works
4-128
�. Expenditure Budget by Category—Maintenance Services Division
2005 2006 2007 2008 % Chg
Actual Actual Adj Budget Budget 07/08
Regular Salaries 3,204,004 3,335,381 3,801,459 4,908,163 29.1%
Part Time Salaries 67,160 68,417 122,808 123,406 0.5%
Overtime 116,357 147,569 151,855 156,873 3.3%
Personnel Benefits 1,089,532 1,177,928 1,533,379 2,119,962 38.3%
Supplies 1,552,174 1,935,262 2,076,754 2,183,577 5.1%
Other Services &Charges 10,815,919 11,530,791 12,184,190 11,692,655 -4.0%
Intergovernmental Services 0 0 0 165,846 100.0%
Capital Outlay 1,246,651 1,180,290 3,092,329 4,119,049 33.2%
Debt Service 0 1,575 0 0 N/A
Interfund Payments 723,785 635,887 1,202,424 2,257,121 87.7%
Operating Total 18,815,582 20,013,098 24,165,198 27,726,652 14.7%
Staffing Levels (Full-Time Equivalent Employees -FTE)—Maintenance Services Division
2005 2006 2007 2008 % Chg
Actual Actual Adj Budget Budget 07/08
Total Regular FTE 62.0 65.0 67.0 85.0 26.9%
Temp/Intermit Salaries & Benefits $78,460 $78,435 $138,158 $138,785 0.5%
..
Operating Budget—Planning/Building/Public Works
4-129
Transportation Systems Division
P Y
Mission Statement t
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 its residents and business customers. The division aggressively pursues
mobility improvements that benefit Renton and the region consistent with the Six-Year
Business Plan.
Renton Results Program Allocation— Transportation Systems Division
'Community Outreach& ,
Communication,1.8%
Environment Review
(ERC),1.0%
Development Services,
1.3%
Strategic Land Use
Planning,1.2%
Airport Planning,Design
and Construction,0.0%
❑Airport Operations,3.1%
Resolve Traffic Problems,
0.5%
Design&Construction
of Roadways,77.9%
Transit Coordination/
CTR,1.2%
Bridge Inspection&
Maintenance,1.0%
Traffic Operations,7.1%
Trail Planning,
Development&
Maintenance,1.0%
Sidewalk Program,1.0%
'Hazard Mitigation,1.9%
The horizontal bar chart above illustrates the Renton Results Programs supported by this division r
as described in Section Three of this document. The Programs illustrated may be in combination
with other divisions of the City. Refer to the Renton Results chapter of the budget for a 1
complete explanation of each program.
2007 Accomplishments
Design
• Coordinated design and construction of railroad bridge removal and reconstruction at
Shattuck, Rainier, and Hardie Avenues.
• Advertised and awarded contract for Phase II, SR-169 Project.
Operating Budget—Planning/Building/Public Works
4-130
UW
Completed third year monitoring of the Oakesdale Phase II Wetlands.
• Completed design of the Shattuck Avenue Storm Drain Bypass Project.
• Completed construction on the Sunset/Duvall intersection.
• Completed the 2007 Overlay Program.
• Completed construction on the South Lake Washington Roadway Improvement Project.
r • Continued design on the Rainier Avenue (South 4th Street to Southwest 7th Street)
Project, and revised and continued design on the Rainier Avenue/Hardie Project.
Combined these two projects into one project and renamed it the Rainier Avenue (South
.r Grady Way to South 2nd Street) Project.
• Awarded contract and began construction on South 4th and Hoquiam Avenue Signal
Project.
Began design of the May Creek Bridge replacement.
• Completed design and awarded contract on Duvall Avenue/Coal Creek Parkway
ow Project.
• Completed design on the 2007 /2008 Sidewalk Program.
Operations and Maintenance
• Completed 6,621 work orders from internal and external(citizen and other agency)
customers.
• Completed installation of light emitting diode (LED) indications at 10 signalized
intersections.
,. • Installed 10 mobile radios, sirens, and VRMs in new Police Department vehicles;
installed one mobile radio siren and VRM for Fire Department apparatus; and installed
four local government mobile radios.
r.r • Installed uninterruptible power supply (UPS) at six major intersections.
• Completed traffic signal design for Northeast 4th Street and Hoquiam Avenue Northeast,
Northeast Sunset Boulevard at Hoquiam Avenue Northeast, and South 3rd Street at
Shattuck Avenue.
• Installed seven new traffic controller cabinets and connected 17 additional signals to the
Traffic Management Center for remote control on North 3rd and North 4th Streets.
• Installed seven video detection systems and installed and accepted seven new signalized
intersections as part of the South Lake Washington Roadway Improvement Project.
• Installed School Zone Flashing Beacons for Hillcrest, St. Anthony, Tiffany Park
Elementary, Honeydew Elementary, McKnight Middle School, Renton, and Hazen high
schools.
• Replaced 60,000 plus feet of stolen street lighting copper wire from underground
conduits.
• Completed construction of the traffic signal for Northeast Sunset Boulevard and Duvall
Avenue Northeast intersection.
• Connected eight live video cameras for intersections along Southwest 43rd Street
maintained by King County to the Traffic Management Center.
• Installed radar speed signs for Honeydew Elementary.
• Completed Signal Safety Monitor Upgrade Program.
Operating Budget—Planning/Building/Public Works
4-131
• Completed 15 major P.M. projects.
• Completed 18 vehicle installs.
• Installed 105 miles of painted pavement marking.
• Installed 228 new or replacement signs through regular maintenance or work orders.
• Performed scheduled maintenance to replace faded, damaged, and missing street signs,
and re-new pavement markings.
• Installed 20,000 Raised Pavement Markers (RPMs).
• Maintained and updated traffic signal model(SYNCHRO) control systems within the
Traffic Management Center.
Planning and Programming
• Provided project coordination and financial over sight of 54 projects and programs within
the 2007-2012 TIP, and provided the planning and programming for the 2008-2013 TIP.
• Provided internal and external coordination on proposed WSDOT 1-405 improvements in
Renton(those funded and those in planning).
• Provided other significant staff support for regional coordination efforts with the South 4
County Area Transportation Board(SCATBd), Regional Transportation Improvement
Districts (RTID), Eastside Transportation Program(ETP), Sound Transit(ST), King
County Metro (transit services), King County Road Services, and other regional agencies
to secure funding for the Rainier Avenue corridor and Southwest 27tH
• Partnered with the Parks Division to initiate the Bike Path and Trails Master Plan.
• Began comprehensive update of the City of Renton's Comprehensive Walkway Plan.
• Secured an additional $2 million in grant funding for the Rainer Avenue Improvement
Project.
• Secured a $5.5 million grant for construction of the new Sounder Station. Of this grant .r
funding, $2.5 million will be used for intermodal connections to the station including
Strander Blvd.
• Updated the City of Renton's Transportation Travel Forecasting Model.
• Partnered with Renton School District to complete School Walking Routes for Kennydale
and Highlands Elementary Schools.
• Initiated three potential funding partnerships through Transit Now to provide additional
transit service to the City of Renton.
• Completed enhancements to the City of Renton's Transportation web site including
major projects page that is highlighted on the City's main page.
Airport
• Completed two tenant leases.
• Changed taxiways from non-movement to movement areas so the taxiways are now
under tower control.
r
r
Operating Budget—Planning/Building/Public Works
4-132
r
2008 Goals
Design
• Complete construction of Shattuck Avenue Storm Drain Bypass Project and railroad
sacrificial beam.
r • Continue construction of Phase I1, SR-169 Project.
• Begin construction on Duvall Avenue/Coal Creek Parkway.
• Continue design and acquire right-of-way for Rainier Avenue (South Grady Way to
South 2nd Street) Project.
• Complete design and construct the 2008 Overlay Project.
,r Complete construction of the Northeast 4th Street and Hoquiam.Avenue Northeast Signal
Project.
• Complete fourth year monitoring and maintenance of Oakesdale Phase I1 Wetlands and
•• sixth year Phase 1.
• Complete final design of Phase IIa of Southwest 27th/ Strander Boulevard.
• Complete design of Houser Way Bridge Painting Project.
Complete design and apply for BRAC grant for the May Creek Bridge replacement.
• Complete design and construction of the 2007/2008 Sidewalk Program.
,. Bid and award Phase IIa of Southwest 27th/ Strander Boulevard.
Operations and Maintenance
• Install new traffic signals at the intersection of Northeast Sunset Boulevard at Hoquiam
Avenue Northeast.
• Refurbish traffic signal poles and mast arms on Rainier Avenue and Grady Way.
.. Continue installation of advance traffic controllers at remaining signalized intersections;
upgrade a minimum of 10 signalized intersections to light emitting diode (LED) displays
• Install a minimum of six uninterruptible power supply(UPS) systems at critical
intersections.
• Continue efforts on the Graffiti Abatement Program.
• Complete installation of school zone flashers at all locations.
Planning and Programming
• Continue to provide project coordination and financial oversight of 42 projects and
programs within the 2008-2013 TIP and provide the planning and programming for the
2009-2014 TIP.
• Actively participate in regional forums (SCATBd, ETP, Sound Transit, RTID, WSDOT)
and other discussions on transportation funding packages to ensure Renton's interests are
presented and achieved.
• Complete Bike Path and Trails Master Plan for the City of Renton.
• Complete the City of Renton's Comprehensive Sidewalk Plan.
• Pursue additional funding for Southwest 27th/ Strander Boulevard, Rainer Avenue
Corridor,Northeast 3rd/4th Streets, sidewalk projects, and bike projects.
• Update the City of Renton's Transportation Mitigation Fee Support Document.
Operating Budget—Planning/Building/Public Works
or 4-133
• Complete funding partnerships with King County Metro for additional transit service
(Transit Now).
• Continue to partner with the Renton School District to complete School Walking Routes
for elementary schools.
• Review and provide comments on development review, traffic impact studies, and
annexation review.
i
t
t
1
l
Operating Budget—Planning/Building/Public Works
4-134
or
us
Airport
• Complete the Airport Layout Plan Update to the Master Plan.
r. • Lease out the site occupied by the 820 Building.
• Move the aircraft tie-down area to the B-ramp below the Chamber of Commerce building
and lease out the manufactured building.
Complete engineering design and construction to repair the dips in the runway.
• Secure funding to dredge the area around the seaplane base.
• Maintain zero claims of foreign object damage and bird strikes on aircraft.
• Continue to catch up on backlogged maintenance.
r
Expenditure Budget by Category— Transportation Systems Division
2005 2006 2007 2008 %Chg
Actual Actual Adj Budget Budget 07/08
Regular Salaries 2,203,189 2,192,978 2,456,358 2,689,481 9.5%
Part Time Salaries 88,843 182,627 109,661 111,921 2.1%
Overtime 80,811 89,610 57,845 63,733 10.2%
Personnel Benefits 615,736 656,036 834,528 1,015,017 21.6%
Supplies 146,897 174,462 165,795 234,575 41.5%
,.. Other Services&Charges 1,178,661 1,165,122 1,447,273 1,448,857 0.1%
Intergovernmental Services 641 149 0 0 N/A
Capital Outlay 178,265 1,363,084 0 0 N/A
ae Interfund Payments 64,683 244,007 1,613,006 883,940 -45.2%
Operating Total 4,557,727 6,068,076 6,684,466 6,447,524 -3.5%
rr
Staffing Levels (Full-Time Equivalent Employees -FTE)— Transportation Systems Division
2005 2006 2007 2008 % Chg
Actual Actual Adj Budget Budget 07/08
Total Regular FTE 34.5 35.5 35.5 40.0 12.7%
Temp/Intermit Salaries& Benefits $103,672 $204,827 $126,151 $128,767 2.1%
a•
ow
r�
r
Operating Budget—Planning/Building/Public Works
ow 4-135
Utility Systems Division
Y
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.
i
Renton Results Program Allocation— Utility Systems Division
Property Management,0.8%
Technology Services,0.7%
Community Outreach&
Communication,0.9%
Solid Waste Maintenance, Utility Systems Planning,
30.1% Design and Construction,
66.5%
Education(Enironmental
Stewardship),0.9
The horizontal bar chart above illustrates the Renton Result Programs supported by this division
as described in Section Three of this document. The Programs illustrated may be in combination
with other divisions of the City. Refer to the Renton Results chapter of the budget for a
complete explanation of each program.
2007 Accomplishments
Water Utility Engineering
• Completed the construction of the Emergency Power Facilities to Production Wells 1, 2,
and 3 and to the Mt. Olivet and North Talbot pump stations.
• Completed the construction of the water line relocation for the realignment of Benson
Road South and I-405 overpass.
• Completed the pre-design for Well 5A water quality improvements.
• Completed the replacement of water lines in the Maplewood area.
• Completed study of groundwater level trend for Cedar Valley Aquifer.
• Completed all required water quality monitoring of all City's water supply sources for
regulatory compliance.
• Published and distributed Annual Water Quality Report to all City water customers. j
• Started construction of the new 4.2 million-gallon Hazen 565 Reservoir in the Highlands.
Operating Budget—Planning/Building/Public Works
4-136
UW
• Started the construction of water main improvements in Duvall Avenue Northeast and
Northeast 8th Street.
• Completed the design of water main improvements for the Renton Highlands
"" Redevelopment Area.
• Provided technical assistance and design coordination with the City's Transportation
.r.
Division and with WSDOT for utilities improvements for The Landing Project and for
the I-405 Improvements Project.
• Started implementation of WashWise Financial Rebate Program for customers who
purchased water efficient washing machines.
• Continued implementation of the Aquifer Protection Program, Water Conservation
Education, and Cross-Connection Control Program.
�. • Updated water system Geographical Information Systems (GIS) and hydraulic model.
• Provided technical assistance to the Transportation Division for the design of water main
improvements associated with roadway improvements projects for Duvall Avenue
"" Northeast Widening, Maple Valley Highway Widening and Rainier Avenue South.
Surface Water Utility Engineering
,�. Completed the design and construction of planned Surface Water Utility Capital
Improvement Program projects including:
• Completed construction of the Southwest 34th Street Culvert Replacement Project.
Completed the design, permitting, and construction of the Renton Village Storm System
Improvement Project.
• Completed construction of the Northeast 26th Street and Park Place North Storm System
Improvements Project.
• Completed the Cedar River Section 205 Flood Hazard Reduction Project required
monitoring and construction of the annual Landsburg Gravel Supplementation Mitigation
Project.
• Completed the PL-84-99 flood damage repair to Cedar River Section 205 Flood Hazard
Reduction Project due to the November 2006 flood in coordination with the Army Corps
of Engineers.
• Completed the design, permitting, and construction of the Maplewood Creek Sediment
r Basin Maintenance Project and the Northeast 4th Street and Monroe Avenue Northeast
Storm System Overflow Small Drainage Programs projects.
• Completed design and permitting for the Duvall Avenue Northeast, Union Avenue
Northeast, and the Dayton Avenue Northeast and Northeast 22nd Street Small Drainage
Problems Program projects.
• Completed preliminary design and initiated permitting of the Gypsy Basin/Ripley Lane
Storm System Improvement Project in coordination with the Seahawks' Headquarters
and Training Facility Project and WSDOT.
• Initiated the update of the Surface Water Utility's Surface Water Management Plan for
adoption by Council in early 2008. Identified new program needs associated with
complying with the National Pollution Discharge Elimination System (NPDES) Phase II
aw Municipal Stormwater Permit for approval by Council.
• Conducted the annual Talbot Hill area Mosquito Abatement Program and program to
control mosquito larva in City storm water facilities in response to the West Nile Virus.
Operating Budget—Planning/Building/Public Works
4-137
• Coordinated with WSDOT during the first year of construction associated with the
Springbrook Creek Wetland and Habitat Mitigation Bank Project.
• Updated and published new Storm System Inventory books.
• Provided technical assistance to the Transportation Division for construction of the storm
water improvements associated with The Landing Infrastructure Project, Duvall
Avenue Northeast Widening TIP, Rainier Avenue South TIP, Ripley Lane North TIP,
and the 1-405 Improvements Project.
Wastewater Utility Engineering
• Began construction for the Central Plateau Interceptor Phase 11, Duvall Interceptor,
Earlington Sewer Extension, and the 2007 Miscellaneous Sewer Repairs.
• Completed design for the 2007 Miscellaneous Sewer Repair Project. i
• Completed Alternatives Analysis for the Stonegate/Summerwind Lift Station
Consolidation.
• Began development of geodatabase for sanitary sewer data as part of the conversion of
the sewer model from DHI Mouse to DHI Mike Urban.
Technical Services
• Began the implementation of the City's parcel base in a relational database management
system.
• Updated the City's digital aerial orthophotography and contour data with new building
footprints and impervious areas.
• Translated additional map data set drawing files to the new database format.
• Updated Survey Control Network. I!
Solid Waste
• Increased residential knowledge of natural lawn care, including integrated pest go
management strategies through two workshops targeted at homeowners.
• Diverted over 59 percent of recyclable residential waste and 10 percent of recyclable
multi-family waste from the landfill.
• Provided 36 Household Hazardous Waste Reduction workshops to elementary school age
children.
• Enhanced the quality of Renton's neighborhoods through the implementation of Clean
Sweep Renton, collecting over 300 tons of material through the one-day curbside
cleanup.
• Increased the diversion of recyclables and compostable material through the
implementation of the Sustainable Solid Waste Collection Pilot.
2008 Goals "
Water Utility Engineering
• Complete the construction of the 4.2 million-gallon Hazen 565 Reservoir.
• Complete the construction of water main improvements in Duvall Avenue Northeast.
• Complete construction of water main improvements for the Renton Highlands
Redevelopment Area.
Operating Budget—Planning/Building/Public Works
4-138
r.
• Complete the design and construction for the yearly replacement of old and leaky steel
and cast-iron water mains.
• Complete the design and construction for the repair and recoat of the South Talbot Hill
reservoir and for the Mt. Olivet reservoir.
• Complete the construction of the West Hill Pressure Reducing Station.
�r Complete the telemetry upgrades for Well 9.
• Complete the Maplewood Wellfield Capture Study.
• Conduct a feasibility study and cost analysis for the conversion of City's water meters to
an Automatic Meter Reading/Advanced Meter Infrastructure and Meter Data
Management system.
• Continue to perform all required water quality monitoring, testing and reporting to meet
the Department of Health's schedule and to maintain"Green Permit" status.
• Develop, publish, and mail the 2008 Water Quality Report to all water customers.
• Continue implementation of the following programs: Aquifer Protection, WashWise
.. Rebate, Water Conservation Education, and Cross-Connection Control.
• Complete Water Use Efficiency Plan.
r • Continue the update of the Water System GIS and Hydraulic Model.
• Continue the monitoring for compliance with franchises and inter-local agreements with
Olympic Pipeline Co., Seattle Public Utilities, and various telecommunications
�. companies.
• Continue design and construction coordination with the City's Transportation Division
and with WSDOT for utilities improvements and relocations for the I-405 Improvements
Project.
• Continue to provide technical assistance to the Transportation Division for design and
construction of the water improvements associated with roadway improvements projects
including: Duvall Avenue/Coal Creek Parkway, Phase Sr-169/Maple Valley Highway,
Rainier Avenue South, and Shattuck Avenue South.
�• Surface Water Utility Engineering
Complete the following planned Capital Improvement Program projects:
• Complete the development of the Surface Water Utility Master Plan for adoption by
Council to define existing and future program, CIP, and resource needs.
• Complete the design,permitting, and construction of the Gypsy Basin/Ripley Lane
Storm System Improvement Project in coordination with the Seahawks' Headquarters
and Training Facility Project and WSDOT.
• Complete the design, permitting, and construction of the Shattuck Avenue South Storm
+■ Drain Bypass Project in coordination with the Transportation Division's Rainier Avenue
South TIP.
• Complete the construction of the Dayton Avenue Northeast and Northeast 22nd Street
Storm System Improvement Project.
• Complete the construction of the Duvall Avenue Northeast and Union Avenue Northeast
Small Drainage Problems Program projects.
• Complete the design and permitting of the Lake Avenue South/Rainier Avenue South
Storm System Replacement Project
r
Operating Budget—Planning/Building/Public Works
4-139
• pp Complete the design of the Upper S rin brook Creek Habitat Enhancement Project in
p g P g
coordination with the Army Corps of Engineers as part of the Green River Ecosystem
Restoration Project.
• Coordinate with WSDOT during the second year of construction associated with the
Springbrook Creek Wetland and Habitat Mitigation Bank Project.
• Conduct the annual Landsburg Gravel Supplementation Project and other monitoring
required for the Cedar River Section 205 Flood Hazard Reduction Project.
• Implement the new program elements to comply with the National Pollutant Discharge
Elimination System(NPDES) Phase II Municipal Stormwater permit requirements.
• Complete the development of a Renton Surface Water Design Manual to update
standards to be used to control runoff from new construction and redevelopment projects
to be equivalent to the Ecology 2005 Western Washington Stormwater Manual as
required to comply with NPDES Phase II Municipal Stormwater Permit for Western
Washington.
• Provide technical assistance to the Transportation Division for construction of the storm
water improvements associated with the Duvall Avenue Northeast Widening TIP, Rainier
Avenue South TIP, Ripley Lane North TIP, and the I-405 Improvements Project.
Wastewater Utility Engineering
• Complete construction of the following planned Capital Improvement Program projects:
Central Plateau Interceptor Phase II, Duvall Avenue Northeast Sewer Interceptor,
Earlington Sewer Extension, and 2007 Miscellaneous Sewer Repairs.
• Complete design for Heather Downs Interceptor.
• Complete design and begin construction for the Summerwind/ Stonegate Lift Station
Capacity Improvements.
• Complete conversion of sewer data into geodatabase and conversion of the sewer model
from DHI Mouse to DHI Mike Urban.
Technical Services
• Work with the Strategic IS Plan to develop a GIS element.
• Implement data resource through King County TNET.
• Maintain databases, CAD, and GIS software. so
• Provide timely reviews of legal descriptions and development applications.
• Process property acquisitions.
Solid Waste Utility at
• Provide four Natural Yard Care workshops and target education to residential
homeowners and small landscape maintenance businesses to increase knowledge of
strategies to reduce reliance on pesticides.
• Educate school children about proper storage, disposal, and reduction of household
hazardous waste. rr
• Negotiate a Sustainable Solid Waste Collection Contract for residential and commercial
services.
• Implement a residential reuse event and two special recycling events to increase diversion
of materials from the landfill.
s
Operating Budget—Planning/Building/Public Works
4-140
Aw
+r Expenditure Budget by Category— Utility Systems
2005 2006 2007 2008 % Chg
Actual Actual Adj Budget Budget 07/08
Regular Salaries 1,749,422 2,010,974 2,099 982 2,367,918 12.8%
Part Time Salaries 43,784 42,041 83,600 83,600 0.0%
Overtime 1,517 23,695 11,465 18,361 60.1%
Personnel Benefits 437,400 519,817 666,992 870,831 30.6%
Supplies 31,391 27,003 41,500 41,500 0.0%
Other Services & Charges 7,897,522 8,558,222 9,317,998 9,540,812 2.4%
Intergovernmental Services 3,047,928 3,251,857 3,805,383 3,984,334 4.7%
Capital Outlay 8,732 0 0 7,000 100.0%
Debt Service 3,593,322 4,094,074 4,137,646 5,568,002 34.6%
Interfund Payments 8,844,650 4,631,485 9,973,655 15,305,439 53.5%
Operating Total 25,655,669 23,159,168 30,138,221 37,787,797 25.4%
Staffing Levels (Full-Time Equivalent Employees—FTE) — Utility Systems
2005 2006 2007 2008 % Chg
Actual Actual Adj Budget Budget 07/08
Total Regular FTE 25.8 29.8 29.8 36.7 23.2%
Temp/Intermit Salaries & Benefits $49,383 $45,561 $91,055 $91,055 0.0%
r
Operating Budget—Planning/Building/Public Works
4-141
Planning/Building/Public Works Position Listing (1 of 6)
2005 2006 2007 2008
Grade Title Actual Actual Adj Budget Budget
Public Works Administration
M49 Plnq/Bldg/Public Works Administrator 1.0 1.0 1.0 1.0
M24 Principal Finance and Admin Analyst 0.8 0.8 0.8 0.8
N14 Administrative Assistant 0.0 0.0 0.0 1.0
N11 Administrative Secretary II 1.0 1.0 1.0 0.0
A05 Office Assistant III 0.5 0.5 0.5 0.5
A03 Office Assistant II 0.5 0.5 0.5 0.5
Total Administration Division 3.8 3.8 3.8 3.8
Development Services Division
Administration
M38 Dev Services Director 1.0 1.0 1.0 1.0
A09 Administrative Secretary 1 1.0 1.0 1.0 1.0
Total Administration 2.0 2.0 2.0 2.0
Development and Planning
M33 Current Planning Manager 0.0 1.0 1.0 1.0
M32 Principal Planner 1.0 0.0 0.0 0.0
A24 Senior Planner 0.0 3.0 3.0 3.0
A23 Senior Planner 3.0 0.0 0.0 0.0
A20 Associate Planner 0.0 1.0 1.0 3.0
A19 Associate Planner 2.0 0.0 0.0 0.0
A19 Code Compliance Inspectors 0.0 2.0 3.0 3.0
A18 Code Compliance Inspectors 2.0 0.0 0.0 0.0
A16 Assistant Planner 0.0 1.0 1.0 1.0
A09 Planning Technician 1 0.0 1.0 1.0 1.0
A05 Secretary 1 1.0 1.0 1.0 1.0
A03 Office Assistant II 1.0 0.0 0.0 0.0
Total Development and Planning 10.0 10.0 11.0 13.0
Public Works Inspections and Permits
M33 Development Engineering Supervisor 1.0 1.0 1.0 1.0
A27 Civil Engineer III 1.0 1.0 1.0 1.0
A25 Civil Engineer II 0.0 0.0 0.0 1.0
A24 Lead Building Inspector 0.0 0.0 0.0 1.0
A24 Lead Construction Inspector 1.0 1.0 1.0 1.0 '~
A23 Engineering Specialist ill 3.0 3.0 3.0 2.0
A21 Construction Inspector 11 (2.0 FTE LT) 4.0 4.0 8.0 9.0
A19 Engineering Specialist II 0.7 0.7 0.7 1.0
A18 Dev Services Representative 1.0 1.0 1.0 1.0
A14 Construction Inspector 1 1.0 1.0 0.0 0.0
A08 Lead Office Assistant 1.0 1.0 1.0 1.0
Total Inspections and Permits 13.7 13.7 16.7 19.0
Operating Budget-Planning/Building/Public Works
4-142
Planning/Building/Public Works Position Listing (2 of 6)
2005 2006 2007 2008
Grade Title Actual Actual Adj Budget Budget
Building Inspections and Permits
M32 Building Official 1.0 1.0 1.0 1.0
A23 Building Plan Reviewer 1.0 1.0 1.0 2.0
A21 Building Inspector/Electrical 2.0 2.0 2.0 2.0
A21 Building Inspectors/Combination (2 LT 2007) 5.0 5.0 7.0 5.0
A19 Enrqy Plns Reviewer/Permit Rep 0.0 0.0 1.0 1.0
A18 Dev Services Representative 1.0 1.0 0.0 0.0
A10 Permit Technician 2.0 2.0 2.0 2.6
A07 Secretary II 1.0 1.0 1.0 2.0
Total Building Inspections and Permits 13.0 13.0 15.0 15.6
Total Development Services Division 38.7 38.7 44.7 49.6
Transportation Systems Division
Administration
M45 Deputy PBPW Admin-Transportation 0.0 0.0 1.0 1.0
M38 Transportation Systems Director 1.0 1.0 0.0 0.0
A09 Administrative Secretary 1 1.0 1.0 1.0 1.0-
A07 Secretary II 0.0 0.0 0.0 1.0-
A05 Secretary 1 1.0 1.0 to 0.0-
Total
0Total Administration 3.0 3.0 3.0 3.0
Transportation Planning
M33 Transportation Planning Supervisor 1.0 1.0 1.0 1.0
A29 Program Development Coordinator II 1.0 1.0 1.0 1.0
A28 Civil Engineer III 0.0 0.0 0.0 1.5
A27 Civil Engineer III (1.5 Limited Term) 1.5 1.5 1.5 0.0
A25 Civil Engineer II 0.0 0.0 0.0 1.0
A24 Transportation Planner 1.0 1.0 1.0 2.0
- A23 Civil Engineer II 0.0 0.0 0.0 0.0
A19 Civil Engineer 1 1.0 1.0 1.0 0.0
Total Transportation Planning 5.5 5.5 5.5 6.5
Transportation Design
M33 Transportation Design Supervisor 1.0 1.0 1.0 1.0
A32 Principal Civil Engineer- Transp 0.0 0.0 0.0 1.0
A28 Civil Engineer 111 0.0 0.0 0.0 3.0
A27 Transportation Design Engineer 0.0 0.0 0.0 1.0
A27 Civil Engineer 111 2.0 4.0 4.0 0.0
A23 Civil Engineer II 1.0 0.0 0.0 0.0
A23 Engineering Specialist III 1.0 1.0 1.0 1.0
Total Transportation Design 5.0 6.0 6.0 7.0
Operating Budget-Planning/Building/Public Works
4-143
Planning/Building/Public Works Position Listing(3 of 6)
2005 2006 2007 2008
Grade Title Actual Actual Adj Budget Budget
Transportation Operations/Maintenance
M33 Transportation Operations Manager 1.0 1.0 1.0 1.0
M27 Transportation Maint Supervisor 1.0 1.0 1.0 1.0
A27 Civil Engineer III 1.5 1.5 1.5 1.5 �«
A23 Engineering Specialist III 2.0 2.0 2.0 2.0
A21 Signal/Electronics Sys Tech III 0.0 0.0 0.0 1.0
A21 Signal/Electronics Sys Tech II 5.0 4.0 4.0 5.0
A17 Signal/Electronics Sys Tech 1 0.0 1.0 1.0 0.0
A17 Traffic Sign and Paint Supervisor 1.0 1.0 1.0 1.0
A13 Signal/Electronics System Assistant II 0.0 1.0 1.0 1.0
Al2 Traffic Maintenance Worker II 3.0 3.0 3.0 4.0
Al2 Signal/Electronics System Assistant II 1.0 0.0 0.0 0.0
A05 Office Assistant III 0.5 0.5 0.5 1.0
Total Transportation Operations/Maintenance 16.0 16.0 16.0 18.5
Airport �.
M32 Airport Manager 1.0 1.0 1.0 1.0
A23 Assistant Airport Manager 0.0 0.0 0.0 1.0
A23 Airport Operations Specialist 1.0 1.0 1.0 0.0
All Airport Maintenance Worker 2.0 2.0 2.0 2.0
A07 Secretary II 1.0 1.0 1.0 1.0
Total Airport 5.0 5.0 5.0 5.0
Total Transportation Systems Division 34.5 35.5 35.5 40.0
Utility Systems Division
Administration
M38 Utility Systems Director 1.0 1.0 1.0 1.0
A09 Admin Secretary 1 1.0 1.0 1.0 1.0
A07 Secretary II 1.0 1.0 1.0 1.0
A03 Office Assistant 11 0.5 0.5 0.5 0.5
A19 Accounting Supervisor 0.0 1.0 1.0 1.0
A09 Accounting Assistant IV 0.0 3.0 3.0 3.0
Total Utility Systems Administration 3.5 7.5 7.5 7.5
Water Utility Systems
M33 Utility Engr Supervisor 1.0 1.0 1.0 1.0
A31 Utility GIS/ Engineer 1.0 1.0 1.0 1.0
A28 Civil Engineer III 0.0 0.0 0.0 1.0
A27 Civil Engineer III 1.0 1.0 1.0 0.0
A25 Civil Engineer II 0.0 0.0 0.0 1.0
A23 Civil Engineer II 1.0 1.0 1.0 0.0
A23 Engineering Specialist III 0.5 0.5 0.5 1.5
A19 Engineering Specialist II 2.0 2.0 2.0 1.0
A13 Program Specialist 0.5 0.5 0.5 0.5
Total Water Utility Systems 7.0 7.0 7.0 7.0
Operating Budget-Planning/Building/Public Works
4-144
.. Planning/Building/Public Works Position Listing(4 of 6)
2005 2006 2007 2008
Grade Title Actual Actual Adj Budget Budget
Wastewater Utility Sys and Tech Svcs
M33 Utility Engineering Supervisor 1.0 1.0 1.0 1.0
A29 Mapping Coordinator 1.0 1.0 1.0 1.0
A28 Civil Engineer III 0.0 0.0 0.0 2.0
A27 Civil Engineer III 2.0 2.0 2.0 0.0
A23 Property Services Agent 0.0 0.0 0.0 2.0
A23 Engineering Specialist III 3.5 3.5 3.5 3.5
A19 Engineering Specialist II 0.0 0.0 0.0 1.0
A19 Engineering Specialist II (1.0 Limited Term) 1.0 1.0 0.0 0.0
Total Wastewater Utility Sys and Tech Svcs 8.5 8.5 7.5 10.5
Surface Water Utility Systems
M33 Utility Engineering Supervisor 1.0 1.0 1.0 1.0
A28 Civil Engineer III 0.0 0.0 0.0 3.0
A27 Civil Engineer III 3.0 3.0 3.0 1.0
A25 Civil Engineer II 0.0 0.0 0.0 1.0
A23 Civil Engineer II 1.0 1.0 1.0 1.0
A23 Engineering Specialist III 0.0 0.0 0.0 1.0
A19 Engineering Specialist II 0.3 0.3 0.3 1.7
Total Surface Water Utility Systems 5.3 5.3 5.3 9.7
Solid Waste Utility Systems
M25 Solid Waste Coordinator 1.0 1.0 1.0 1.0
A13 Program Specialist 0.5 0.5 1.0 1.0
Total Solid Waste Utility Systems 1.5 1.5 2.0 2.0
Total Utility Systems Division 25.8 29.8 29.3 36.7
Maintenance Services Division
Maintenance Administration
M38 Maintenance Services Director 1.0 1.0 1.0 1.0
M26 Waste Water/Special Operations Manager 0.5 0.5 0.5 0.5
A23 Pavement Mgmt Technician 0.0 0.0 1.0 1.0
A17 Maintenance Buyer 1.0 1.0 1.0 1.0
A17 Pavement Mgmt Technician 1.0 1.0 0.0 0.0
A08 Purchasing Assistant 0.0 0.0 1.0 1.0
A07 Purchasing Assistant 1.0 1.0 0.0 0.0
A07 Secretary II 1.0 1.0 1.0 1.0
A05 Secretary 1 0.0 0.0 0.0 1.0
A05 Office Assistant III 1.0 1.0 1.0 1.0
Total Maintenance Administration 6.5 6.5 6.5 7.5
j
Operating Budget-Planning/Building/Public Works
4-145
Planning/Building/Public Works Position Listing (S of 6)
2005 2006 2007 2008
Grade Title Actual Actual Adj Budget Budget
Streets/Solid Waste Maintenance Services
A23 Street Maintenance Supervisor 1.0 1.0 1.0 1.0
A16 Lead Maint Services Worker 2.0 2.0 2.0 2.0
Al2 Maint Services Worker III/Street 10.0 8.0 9.0 11.0
A08 Maint Services Worker II/Street 2.0 4.0 4.0 4.0
A04 Solid Waste Mtc Worker 1.0 1.0 1.0 2.0
A08 Utility Locator 0.0 0.0 0.0 0.1
Total Streets/Solid Waste Maintenance Service 16.0 16.0 17.0 20.1
Wastewater Maintenance Services
M26 Waste Water/Special Operations Manager 0.2 0.2 0.2 0.2
A23 Wastewater Maint Supr (Waste/Surface Water) 0.5 0.5 0.5 0.5
A15 Life Station Technician 0.0 0.0 0.0 2.0
A14 Lift Station Technician 2.0 2.0 2.0 0.0
Al2 Maintenance Svc Wkr III (Waste/Surface Water) 3.0 4.0 4.0 5.0
A08 Utility Locator 0.0 0.0 0.0 0.2
Surface Water Maintenance Services
M26 Waste Water/Special Operations Manager 0.2 0.2 0.2 0.2
A23 Wastewater Maint Supr (Waste/Surface Water) 0.5 0.5 0.5 0.5
A16 Lead Maintenance Services Worker 1.0 1.0 1.0 1.0
Al2 Maintenance Svc Wkr III (Waste/Surface Water) 3.0 3.0 3.0 4.0
A08 Maintenance Svc Wkr II (Waste/Surface Water) 0.0 0.0 0.0 4.0
A08 Utility Locator 0.0 0.0 0.0 0.5
Total Surface Water/Waste Water Maint Sery 10.4 11.4 11.4 18.1
Water Maintenance Services
M33 Water Maintenance Manager 1.0 1.0 1.0 1.0
M26 Waste Water/Special Operations Manager 0.1 0.1 0.1 0.1
A21 Water Maintenance Services Supervisor 1.0 1.0 1.0 1.0
A21 Water Utility Maintenance Supervisor 1.0 1.0 1.0 1.0
A19 Water UtilitV Insp Scada Tech 0.0 0.0 0.0 1.0
A18 Lead Wtr Utility Pump Sta Mech 0.0 0.0 1.0 1.0
A18 Water Maintenance Industrial Instrument Tech 0.0 0.0 0.0 1.0
A17 Water Quality/Treatment Plant Operator 2.0 3.0 3.0 3.0
A17 Pump Station Mechanic 0.0 1.0 0.0 0.0
A16 Lead Maintenance Services Worker 2.0 2.0 2.0 2.0
A15 Water Utility Maint Technician 1.0 1.0 1.0 1.0
Al2 Maintenance Services Worker III 9.0 7.0 8.0 9.0
A08 Maintenance Services Worker II 1.0 3.0 3.0 5.0
A08 Utility Locator 0.0 0.0 0.0 1.2
A07 Water Meter Reader 0.0 0.0 0.0 3.0
A05 Water Meter Reader 3.0 3.0 3.0 0.0
Total Water Maintenance Services 21.1 23.1 24.1 30.3
Operating Budget-Planning/Building/Public Works
4-146
Planning/Building/Public Works Position Listing (6 of 6)
2005 2006 2007 2008
Grade Title Actual Actual Adj Budget Budget
Equipment Maintenance Services
M30 Fleet Manager 1.0 1.0 1.0 1.0
A19 Lead Vehicle and Equipment Mechanic 0.0 0.0 0.0 3.0
A17 Lead Vehicle and Equipment Mechanic 2.0 2.0 2.0 0.0
A15 Vehicle and Equipment Mechanic 1 0.0 0.0 0.0 3.0
A13 Vehicle and Equipment Mechanic 1 3.0 3.0 3.0 0.0
All Fleet Manaqement Technician 0.0 0.0 1.0 1.0
A09 Fleet Maintenance Technician 1.0 1.0 0.0 0.0
A09 Mechanic's Assistant 1.0 1.0 1.0 1.0
Total Equipment Maintenance Services 8.0 8.0 8.0 9.0
Total Maintenance Services Division 62.0 65.0 67.0 85.0
Total Public Works Department 164.8 172.8 180.3 215.1
1
1
1
1
1 Operating Budget-Planning/Building/Public Works
4-147
This page is intentionally left blank
r.
re
i
i
1
i
1
1
Operating Budget—Planning/Building/Public Works
4-148 �r
Other City Services
t
1
1
i
1
1
1
i
i
1
1
1
1
1 ,
1
1
1
Other City Services
Mission Statement
4W Provide for miscellaneous payments that benefit all City departments.
Overview of Other City Services
r The Finance Division 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 employee
termination payments.
Expenditure Budget by Division— Other City Services
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
ow Other City Services 4,617,795 4496 977 4,400,589 4571 309 3.9%
Limited Tax General Obligation Bonds 2,545 320 2,751,849 6071108 4,269,400 -29 7%
IN Operating Total 7,153,115 7,248,826 10,471,697 8,840,709 -15.6%
Expenditure Budget by Category—Other City Services
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Regular Salaries 0 0 0 100,000 100.0%
Retirement/Termination Payments 211,890 269,460 214,500 275,000 28.2%
Disaster Response Overtime 0 4,181 0 0 N/A
Personnel Benefits 1,239,368 1,907,924 2,412,96 7 2 174790 -9.9%
Other Services and Charges 2,148 520 2,228,989 1 656 422 1,914,019 15 6%
Intergovernmental Services 1,018 017 86,423 116,700 76,700 -34.3%
Interfund Payments 0 0 30,800 100.0%
Operating Total 4,617,795 4,496,977 4,400,589 4,571,309 3.9%
Operating Budget—Other City Services
4-149
Expenditure Budget by Category—Limited Tax General Obligation Bonds—Other City Services ■ri
2005 2006 2007 2008 Change
Actual Actual Adj Bdgt Budget 07/08
Debt Service:
Principal 965,738 1,073,350 1,111,900 1,600,000 43.9%
Interest 1,579,583 1678 499 2,636,900 2,659,900 0.9%
up
Operating Transfer Out 0 0 2,314,108 0 -100.0%
Other Debt Services Costs 0 0 8,200 9,500 15.9%
Total Limited Tax General
Obligation Bonds 2,545,321 2,751,849 6,071,108 4,269,400 -29.7%
Department by Fund/Department
The Finance Division manages the following: W
Operating Section
000/005 General Fund(000),Non-departmental(005) W
201 1997 LIM GO Bonds, City Hall
215 General Government Misc. Debt Services
.r
rr
rr
rn
Operating Budget—Other City Services
4-150
Debt Service
t
t
AM
dw Debt Sew
Introduction
r 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
yr• summaries, and a schedule of the City's overall outstanding debt.
Projected Limitation of Indebtedness for General Purposes City and Overlapping Tax Rates and
Property Tax Revenue shows debt margin availability from 2003 through 2012. It also provides
an overview of the City's outstanding debt, including the total debt availability from 2003
through 2012. The table also includes a breakdown of property tax rates and property tax
revenues.
The Debt Margin Availability describes the City's long-term debt program and shows the
various forms of debt.
The City's long-term debt is accounted for in two 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 revenue of the individual proprietary funds are used
to satisfy this debt which includes Revenue Bonds, Public Works Trust Fund Loans and
Contract/Lease 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 AA- and
AA-, respectively.
It also is a summary of long-term debt transactions of the City for the year ending December 31,
2007.
Debt Service
S-J
Debt Margin Availability
$300
$270 F�:*f Non-Vote
Vote 2x7.9
— r
$240 255.1
243.0
231A
$210
219.9
208.9
$1B0
182.5
$150 186.1
157.6
147.5
$120
123.1
115.4
$90 105.9
9
90.6 6.7
82.7
$60 4 75.1
614 68.9 67.9
$30
$0
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
i� Debt Service
!� 5-2
•.. Projected Limitation of Indebtedness for General Purposes, City and Overlapping Tax Rates and
Property Tax Revenue (1 of 2)
YEAR 2003 2004 2005 2006
INDEBTEDNESS FOR GENERAL PURPOSES:
Assessed Valuation(AV)Used for Next Yrs Levy/Rates $5,983,832,546 $6,372,632,122 $6,697,750,147 $7,334,476,542
WITHOUT A VOTE:
Legal Limit: 1.5% AV 89,757,488 95,589,482 100,466,252 110,017,148
General Obligation Bonds Outstanding 29,302,008 28,238,152 27,156,447 44,094,501
Installment Notes/Contracts Outstanding 139,972 111,250 81,217 49,813
Total Outstanding Debt 29,441,980 28,349,402 27,237,664 44,144,314
Less:Amount Available for Debt Service 1,057,418 1,690,041 1,830,745 1,981,007
DEBT MARGIN WITHOUT A VOTE $61,372,926 $68,930,121 $75,059,333 $67,853,841
WITH A 3/5%VOTE:
Legal Limit: 2.50%of AV $149,595,814 $159,315,803 $167,443,754 $183,361,914
Outstanding Debt 2,665,000 2,280,000 1,870,000 1,440,000
Less:Amount in Debt Service Funds 574,513 572,661 576,035 585,308
DEBT MARGIN AVAILABLE WITH VOTE $147,505,327 $157,608,464 $166,149,789 $182,507,222
TOTAL DEBT MARGIN AVAILABLE $208,878,253 $226,538,585 $241,209,122 $250,361,063
CITY AND OVERLAPPING TAX RATES:
(Per$1000 of Assessed Value)
City of Renton General Levy $3.18871 $3.16022 $3.14843 $3.04482
City of Renton Special Levy 0.08865 0.08322 0.07861 0.07088
TOTAL CITY OF RENTON TAX RATE $3.27736 $3.24344 $3.22704 $3.11570
King County 1.34948 1.43146 1.38229 1.32869
Port of Seattle 0.25895 0.25402 0.25321 0.23330
Hospital District#1 0.09254 0.09200 0.09039 0.05900
Renton School District#403 2.98691 3.48578 3.99250 3.95970
State of Washington 2.89680 2.75678 2.68951 2.49787
Emergency Medical Services 0.24143 0.23717 0.23182 0.21982
TOTAL PROPERTY TAX RATE $11.10347 $11.50065 $11.86676 $11.41408
PROPERTY TAX REVENUE:
General Levy $18,832,893 $19,589,250 $21,109,939 $22,064,717
Special Levy 519,913 520,855 522,756 507,055
TOTAL PR OPERTYTAX ES $19,352,806 $20,110,105 $21,632,695 $22,571,772
Source of Information:
.. Assessed Valuation,and Property Tax Rates: 2003-2008 King County Department of Assessments.
Debt Margin: City of Renton Finance Division.
Debt Service
5-3
Projected Limitation of Indebtedness for General Purposes, City and Overlapping Tax Rates and ..
Property Tax Revenue (2 of 2)
Projected .�
2007 2008 2009 2010 2011 2012
$8,370,801,805 $8,789,341,895 $9,228,808,990 $9,690,249,440 $10,174,761,911 $10,683,500,007
125,562,027 131,840,128 138,432,135 145,353,742 152,621,429 160,252,500
43,015,575 41,433,000 41,938,001 39,733,001 37,464,001 37,464,001
16,976 0 0 0 0 0
43,032,551 41,433,000 41,938,001 39,733,001 37,464,001 37,464,001
210,264 220,777 231,816 243,407 255,577 268,356
$82,739,740 $90,627,906 $96,725,950 $105,864,147 $115,413,005 $123,056,855
$209,270,045 $219,733,547 $230,720,225 $242,256,236 $254,369,048 $267,087,500
985,000 505,000 0 0 0 0
601,588 631,667 663,251 696,413 731,234 767,796
$208,886,633 $219,860,215 $231,383,476 $242,952,649 $255,100,282 $267,855,296
$291,626,373 $310,488,120 $328,109,425 $348,816,797 $370,513,287 $390,912,151
$2.82148 $2.57052 $2.78386 $2.67733 $2.67733 $2.67733
0.06252 0.05330 0.06077 0.05773 0.05773 0.05773
$2.88400 $2.62382 $2.84463 $2.73506 $2.73506 $2.73506
1.28956 1.2077 0 1.21978 1.23197 1.24429 1.25674
0.23158 0.22359 0.22583 0.22808 0.23037 0.23267
0.55652 0.50854 0.51363 0.51876 0.52395 0.52919
3.44659 2.62654 2.65281 2.67933 2.70613 2.73319
2.32535 2.13233 2.15365 2.17519 2.19694 2.21891
0.20621 0.30000 0.30300 0.30603 0.30909 0.31218
$10.93981 $9.62252 $9.91332 $9.87443 $9.94583 $10.01794
$23,373,656 $28,384,957 $29,432,362 $30,277,071 $31,106,662 $31,958,985
514,797 550,000 570,295 586,662 602,737 619,252
$23,888,452 $28,934,957 $30,002,657 $30,863,733 $31,709,399 $32,578,237
Debt Service
5-4
ow
r Property Tax Allocation among Overlapping Jurisdictions
Emergency Medical-$30
3%
State of Washington- City of Renton-$262
$213 27%
22%
1r
King County- $121
t� 13%
Renton Schools- $363
28%
—iio(rir
Port of Seattle- $22
Hospital District- $51 2%
No 5%
This chart provides the percentage breakout and the total property taxes paid by all taxpayers
within the City of Renton. These tax totals are based on $100,000 assessed valuation.
■.
tlo
Debt Service
5-5
Long-Term Debt
The long-term debt table below describes the City's long-term debt program and shows the
various forms of debt.
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 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 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 AA- and AA-, respectively.
The below table is a summa of long-term debt transactions of the Ci for the year ending
summary g City Y
December 31, 2007.
General
Obligation Public Works Total
Long Term Revenue Trust Fund Contract/ Long-term
Item Debt Bonds Loans Lease Debt Debt
Outstanding 1/01/07 $45,584,314 $33,840,000 $10,692,020 $87,800 $90,204,134
Issued $0 $9,750,000 $0 $0 $9,750,000
Redeemed $1,566,763 $10,185,000 $889,143 $11,726 $12,652,632
Outstandin 12/31/07 $44,017,551 $33,405,000 $9,802,877 $76,074 $87,301,502
I�
Debt Service
5-6
Debt Service Requirement to Maturity Long-Term Debt Summary as of December 31, 2007
(dollars in thousands).
General Obligation Revenue Public Works Trust Contract/ Total
Long Term Debt Bonds Fund Loans Leases Debt Long-Term Debt
Year Princi pal Interest Principal Interest Principal Interest Principal Interest Principal Interest
2008 2,080 2,698 2,105 1,478 889 81 21 4 5,095 4,261
2009 2,205 2,549 2,200 1,372 889 73 22 2 5,316 3,996
2010 2,269 1,975 2,280 1,287 889 64 23 1 5,461 3,327
2011 2,353 1,884 2,370 1,198 889 56 10 0 5,622 3,138
2012 2,467 1,786 2,470 1,094 889 47 0 0 5,826 2,927
_. 2013 2,580 1,661 1,375 992 864 39 0 0 4,819 2,692
2014 2,701 1,532 1,455 947 693 30 0 0 4,849 2,509
2015 2,833 1,391 1,510 885 688 24 0 0 5,031 2,300
2016 2,745 1,243 1,135 820 594 18 0 0 4,474 2,081
2017 2,870 1,107 1,200 763 380 13 0 0 4,450 1,883
2018 2,430 960 1,415 703 331 11 0 0 4,176 1,674
2019 2,560 835 1,425 645 331 9 0 0 4,316 1,489
2020 2,700 704 1,430 587 331 7 0 0 4,461 1,298
2021 2,830 569 1,480 527 331 6 0 0 4,641 1,102
2022 1,285 428 1,545 465 300 4 0 0 3,130 897
2023 1,040 361 1,450 401 257 3 0 0 2,747 765
2024 1,095 306 1,520 328 258 1 0 0 2,873 635
2025 1,155 249 1,600 252 0 0 0 0 2,755 501
2026 1,210 191 1,680 172 0 0 0 0 2,890 363
2027 1,275 131 1,760 88 0 0 0 0 3,035 219
2028 1,335 67 0 0 0 0 0 0 1,335 67
Total $44,018 $22,627 $33,405 $15,004 $9,803 $486 $76 $7 $87,303 $38,124
This table shows the schedule for debt service requirements to maturity for the City's long-term
debt.
Debt Service
5-7
The Limited Tax General Obligation Debt through 2028 graph summarizes the City's limited tax
general obligation debt from 2008 through 2028. Limited tax general obligation debt is incurred
without the vote of the Renton populace while unlimited tax general obligation debt is incurred
with voter approval.
The Limited Tax General Obligation Debt Per Capita table further calculates limited tax general
obligation debt per capita.
Limited Tax General Obligation Debt through 2028
LIMITED TAX GENERAL OBLIGATION DEBT SERVICE
$5,000 -
°c $4,000
0
ro $3,000
c
$2,000
c
E $1,000
Q
$0 -
�t. 1� �b
�p0 X00 LOQ rv0 �O �p �O �p �p r10 `LO �O ry0� �O`1 10� y01 4
■Other LTGO Debt ■2001 LTGO (Parldng Garage) ❑2002 LTGO (Fre Station)
Limited Tax General Obligation Debt Per Capita
Limited Tax GO
Annual Debt Svc
Year Amounts in 000's Population Per Capita
2008 4,259 60,290 $70.64
2009 4,236 60,691 $69.80
2010 4,245 61,095 $69.48
2011 4,237 61,501 $68.89
2012 4,253 61,910 $68.70
2013 4,241 62,321 $68.05
2014 4,233 62,736 $67.47
2015 4,224 63,153 $66.89
2016 3,988 63,573 $62.73
2017 3,977 63,996 $62.14
2018 3,390 64,421 $52.62
2019 3,395 64,850 $52.35
2020 3,404 65,281 $52.14
2021 3,399 65,715 $51.72
2022 1,713 66,152 $25.89
2023 1,401 66,592 $21.04
2024 1,401 67,035 $20.90
2025 1,404 67,481 $20.81
2026 1,401 67,929 $20.62
2027 1,406 68,381 $20.56
2028 1,402 68,836 $20.37
Debt Service
5-8
r
ear
Notes:
1. 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 of this table.
2. Population projections,2008-2028,provided by the City of Renton Finance Department based on a yearly
approximate percentage increase from previous history.
e»
s
r
r
r�
r
rte
Debt Service
5-9
Outstanding Debt "•
This table 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. 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.
Interest Issue Maturity Total Amt Outstanding
Item Rates Date Date Issued 1/1/2007 Issued Redeemed 12/31/2007
General Obligation Bonds:
Limited
1997 G O Bonds 5.55%-5.75% 05/01/97 12/01/17 14,697,744 1,839,501 0 693,926 1,145,575
2000 G O Valley Communications 5.31% 09/15/00 12/01/15 2,551,600 1,755,000 0 160,000 1,595,000
2001 G O Refunding Bonds 2.10%-4.85% 10/18/01 12/01/17 13,505,000 13,195,000 0 75,000 13,120,000
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 3,325,000 0 150,000 3,175,000
2006 G O Bonds 4.25%-5.00% 08/08/06 12/01/28 17,980,000 17,980,000 0 0 17,980,000
Subtotal Limited GO 58,629,344 44,094,501 0 1,078,926 43,015,575
Unlimited
1993 G O Refunding Bonds-Sr. Housin 2.70%-5.20% 09/01/93 02/01/09 4,270,000 1,440,000 0 455,000 985,000
Subtotal Unlimited GO 4,270,000 1,440,000 0 455,000 985,000
Total General Obligation Bonds 62,899,344 45,534,501 0 1,533,926 44,000,575
Installment Contracts:
Certificates of Participation 4.51% 09/01/98 06/01/08 278,172 49,813 0 32,837 16,976
Total Installment Contracts 278,172 49,813 0 32,837 16,976
Total General Obligation Debt 63,177,5161 45,584,314 0 1,566,7631 44,017,551
Revenue Bonds:
1998 Water/Sewer Refunding 3.70%3.10% 03/01/98 06/01/13 6,120,000 4,030,000 0 545,000 3,485,000
1999 Golf System Refunding 3.25%-5.30% 04/01/99 12/01/15 5,040,000 3,090,000 0 285,000 2,805,000
20 02 W ate r/Sew er 2.50%-5.25% 07/01/02 12/01/22 11,980,000 11,500,000 0 8,270,000 3,230,000
2003 Water/Sewer Refunding 2.00%-3.70% 10/01/03 06/01/13 8,035,000 4,885,000 0 1,085,000 3,800,000
2004 Water/Sewer 3.55%3.00% 11/01/04 12/1/27 10,335,000 10,335,000 0 0 10,335,000
2007 Water/Sewer 4.00%-5.00% 11/06/07 12/01/22 1,430,000 0 1,430,000 0 1,430,000
2007 Water/Sewer Refunding4.00%-5.00% 11/06/07 12/01/22 8,320,000 0 8,320,000 0 8,320,000
Total Revenue Bonds 51,260,000 33,840,000 9,750,000 10,185,000 33,405,000
Public Works Trust Fund Loans:
Sierra Hts Sewer Impry 3.00% 10/20/92 07/01/12 888,462 153,858 0 25,642 128,216
Central Renton Sewer Replacement 1.00% 06/14/93 07/01/15 1,631,800 716,420 0 87,483 628,937
East Renton Interceptor 2.00% 06/14/93 07/01/13 2,542,704 941,990 0 134,570 807,420
Dayton Avenue NE 2.00% 05/24/94 07/01/14 96,958 40,825 0 5,103 35,722
NE 27th/Aberdeen Drainage Improvement 1.00% 06/27/95 07/01/15 731,000 383,307 0 42,590 340,717
E Kennydale Interceptor 2.00% 06/26/96 07/01/16 2,093,740 1,168,543 0 116,855 1,051,688
Honeycreeklnterceptor 2.00% 06/26/96 07/01/16 1,840,568 968,720 0 96,872 871,848
Corrosion Control Treatment Facilities 1.00% 03/26/96 07/01/17 1,106,000 542,926 0 49,357 493,569
Maplewood Wtr Treatment Improvements 0.50% 01/17/02 07/01/06 567,831 454,514 0 30,301 424,213
Construct CT Pipeline for Wells 0.50% 11/05/02 07/01/22 814,527 685,917 0 42,870 643,047
Maplewood Wtr Treatment Improvements 0.50% 07/01/04 06/30/24 4,892,500 4,635,000 0 257,500 4,377,500
Total Public Works Trust Fund Loans 17,206,090 10,692,0201 0 889,143 9,802,877
Capital Leases:
Yamaha Golf Course Carts 5.250% 06/15/07 05/15/11 87,800 87,800 01 11,726 76,074 ,
Total Capital Leases 87,800 87,8001 01 11,726 76,074
Total Outstanding Debt ,7 ,75 12,6b2,632 7,3=5
Debt Service
5-10
�.. LIMITED (NON-VOTED) TAX GENERAL OBLIGATION DEBT
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 $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).
r
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).
.,, 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
u. 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).
,r
Debt Service
5-11
2006 Limited Tax General Obligation Bonds (Ordinance#5215)were issued in the amount of
$17,980,000 and dated July 17, 2006, with an average interest rate of 4.85%. The proceeds of
the bonds were used to finance the construction of South Lake Washington infrastructure
improvements. Interest rate coupons on outstanding bonds range from 3.90% through 5.25%.
The last bonds will mature December 1, 2028. 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).
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 at
certificates is accounted for in the General Governmental Miscellaneous Debt Service Fund
(215).
r
Debt Service
5-12
rs
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.
r
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 these 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.
2004 Water/Sewer Revenue Bonds (Ordinance #5098) were issued in the amount of
$10,335,000 and dated November 1, 2004. The average interest rate is 4.330%. These bonds
were issued for the purpose of providing a part of the funds necessary to carry out the system or
plan for additions to and betterments and extensions of the waterworks utility. The reserve
requirement is an amount equal to the highest annual debt service on all revenue bonds
ow combined.
2007 Water/Sewer Revenue Bonds (Ordinance #5313) were issued in the amount of
,., $1,430,000 and dated November 1, 2007. The average interest rate is 4.22%. These bonds were
issued for the purpose of financing the costs of carrying out certain capital improvements of
waterworks utility.
4W
2007 Water/Sewer Revenue Refunding Bonds (02) (Ordinance #5313) were issued in the
amount of$8,320,000 and dated November 1, 2007. The average interest rate is 4.15%. These
,., bonds were issued for the purpose of refunding certain outstanding water and sewer revenue
bonds of the City.
Debt Service
�r 5-13
•r
sr
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 1%.
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 4`h 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.
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 1%. 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.
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
Debt Service
5-14
W
Ur 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.
+r
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
W4 .5%. This loan was for construction of the CT detention pipeline for wells RW-1, RW-2 and
RW-3 at Liberty Park.
Maplewood Water Treatment Improvement (CAG 04-053): This public works trust fund
loan was issued in the amount of$1,030,000 and dated June 3, 2004. The interest rate is .5%.
This loan was to fund the costs for the construction of drinking water treatment improvements at
r` Maplewood.
r
..
M
r
Debt Service
aw 5-15
This page is intentionally left blank
rr
�r
Debt Service
5-16
1
l
f
1
1
1
t
1
1
1
1
1
1
1
t
i
t
t
1
t
1
f
1
t
i
1
1
1
1
1
t
i
Im
OW eapUd Jmpwmwtetttfflwpam
The Capital Improvement Program of the City of Renton is supported by Transportation
Systems, the Waterworks Utility and the City-owned Renton Airport and Maplewood Golf
Course. The CIP Financial Participation table on page 6-4 summarizes the financial support and
,. projected investment in capital improvements. The tables on pages 6-5 through 6-13 provide a
more detailed look at the projected total investment.
Capital Improvement Program
6-1
Impact of Capital Improvements on Operating Budget
Impact of Capital
Major Project Summary 2 Budget Improvements on Operating
(thousands)
usands) Budget
Information Services Division: Information Services(IS)has identified ten major $ 2,571 Proposed programs are in
development projects for the year 2008 and four major maintenance projects to support of improved delivery of
improve citywide communication and technology. constituent services,product
quality and lowered costs of
conducting the city's business.
Downtown Wayfinding and Intra-city Transportation Study: Signage to provide $ 300 No impacts to operating budget.
clear,consistent directions for auto and pedestrian traffic to various destinations,
attractions,and landmarks. A wayfinding system may include gateway,kiosks,
directional signs,or banners in a unified manner,enhancing the area's unique identity
and creating artistic elements in Downtown. This will help residents and visitors feel
comfortable and confident about coming Downtown,whether it is for business,culture,
or entertainment. In addition,a wayfinding system in Downtown should be expanded
to guide people from The Landing to Downtown. This system provides an opportunity
for Downtown businesses to benefit from The Landing's regional draw.
Operational Facilities Major Maintenance: This project list includes the major $ 866 Bathroom renovations will
maintenance required to preserve the value of City assets. reduce annual maintenance
slightly. Security upgrades will
increase annual maintenance
slightly.
Public Facilities Major Maintenance: The major maintenance items that are $ 1,543 No impacts to operating or
necessary in the continuing effort to keep City buildings in sound operating order. The maintenance budgets,projects
findings of Acquisition,design,and construction of a new maintenance facility and are designed to maintain asset
storage yard to replace and consolidate two existing sites. Both existing sites are value. Expect sprinkler testing
located in the Aquifer Protection Zone and have no room for expansion. The first impact of+/-$1000
maintenance site is along the lower Cedar River,where there are higher and better
uses for the land. The second shop is located in Cedar River Park and will be
displaced by a widening project on Hwy 169 in 2007.
New Maintenance Facility Acquisition,design,and construction of a new $ 7,800 Construction will commence in
maintenance facility and storage yard to replace and consolidate two existing sites. 2008 with site development
Both existing sites are located in the Aquifer Protection Zone and have no room for elements and some facility
expansion. The first maintenance site is along the lower Cedar River,where there are construction. However,the
higher and better uses for the land. The second shop is located in Cedar River Park new maintenance shop will not
and will be displaced by a widening project on Hwy 169 in 2007. be occupied until very late in
the year or early in 2009.
Therefore,we expect no
significant impact to the 2008
operating budget.
Parks Major Maintenance: Major maintenance projects are necessary to maintain $ 730 No impacts to operating budget.
City parks in a safe,good working order. Projects will extend the life of
existing facilities,increase
safety,and reduce routine
maintenance costs.
Runway 15/33 Resurfacing: Resurface Runway 15/33 to repair the one(maybe two) $ 1,370 No impact to general fund.
dips in the runway near Taxiways Kilo and Delta at the south end of the runway,and Project is federally funded-
near Taxiway Gulf near the north end of the runway. 95/5 reimburseable basis w/
Airport buget funding 5%
federal match.
Duvall Ave NE: Widening roadway to 5 lanes,includes:curbs,sidewalks,storm $ 5,682 No impacts to operating budget
drainage,street lighting,channelization,and bikeway from SR-900 to the North City in 2008.
limits.
Rainier Ave-Grady Way to S 2nd: Rainier Ave is a critical corridor in central Renton $ 10,200 No impacts to operating budget
with existing operational problems and in need of infrastructure enhancements to in 2008.
provide greater ease of non-motorized and transit-based travel. Remove barriers,
eliminate sub-standard conditions,control and consolidate access points to existing
major businesses,provide an enhanced pedestrian environment.
Capital Improvement Program
6-2
Impact of Capital Improvements on Operating Budget(continued)
Strander Blvd/SW 27th St Connect: This project provides a critical four/five lane $ 8,426 Estimated impact on the Street
arterial that will serve as a connector to West Valley Highway(SR-181)and East fund is$3,400 annually.
Valley Road,as well as an arterial connector to SR-167 from the south.The project will
provide a grade-separated crossing at the Union Pacific Railroad(UPRR)and
Burlington Northern Sante Fe(BNSF)railroad tracks. Segments 1 and 2 include from
West Valley Hwy to East Valley Road. Donated right-of-way(not shown below)
includes: Boeing-$2.5 million,Tukwila-$1.2 million,Sound Transit-$55,000 in
addition to funded right-of-way.
rwr
Capital Improvement Program
6-3
CIP Financial Participation (in thousands of dollars)
Participation by Department 2008 2009 2010 2011 2012 2013 Total
General Government 3,181 3,368 10,203 2,168 1,811 1,920 22,651
Community Services 12,748 13,452 4,100 5,203 3,658 6,883 46,044
Transportation 30,279 21,011 13,155 17,217 12,825 27,333 121,819
Airport 1,895 5,040 2,750 925 420 700 11,730
Golf Course 220 330 1,140 220 195 170 2,275
Water Utility 8,875 2,195 2,695 2,945 6,035 6,185 28,930
Wastewater Utility 3,125 2,625 2,625 2,625 2,625 2,625 16,250_
Surface Water Utility 3,527 2,577 2,226 2,700 2,050 2,800 15,880
Total CIP by Department 63,850 50,598 38,893 34,003 29,619 48,616 265,578
-Indicates funds reserved
Development by Department 2008 2009 2010 2011 2012 2013 Total
General Government 3,181 3,368 10,203 2,168 1,811 1,920 22,651
Community Services 8,435 8,505 2,850 3,720 2,520 3,695 29,725
Transportation 28,979 19,636 12,093 15,778 11,807 26,316_ 114,609
Airport 310 4,600 1,300 245 20 20 6,495
Golf Course 50 140 980 50 0 75 1,295
Water Utility 6,100 300 550 900 4,100 4,100 16,050
Wastewater Utility 2,700 1,000 0 0 0 0 3,700
Surface Water Utility 2,385 1,650 1,360 2,060 1,060 860 9,375
Total Development by Department 52,140 39,199 29,336 24,921 21,318 36,986 203,899
Major Maintenance by Department 2008 2009 2010 2011 2012 2013 Total
Community Services 4,313 4,947 1,250 1,483 1 138 3,188 16,319
Transportation 1,300 1,375 1,062 1,439 1,018 1,018 7,210
Airport 1,585 440 1,450 680 400 680 5,235
Golf Course 170 190 160 170 195 95 980
Water Utility 2,610 1,740 2,010 1,710 1,700 1,850 11,620
Wastewater Utility 405 1,625 2,625 2,625 2,625 2,625 12,530
Surface Water Utility 675 560 500 500 850 1,650 4,735
Total Major Maintenance by
Department 11,058 10,877 9,057 8,607 7,926 11,106 58,629
Regulatory Compliance by
Department 2008 2009 2010 2011 2012 2013 Total
Water Utility 165 155 135 335 235 235 1,260
Wastewater Utility 20 0 0 0 0 0 20
Surface Water Utility 467 367 366 140 140 290 1,770
Total Regulatory Compliance by
Department 652 522 501 475 375 525 3,050
Capital Improvement Program
6-4
General Governmental CIP
Development 2008 2009 2010 2011 2012 2013 Total
Fire Station 13 0 990 3,900 0 0 0 4,890
Fire Station 15 0 350 5,000 0 0 0 5,350
Information Services Division 2,571 1,651 1,723 2,073 1,711 1,800 11,529
Neighborhood Grant Program 77 77 80 95 100 120 549
Downtown Wayfinding 300 0 0 0 0 0 300
South Correction Entity(SCORE) 250 0 0 0 0 0 250
Total Development 3,198 3,068 10,703 2,168 1,811 1,920 22,868
Total General Government CIP 3,198 3,068 10,703 2,168 1,811 1,920 22,868
Capital Improvement Program
, 6-5
Community Services CIP
Development 2008 2009 2010 2011 2012 2013 Total
Black River Riparian Forest 0 85 100 200 2,000 0 2,385
Henry Moses Aquatic Center 0 120 120 120 120 120 600
Grant Matching Program 100 250 250 250 250 250 1,350
Maplewood Community Park 0 100 300 3,000 0 3,000 6,400
New Maintenance Facility " 7,800 4,500 350 0 0 0 12,650
North Highlands Community Center 0 750 1,250 0 0 0 2,000
Parks, Recreation,&Open Space Plan 150 0 0 0 0 175 325
Regis Park Athletic Field Expansion 300 2,500 0 0 0 0 2,800
Urban Forestry Program 60 60 60 60 60 60 360
Park Master Planning 0 90 90 90 90 90 450
Highlands Library Natural Area 0 50 230 0 0 0 280
Integrated Pest Management Program 0 0 100 0 0 0 100
Tiffany Park Recreation Building 25 0 0 0 0 0 25
Total Development 8,435 8,505 2,850 3,720 2,520 3,695 29,725
Major Maintenance
Operational Facilities 866 824 69 71 71 71 1,972
Leased Facilities 366 2,000 0 0 0 0 2,366
Parks General Maior Maintenance 730 585 330 560 280 2,340 4,825
Public Facilities 1,543 603 241 222 257 227 3,093
Irrigation Renovation&Conservation 227 425 250 250 250 150 1,552
Irrigation Automation&Conservation 60 60 60 60 60 60 360
Parking Lot and Drive Repairs 75 90 90 50 50 60 415
Ball Field Renovation Program 0 100 50 75 50 50 325
Pathway,Sidewalk, Patio&Boardwalk
Repairs 200 190 90 25 40 90 635
Court Repairs 40 20 20 120 20 80 300
RCC Readerboard Replacement 156 0 0 0 0 0 156
Tree Maintenance 50 50 50 50 60 60 320
Total Major Maintenance 4,313 4,947 1,250 1,483 1,138 3,188 16,319
Total Community Services CIP 12,748 13,452 4,100 5,203 3,658 6,883 46,044
"Indicates funds reserved
Capital Improvement Program
6-6
Transportation CIP
Development 2008 2009 2010 2011 2012 2013 Total
1%for the Arts 30 30 50 30 30 30 200
Arterial Circulation Program 200 250 250 250 250 250 1,450
Barrier Free Transition Plan 50 50 50 50 50 50 300
CBD Bicycle and Pedestrian Conn 18 18 110 80 80 80 386
Duvall Ave NE 2,149 1,433 0 0 0 0 3,582
Duvall Ave NE NE 7th to Sunset 0 0 5 515 2,750 1,980 5,250
Duvall Ave NE-King County 3,533 0 0 0 0 0 3,533
Environmental Monitoring 50 30 30 30 30 30 200
Garden Av N Widening 500 500 0 0 0 0 1,000
GIS Needs Assessment 20 20 20 150 150 150 510
Houser Wy S-Main to Burnett 350 350 350 0 0 0 1,050
Intersection Safety&Mobility 400 250 250 250 250 250 1,650
Lake Wash.By-Park to Coulon Pk 0 0 82 138 0 0 221
Lind Av-SW 16th-SW 43rd 5 5 0 1,914 626 0 2,550
Logan Av Concrete Panel Repair 0 0 460 0 0 0 460
May Creek Bridge Replacement 20 550 160 5 0 0 735
Missing Links Program 30 30 30 30 30 30 180
Monterrey/NE 20th Wall Repair 0 0 0 30 0 0 30
NE 3rd/NE 4th Corridor 2 320 4,050 1,770 1,640 1,640 9,422
NE 4th SUHoguiam Av NE 33 0 0 0 0 0 33
Project Development/Predesign 148 200 200 200 200 200 1,148
Rainier Ave-Grady Way to S 2nd 10,200 6,800 3,700 1,300 0 0 22,000
Ripley Lane 447 0 0 0 0 0 447
RR Crossing Safety Prog. 5 5 0 0 0 10 20
Sam Chastain Lk WA Tr Connect 0 50 650 4,300 0 0 5,000
School Zone Sign Upgrades 100 0 0 0 0 0 100
South Renton Project 2 0 0 0 0 0 2
SR 169 HOV-140th to SR 900 1,545 0 0 2,550 0 0 4,095
Strander By/SW 27th St Connect. 8,426 8,210 1,097 1,627 5,082 20,961 45,403
TDM Program 65 65 65 65 65 65 390
Traffic Efficiency Program 50 50 50 30 30 30 240
Traffic Safety Program 20 20 40 40 40 40 200
Trans Concurrency 40 10 10 40 10 30 140
Transit Circulator 150 0 0 0 0 0 150
Transit Program 75 75 74 74 74 70 442
Walkway Program 250 250 250 250 380 380 1,760
WSDOT Coordination Program 65 65 60 60 40 40 330
Total Development 28,979 19,636 12,093 15,778 11,807 26,316 114,609
Capital Improvement Program
6-7
Transportation CIP
Major Maintenance 2008 2009 2010 2011 2012 2013 Total
Arterial Rehab Proq 470 310 264 636 220 220 2,120
Bridge Inspection&Repair 100 330 50 55 50 50 635
Loop Replacement Program 20 25 30 30 30 30 165
Pole Program 20 20 25 25 25 25 140
Sign Replacement Program 5 5 8 8 8 8 40
Street Overlay Program 685 685 685 685 685 685 4,110_
Total Major Maintenance 1,300 1,375 1,062 1,439 1,018 1,018 7,210
Total Transportation CIP 30,279 21,011 13,155 17,217 12,825 27,333 121,819
Capital Improvement Program
6-8
Renton Airport CIP
Development 2008 2009 2010 2011 2012 2013 Total
Airport Layout Plan Update 20 0 0 0 0 0 20
Air Side/Land Side Separation 0 150 0 100 0 0 250
608 Hangar Expansion 0 50 1,050 0 0 0 1,100
Precision Approach 0 150 150 20 20 20 360
Apron Redevelopment 0 150 100 0 0 0 250
US Customs Facility 0 1,100 0 0 0 0 1,100
820 Building Demolition 290 0 0 0 0 0 290
820 Building Reconstruction 0 3,000 0 0 0 0 3,000
Demolition of Chamber of Commerce
Building 0 0 0 125 0 0 125
Total Development 310 4,600 1,300 245 20 20 6,495
Major Maintenance
622 Hangar-Rehabilitation 0 100 1,100 0 0 0 1,200
Runway 15/33 Resurfacing 1,370 0 0 0 0 0 1,370
Maintenance Dredging and Shoreline
Mitigation 115 100 0 0 0 0 215
Airport Office Renovation 0 40 0 0 0 0 40
Cedar River Hangar Roof Replacement 0 100 0 0 0 0 100
Pavement Management Program 0 0 50 500 50 50 650
Surface Water System Rehabilitation 0 0 50 50 50 500 650
Fire Water System Rehabilitation 0 0 0 30 200 30 260
Seaplane Launch Ramp Replacement 0 0 150 0 0 0 150
Major Facility Maintenance 100 100 100 100 100 100 600
Total Major Maintenance 1,585 440 1,450 680 400 680 5,235
Total Airport CIP 1,895 5,040 2,750 925 420 700 11,730
Capital Improvement Program
;,r 6-9
Maplewood Golf Course CIP
Development 2008 2009 2010 2011 2012 2013 Total
Reconstruction of the 13th and 15th
Greens 0 120 0 0 0 0 120
Reconstruction of the 1 st and 3rd Tee ..
Boxes 0 20 0 0 0 0 20
Feasibility Study-Maintenance 50 0 0 0 0 0 50
Irrigation Mainline Replacement 0 0 850 0 0 0 850
Reconstruction of Hole#3 Green 0 0 0 0 0 75 75
Hole#3 Hillside Drainage 0 0 0 50 0 0 50
Total Development 50 140 980 50 0 75 1,295
Major Maintenance
Golf Course Maior Maintenance 170 190 160 170 195 95 980
Total Major Maintenance 170 190 160 170 195 95 980
Total Golf Course CIP 220 330 1,140 220 195 170 2,275
j
t '
t
t
Capital Improvement Program
6-10 r
Water Utility CIP
Development 2008 2009 2010 2011 2012 2013 Total
New Reservoirs&Pump Stations 50 150 500 800 4,000 4,000 9,500
Hazen 565 Zone Reservoir 6,000 0 0 0 0 0 6,000
Supply Development and Water
Quality Improvements 50 150 50 100 100 100 550
Total Development 6,100 300 550 900 4,100 4,100 16,050
Major Maintenance
Water Main Replacement 2,100 1,300 1,000 1,000 1,000 1,000 7,400
1-405 Utilities Relocation 100 0 320 0 0 0 420
Automatic Meter Reading Conversion 200 100 500 500 500 500 2,300
Water Utility Major Maintenance 210 340 190 210 200 350 1,500
Total Major Maintenance 2,610 1,740 2,010 1,710 1,700 1,850 11,620
Regulatory Compliance
Regulatory Compliance Program 165 155 135 335 235 235 1,260
Total Regulatory Compliance 165 155 135 335 235 235 1,260
Total Water Utility CIP 8,875 2,195 2,695 2,945 6,035 6,185 28,930
Capital Improvement Program
., 6-11
Wastewater Utility CIP
Development 2008 2009 2010 2011 2012 2013 Total
Central Plateau Interceptor Phase II 1,150 0 0 0 0 0 1,150
Heather Downs Interceptor Capacity
Improvements 0 1,000 0 0 0 0 1,000
Duvall Interceptor 0 0 0 0 0 0 0
Summerwind/Stonegate Lift Station
Replacement 2,700 0 0 0 0 0 2,700
Total Development 3,850 1,000 0 0 0 0 4,850
Major Maintenance
Major Maintenance
Miscellaneous/Emergency Protects 100 100 100 100 100 100 600
Sanitary Sewer Hydraulic Model 180 100 100 100 100 100 680
Renton Hill Sewer Re lacement 50 350 1,000 1,000 1,000 700 4,100
en on ewer ep acemen
Phase IV 0 0 0 0 0 1,100 1,100 w
Earlington Sewer Replacement 50 400 1,000 1,100 1,000 0 3,550
EaV on Sewer Extension 0 0 0 0 0 0 0
l9rMModel 25 25 25 25 25 25 150
Telemetry Upgrade 0 0 100 0 0 0 100
WSDOT 1-405 Relocations 0 50 0 0 0 0 50
SW 34th Street Interceptor 0 100 0 0 0 0 100
Westview Lift Station Rehabilitation 0 300 0 0 0 0 300
Major Maintenance
i Lind Avenue Lift Station Replacement 0 0 0 0 200 600 800
Denny's Lift Station Rehabilitation 0 0 0 0 200 0 200
Airport Lift Station Rehabilitation 0 0 0 300 0 0 300
Total Major Maintenance 405 1,425 2,325 2,625 2,625 2,625 12,030
Regulatory Compliance
2008 Long-Range Wastewater
Management Plan 20 0 0 0 0 0 20
Total Regulatory Compliance 20 0 0 0 0 0 20
Total Wastewater CIP 4,275 2,425 2,325 2,625 2,625 2,625 16,900
Capital Improvement Program
6-12 �►
Surface Water Utility CIP
Development 2008 2009 2010 2011 2012 2013 Total
Springbrook Creek Wetland and
Habitat Mitigation Bank 100 100 100 100 100 100 600
Storm System Improvement and
Replacement 2,150 1,200 1,250 1,800 250 550 7,200
Springbrook Creek Improvements 0 0 0 0 0 200 200
Cedar River Basin 0 0 0 150 700 0 850
Green River Ecosystem Restoration 135 350 10 10 10 10 525
Total Development 2,385 1,650 1,360 2,060 1,060 860 9,375
Major Maintenance
Small Drainage and Emergency Storm
Projects 250 260 250 250 250 250 1,510
Lower Cedar River Sediment
Management 425 300 250 250 600 1,400 3,225
Total Major Maintenance 675 560 500 500 850 1,650 4,735
Regulatory Compliance
Surface Water Utility Plans and
Programs 240 140 140 140 140 290 1,090
Storm System Field Mapping Project
(NPDES) 227 227 226 0 0 0 680
Total Regulatory Compliance 467 367 366 140 140 290 1,770
Total Surface Water CIP 3,527 2,577 2,226 2,700 2,050 2,800 15,880
Capital Improvement Program
6-13
ThisPag Y e is intentional) left blank
Capital Improvement Program
6-14
r
� Budget by Fund
r
r 64Y,
The tables on pages 7-2 through 7-5 provide detailed comparisons by fund category of the
Revenue and Expenditure budget. This budget contains the following categories.
• General Governmental Funds
�. 0 Special Revenue Funds
• Debt Service Funds
• Capital Project Funds
• Enterprise Funds
• Internal Service Funds
• Fiduciary Funds
Beginning on page 7-6, you will find descriptions and tables detailing the revenue and
expenditure totals for each specific fund.
Budget by Fund
7-1
New Revenue Budget Comparisons by Fund, All Funds(1 of 2)
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
GENERAL GOVERNMENT FUNDS: '
000 General 49,504,342 50,244,665 54,005,289 65,021,487 20.4%
001 Community Services (replaces 101) 10,299,529 11,745,646 12,465,476 13,902,002 11.5%
. 003 Street (replaces 103) 6,440,846 7,312,190 7,387,353 8,519,399 15.3%
004 Community Dev Block Grant 216,082 332,319 280,914 419,700 49.4%
006 Library&Museum (replaces 106) 1,533,425 1,843,871 2,062,012 2,165,166 5.0%
007 Parking Garage Maintenance 14,822 0 0 0 N/A '
010 Fire and Emergency Svcs Memorial 4,630 4,385 0 0 N/A
011 Fire and ES Health and Wellness 0 16,940 18,500 18,500 0.0%
031 Park Memorial (replaces 131) 54,189 7,117 216,196 0 0.0%
201 1997/2001 Limited GO Bonds 656,346 995,207 1,975,400 1,988,600 0.7910 '
207 1978 Limited GO Bonds 36,586 22,168 0 0 N/A
215 Gen Govt Misc Debt Service 1,993,092 1,884,738 2,388,508 2,280,800 -4.5%
SPECIAL REVENUE FUNDS:
102 Arterial Street 387,918 522,470 565,000 585,000 3.5%
108 Leased City Properties(repiaces 306) 184,966 440,106 1,367,887 1,237,703 -9.5%
110 Hotel Motel 257,410 296,175 295,000 307,000 4.1%
118 Reserve for Paths&Trails 78 123 0 0 N/A '
1251%for Art 18,228 20,402 60,000 77,505 29.2%
127 Cable Communication 8,090 73,162 38,900 38,900 0.0%
135 Springbrook Wetlands Bank 0 0 0 0 0.0% '
DEBT SERVICE FUNDS:
219 1989 Unlimited GO Bonds 519,154 524,271 521,000 555,000 6.5%
220 L.I.D. Debt Service 35,400 0 0 0 N/A
CAPITAL PROJECT FUNDS(CIP): ,
301 City Hall/Garage CIP 37,064 7,857 0 0 N/A
303 Community Dev Mitigation 317,119 277,874 255,000 255,000 0.0%
304 Fire Mitigation 838,602 383,516 540,000 540,000 0.0% ,
305 Transportation Mitigation 615,764 715,177 600,000 750,000 25.0%
307 Aquatics Center 5,620 8,410 0 0 N/A
316 Municipal Facilities CIP 7,555,255 5,057,581 3,583,335 3,679,723 2.7%
317 Transportation CIP 4,117,461 8,314,331 29,232,715 27,585,324 -5.6%
318 So Lake WA Infrastructure Project 0 18,186,230 7,925,220 0 -100.0%
ENTERPRISE FUNDS:
401 Waterworks Utility 23,017,271 0 0 0 N/A '
402 Airport 1,136,252 1,393,293 954,191 1,043,713 9.4%
403 Solid Waste Utility 9,354,785 10,025,751 10,343,016 10,097,267 -2.4%
404 Golf Course 2,203,475 2,324,575 2,464,465 2,527,420 2.6% '
405 Water Utility 0 11,378,434 10,159,629 11,198,746 10.2%
406 Waste Water Utility 0 4,226,951 4,957,526 5,590,812 12.8%
407 Storm Water Utility 0 3,343,535 4,030,120 5,274,897 30.9%
416 King County Metro 0 9,035,095 9,500,000 10,032,000 5.6% '
421 Waterworks Utl Construction 14,792,461 0 0 0 N/A
422 Airport Capital 0 0 1,500,000 1,665,000 11.0%
424 Golf Course Capital 317,926 162,989 154,000 154,000 0.0%
425 Water Utility Construction 0 1,799,375 12,380,000 7,474,023 -39.6%
426 Waste Water Construction 0 1,594,277 8,066,000 5,040,636 -37.5%
427 Storm Water Construction 0 1,503,335 4,800,000 4,000,943 -16.6% '
451 Waterworks Revenue Bond 3,071,959 3,127,931 0 0 N/A
461 Waterworks Bond Reserve 507,480 83,244 0 0 N/A
471 Waterworks Rate Stabilization 0 0 15,100 75,100 397.4%
481 Future W/S Bond Proceeds 35,624 0 0 0 N/A
Budget By Fund
7-2
r
New Revenue Budget Comparisons by Fund,All Funds (2 of 2)
rr 2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
INTERNAL SERVICE FUNDS:
r
501 Equipment Repair&Replacement 3,304,234 3,402,771 3,588,900 6,381,575 77.8%
502 Insurance 3,513,273 3,397,768 2,571,018 2,574,273 0.1%
503 Information Services 0 3,826,790 3,643,191 4,904,138 34.6%
512 Insurance, Healthcare 6,570,141 6,781,547 7,801,065 9,393,353 20.4%
522 Insurance, Leoff1 Retirees HC 1,041,085 1,865,222 2,173,667 1,915,490 -11.9%
FIDUCIARY FUNDS:
611 Firemen's Pension (replaces 601) 252,355 293,374 3,439,007 275,000 -92.0%
r TOTAL NEW REVENUE 154,770,339 178,803,188 218,324,600 219,545,195 0.6%
r
rr
r
r
r
r
r
r
Budget By Fund
7-3
1W
Committed Expenditure Budget Comparisons by Fund, All Funds(1 of 2)
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
GENERAL GOVERNMENT FUNDS: '
000 General 49,263,962 49,669,898 55,428,613 65,408,980 18.0%
001 Community Services (replaces 101) 10,578,286 11,433,136 12,592,140 14,013,781 11.3%
003 Street(replaces 103) 6,323,380 6,597,907 7,387,353 8,705,656 17.8% ,
004 Community Dev Block Grant 309,714 315,979 280,914 419,700 49.4%
006 Library&Museum (replaces 106) 2,009,805 1,762,402 2,074,078 2,237,166 7.9%
007 Parking Garage Maintenance 43,453 0 86,500 0 -100.0%
010 Fire Memorial 0 11,573 29,200 15,000 -48.6% '
011 Fire Health and Wellness 0 1,552 22,500 22,500 0.0%
031 Park Memorial (replaces 131) 0 0 161,996 0 -100.0%
201 1997/2001 Limited GO Bonds 651,856 987,461 1,975,400 1,988,600 0.7910
207 1978 Limited GO Bonds 35,411 20,961 29,528 0 -100.0%
215 Gen Govt Mise Debt Service 1,858,053 1,743,427 4,066,180 2,280,800 -43.9%
SPECIAL REVENUE FUNDS:
102 Arterial Street 353,500 440,000 565,000 585,000 3.5% '
108 Leased City Properties(repiaces306) 479,879 645,985 1,464,741 1,146,836 -21.7%
110 Hotel Motel 236,000 296,305 280,000 267,000 -4.6%
118 Reserve for Paths&Trails 0 0 0 0 N/A
1251%for Art 23,425 35,440 84,560 77,505 -8.3%
127 Cable Communication 31,839 59,502 177,048 74,778 -57.8%
135 Springbrook Wetlands Bank 0 0 0 0 0.0% '
DEBT SERVICE FUNDS:
219 1989 Unlimited GO Bonds 515,780 514,998 521,000 548,750 5.3%
220 L.I.D. Debt Service 10,761 67,826 0 0 N/A
CAPITAL PROJECT FUNDS(CIP): '
301 City Hall/Garage CIP 39,074 0 180,000 0 -100.0%
303 Community Dev Mitigation 5,696 0 711,038 0 -100.0%
304 Fire Mitigation 299,164 525,000 300,000 300,000 0.0%
305 Transportation Mitigation 955,900 965,000 3,500,000 2,223,229 -36.5%
307 Aquatics Center 0 0 192,297 0 -100.0%
316 Municipal Facilities CIP 2,809,720 3,356,610 6,990,848 13,358,000 91.1% ,
317 Transportation CIP 7,300,791 8,625,847 33,528,300 30,278,671 -9.7%
318 So Lake WA Infrastructure Project 0 9,184,623 16,871,309 50,000 -99.7%
ENTERPRISE FUNDS:
401 Waterworks Utility 26,165,900 0 0 0 100.0% '
402 Airport 1,023,335 2,199,695 2,284,809 1,363,192 389.5%
403 Solid Waste Utility 9,281,740 9,670,248 10,982,188 11,184,614 -77.1%
404 Golf Course 2,464,453 2,311,700 2,483,605 2,518,431 589.3% '
405 Water Utility 0 7,897,493 13,509,187 17,118,272 -32.4%
406 Waste Water Utility 0 3,801,119 6,915,667 9,133,081 7.3%
407 Storm Water Utility 0 3,068,726 4,702,319 7,423,110 113.3%
416 King County Metro 0 8,906,898 9,500,000 10,032,000 -100.0% '
421 Waterworks Utl Construction 9,743,662 0 0 0 100.0%
422 Airport Capital 0 0 1,250,000 1,895,000 51.6%
424 Golf Course Capital 379,186 307,812 190,266 220,000 15.6% ,
425 Water Utility Construction 0 5,339,592 8,949,500 8,875,000 -65.1%
426 Waste Water Construction 0 1,065,436 6,140,000 3,125,000 -42.6%
427 Storm Water Construction 0 1,187,827 4,980,000 3,526,667 -95.6%
451 Waterworks Revenue Bond 2,872,544 3,324,983 0 0 N/A
461 Waterworks Bond Reserve 0 0 0 83,244 100.0%
471 Waterworks Rate Stabilization 0 0 0 0 N/A
481 Future W/S Bond Proceeds 3,130,907 0 0 0 N/A ,
Budget by Fund ,
7-4
Committed Expenditure Budget Comparisons by Fund, All Funds(2 of 2)
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
INTERNAL SERVICE FUNDS:
501 Equipment Repair& Replacement 3,196,504 3,277,081 5,221,459 6,381,575 22.2%
502 Insurance 2,335,259 2,663,210 2,413,506 2,978,103 23.4%
503 Information Services 0 2,837,173 3,985,664 5,557,708 39.4%
512 Insurance, Healthcare 6,014,340 7,174,350 7,352,814 8,994,169 22.3%
522 Insurance, Leoffl Retirees HC 1,238,217 1,161,368 1,898,067 1,889,434 -0.5%
FIDUCIARY FUNDS:
611 Firemen's Pension (replaces 601) 416,577 433,034 3,695,183 507 807 -86.3%
TOTAL COMMITTED EXPENDITURES 152,398,073 163,889,177 245,954,777 246,808,359 0.3%
Budget by Fund
7-5
Funds 000/001/003/004/006/007/010/011/031 General Government Funds
The General Government Funds consist of all those funds whose majority of revenues are
from taxes (property, sales, and utility),licenses and permits, charges for services,fines and
forfeits, intergovernmental, and other miscellaneous revenues. This includes the General
Fund 000, Community Services Fund 001, Street Fund 003, Community Development Block
Grant Fund 004,Library and Museum Fund 006,Parking Garage Maintenance Fund 007,
Fire Memorial Fund 010,Fire Department Health and Wellness Fund 011, and Park
Memorial Fund 031. (Continued on the following page.)
■r
w
Budget by Fund
7-6
Funds 000/001/003/004/006/007/010/011/031 (Continued from the previous page)
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Property Taxes 20,066,838 21,057,467 23,556,072 26,866,357 14.1%
Retail Sales and Use Taxes 18,512,934 20,349,089 21,471,799 24,439,701 13.8%
Excise Taxes 105,579 84,706 85,977 2,897,137 3269.71
Other Taxes 13,266,569 13,719,669 14,509,257 16,399,341 13.0%
Business Licenses and Permits 520,531 675,104 669,984 746,000 11.3%
Other Licenses and Permits 2,525,447 2,487,350 3,069,714 3,259,050 6.2%
Federal/State Grants 475,853 693,798 342,114 502,900 47.0%
Other Intergovernmental Revenues 2,960,994 3,031,444 3,123,135 4,111,240 31.6%
Charges for Goods and Services 7,298,245 6,747,970 6,403,332 7,269,228 13.5%
Fines and Forfeits 720,312 920,167 1,003,600 1,585,000 57.9%
Interest and Other Earnings 709,410 741,613 877,200 1,026,800 17.1%
Rents, Leases, and Concessions 581,799 650,768 639,300 681,800 6.6%
Other Miscellaneous Revenues 286,307 333,464 259,600 261,700 0.8%
Other Financing Sources 37,047 14,524 424,656 0 -100.0%
TOTAL NEW REVENUE 68,067,865 71,507,133 76,435,740 90,046,254 17.8%
Use of Prior Yr Revenue 0 0 1,627,554 776,529 -52.3%
TOTAL RESOURCES 68,067,865 71,507,133 78,063,294 90,822,783 16.3%
EXPENDITURES:
Regular Salaries 33,463,404 33,667,598 37,131,549 42,652,412 14.9%
Overtime 1,863,406 2,113,557 2,096,370 2,196,451 4.8%
Personnel Benefits 10,169,394 11,007,847 14,087,813 16,998,848 20.7%
Part Time Salaries and Benefits 2,476,696 2,642,428 2,403,361 2,623,696 9.2%
Supplies/Small Tools and Equipment 2,009,496 2,217,133 2,089,819 2,479,794 18.7%
Professional Services 3,490,802 3,360,615 3,859,340 4,934,227 27.9%
Communication 418,863 106,421 115,779 124,013 7.1%
Travel/Training 231,341 277,489 352,110 386,207 9.7%
Advertising 118,495 97,263 54,972 58,481 6.4%
' Operating Rentals 2,512,190 2,563,345 3,098,214 292,462 -90.6%
Insurance 1,564,200 1,564,200 1,074,846 1,074,846 0.0%
Utilities 1,926,031 2,040,929 2,204,717 2,381,256 8.0%
Repairs&Maintenance 929,613 832,583 1,046,183 1,040,541 -0.5%
Miscellaneous 1,171,510 1,304,030 1,193,372 1,371,135 14.9%
Intergovernmental Services 2,265,018 2,677,399 2,689,687 4,057,841 50.9%
Capital 97,419 63,188 861,229 482,249 -44.0%
1P Interfund Payments for Services 11,431 2,984,422 3,279,277 7,217,601 120.1%
1r. Transfer Out 3,809,291 272,000 424,656 450,723 6.1%
TOTAL COMMITTED EXPENDITURES 68,528,600 69,792,447 78,063,294 90,822,783 16.3%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 68,528,600 69,792,447 78,063,294 90,822,783 16.3%
Fund Balance,January 1' 9,378,498 8,917,763 10,632,449 16,486,966 55.1%
' Total New Revenue 68,067,865 71,507,133 76,435,740 90,046,254 17.8%
Total Committed Expenditures (68,528,600) (69,792,447) (78,063,294) (90,822,783) 16.3%
Fund Balance Plus Reserves 8,917,763 10,632,449 9,004,895 15,710,437 74.5%
' Reserve: IPAC 0 0 0 50,000 100.0%
Reserve: Housing Initiative 0 0 0 200,000 100.0%
Reserve: BBQ 0 0 0 10,000 100.0%
Operating Reserves 5,750,939 4,709,559 7,567,914 8,190,664 8.2%
Undesignated Fund Balance, December 31 3,166,824 5,922,890 1,436,981 7,259,773 405.2%
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-7
Fund 000, General Fund '
The General Fund is the primary operating fund of the City of Renton. 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 sources of revenue are property
taxes, utility taxes and sales taxes. Licenses and Permits, Charges for services, and Fines
and Forfeits provide additional support. (Continued on the following page.)
Budget by Fund
7-S
Fund 000, General Fund (Continued from the previous page)
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Property Taxes 10,255,238 9,635,398 11,567,495 13,895,633 20.1%
Retail Sales and Use Taxes 18,278,593 19,984,011 21,198,335 24,108,124 13.7%
Excise Taxes 105,579 84,706 85,977 2,897,137 3269.7%
Other Taxes 9,187,370 8,978,644 9,476,525 10,441,180 10.2%
Business Licenses and Permits 520,531 675,104 669,984 746,000 11.3%
Other Licenses and Permits 2,498,090 2,447,711 3,043,414 3,055,075 0.4%
Federal/State Grants 259,910 360,327 61,200 83,200 35.9%
Other Intergovernmental Revenues 2,153,727 2,195,151 2,277,981 2,777,620 21.9%
Charges for Goods and Services 4,736,362 4,078,509 3,581,878 4,310,018 20.3%
Fines and Forfeits 672,071 874,301 961,400 1,542,800 60.5%
Interest and Other Earnings 622,031 630,654 809,500 937,700 15.8%
Rents, Leases, and Concessions 39,649 37,438 51,300 51,300 0.0%
Other Miscellaneous Revenues 138,144 261,287 133,800 175,700 31.3%
Other Financing Sources 37,047 1,424 86,500 0 -100.0%
TOTAL NEW REVENUE 49,504,342 50,244,665 54,005,289 65,021,487 20.4%
Use of Prior Yr Revenue 0 0 1,423,324 387,493 -72.8%
TOTAL RESOURCES 49,504,342 50,244,665 55,428,613 65,408,980 18.0%
EXPENDITURES:
Regular Salaries 25,723,424 25,726,344 28,182,252 32,945,584 16.9%
Overtime 1,741,763 1,946,938 1,951,578 2,041,180 4.6%
Personnel Benefits 7,873,103 8,573,989 10,978,125 13,075,085 19.1%
Part Time Salaries and Benefits 282,488 335,721 155,388 225,455 45.1%
Supplies/Small Tools and Equipment 904,036 931,159 811,890 993,845 22.4%
Professional Services 3,166,322 3,041,391 3,494,391 4,164,483 19.2%
I Communication 390,936 78,031 84,479 93,313 10.5%
Travel/Training 153,981 195,048 238,698 271,228 13.6%
Advertising 112,292 92,476 50,472 53,981 7.0%
Operating Rentals 1,333,770 1,332,661 1,828,878 265,876 -85.5%
Insurance 1,564,200 1,564,200 1,074,846 1,074,846 0.0%
Utilities 11,374 12,987 14,000 14,280 2.0%
' Repairs&Maintenance 224,331 211,408 239,164 228,746 -4.4%
Miscellaneous 617,645 688,312 652,414 799,877 22.6%
Intergovernmental Services 2,265,018 2,677,399 2,689,687 3,757,841 39.7%
Capital 17,363 15,017 845,229 466,249 -44.8%
Interfund Payments for Services 0 1,974,817 2,137,122 4,521,388 111.6%
Transfer Out 2,881,916 272,000 0 415,723 100.0%
TOTAL COMMITTED EXPENDITURES 49,263,962 49,669,898 55,428,613 65,408,980 18.0%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 49,263,962 49,669,898 55,428,613 65,408,980 18.0%
Fund Balance,January 1 6,682,351 6,922,731 7,497,498 12,927,937 72.4%
Total New Revenue 49,504,342 50,244,665 54,005,289 65,021,487 20.4%
Total Committed Expenditures (49,263,962) (49,669,898) (55,428,613) (65,408,980) 18.0%
Fund Balance Plus Reserves 6,922,731 7,497,498 6,074,174 12,540,444 106.5%
jP Reserve: IPAC 0 0 0 50,000 100.0%
Reserve: Housing Initiative 0 0 0 200,000 100.0%
Reserve: BBQ 0 0 0 10,000 100.0%
Operating Reserves 4,409,887 3,126,084 5,761,527 5,912,286 2.6%
Undesignated Fund Balance, December 31 2,512,844 4,371,414 312,647 6,368,158 1936.9%
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-9
Fund 001, Community Services Fund (Previously Fund 101,Parks Fund) ,
The Community Services 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 program budget and staffing. In 2007 Fund 101, Park
Fund was changed to Fund 001, Community Services Fund.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Property Taxes 5,135,400 5,976,977 6,387,094 7,079,205 10.8%
Other Taxes 3,020,807 3,459,615 3,619,617 4,319,747 19.3%
Federal/State Grants 1,848 0 0 0 N/A ,
Other Intergovernmental Revenues 0 11,085 7,000 7,000 0.0%
Charges for Goods and Services 1,487,189 1,606,644 1,642,579 1,771,250 7.8%
Interest and Other Earnings 41,599 40,524 36,700 36,700 0.0%
Rents, Leases, and Concessions 527,328 613,330 588,000 630,500 7.2%
Other Miscellaneous Revenues 85,358 37,471 47,400 57,600 21.5%
Other Financing Sources 0 0 137,086 0 -100.0%
TOTAL NEW REVENUE 10,299,529 11,745,646 12,465,476 13,902,002 11.5%
r
Use of Prior Yr Revenue 0 0 126,664 111,779 -11.8%
TOTAL RESOURCES 10,299,529 11,745,646 12,592,140 14,013,781 11.3%
EXPENDITURES: ..
Regular Salaries 3,915,271 3,981,574 4,505,238 4,759,052 5.6%
Overtime 43,554 49,178 42,752 43,002 0.6%
Personnel Benefits 1,161,529 1,219,268 1,545,171 1,877,451 21.5%
Part Time Salaries and Benefits 1,885,931 1,917,451 1,940,152 2,062,092 6.3%
Supplies/Small Tools and Equipment 587,079 615,254 592,132 644,721 8.9%
Professional Services 94,790 135,105 177,700 508,035 185.9%
Communication 18,858 17,038 18,900 18,300 -3.2% s
Travel/Training 34,325 36,462 37,440 39,404 5.2%
Advertising 6,203 4,787 4,500 4,500 0.0%
Operating Rentals 490,063 506,675 542,236 15,886 -97.1%
Utilities 1,095,750 1,194,228 1,247,868 1,218,876 -2.3%
Repairs&Maintenance 626,861 590,966 725,294 724,970 0.0% ,
Miscellaneous 533,285 596,438 520,058 551,433 6.0%
Intergovernmental Services 0 0 0 175,000 100.0%
Capital 0 (206) 0 0 N/A
Interfund Payments for Services 0 568,918 555,613 1,336,059 140.5%
Transfer out 84,787 0 137,086 35,000 -74.5%
TOTAL COMMITTED EXPENDITURES 10,578,286 11,433,136 12,592,140 14,013,781 11.3%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 10,578,286 11,433,136 12,592,140 14,013,781 11.3%
Fund Balance,January 1 953,155 674,398 986,908 1,324,714 34.2% ,
Total New Revenue 10,299,529 11,745,646 12,465,476 13,902,002 11.5%
Total Committed Expenditures (10,578,286) (11,433,136) (12,592,140) (14,013,781) 11.3%
Fund Balance Plus Reserves 674,398 986,908 860,244 1,212,935 41.0%
Operating Reserves 674,398 914,651 860,244 1,212,935 41.0%
Undesignated Fund Balance, December 31 0 72,257 0 0 N/A
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-10
Fund 003,Street Fund (Previously Fund 103)
The Street Fund revenue comes from general tax sources such as property taxes, and gas utility
taxes providing 67 percent of 2008 funding. Street fuel taxes, a state shared revenue source,
provides 16 percent of 2008 financing. The balance, or 17 percent, comes from interfund
,. revenue, investment interest, permits, and use prior year revenue. There are two divisions of the
Planning/Building/Public Works Department in this fund: Transportation Systems (003/016)
and Street Maintenance Services (003/019).
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Property Taxes 3,221,000 3,676,380 3,593,371 3,780,253 5.2%
Retail Sales and Use Taxes 234,341 365,078 273,464 331,577 21.3%
Other Taxes 1,058,392 1,281,410 1,413,115 1,638,414 15.9%
Other Licenses and Permits 27,357 39,639 26,300 203,975 675.6%
Other Intergovernmental Revenues 807,267 825,208 838,154 1,326,620 58.3%
Charges for Goods and Services 1,067,217 1,056,869 1,172,475 1,181,560 0.8%
Interest and Other Earnings 24,846 55,010 24,400 50,000 104.9%
Other Miscellaneous Revenues 426 (504) 7,000 7,000 0.0%
Other Financing Sources 0 13,100 39,074 0 -100.0%
TOTAL NEW REVENUE 6,440,846 7,312,190 7,387,353 8,519,399 15.3%
Use of Prior Yr Revenue 0 0 0 186,257 100.0%
TOTAL RESOURCES 6,440,846 7,312,190 7,387,353 8,705,656 17.8%
EXPENDITURES:
Regular Salaries 3,014,103 3,044,050 3,430,580 3,855,540 12.4%
Overtime 73,393 101,215 66,100 76,329 15.5%
Personnel Benefits 908,661 963,008 1,239,068 1,657,902 33.8%
Part Time Salaries and Benefits 79,463 169,048 105,900 107,015 1.1%
Supplies/Small Tools and Equipment 274,694 413,874 395,795 509,295 28.7%
Professional Services 38,290 40,697 66,700 87,556 31.3%
Communication 8,308 11,233 11,900 11,900 0.0%
Travel/Training 37,241 40,956 50,872 51,272 0.8%
Operating Rentals 687,818 724,009 726,100 10,100 -98.6%
Utilities 818,907 833,714 942,599 1,148,100 21.8%
Repairs&Maintenance 33,965 29,745 50,800 55,900 10.0%
Miscellaneous 14,530 17,253 16,700 16,300 -2.4%
Capital 0 0 10,000 10,000 0.0%
Interfund Payments for Services 11,431 209,105 235,165 1,108,447 371.3%
Transfer out 322,576 0 39,074 0 -100.0%
TOTAL COMMITTED EXPENDITURES 6,323,380 6,597,907 7,387,353 8,705,656 17.8%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 6,323,380 6,597,907 7,387,353 8,705,656 17.8%
Fund Balance,January 1' 828,172 945,638 1,659,921 1,707,714 2.9%
Total New Revenue 6,440,846 7,312,190 7,387,353 8,519,399 15.3%
Total Committed Expenditures (6,323,380) (6,597,907) (7,387,353) (8,705,656) 17.8%
Fund Balance Plus Reserves 945,638 1,659,921 1,659,921 1,521,457 -8.3%
Operating Reserves 505,870 527,833 738,735 870,566 17.8%
Undesignated Fund Balance, December 31 439,768 1,132,088 921,186 650,891 -29.3%
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-11
Fund 004, Community Development Block Grant Fund (Previously Fund 104)
In 2005, Fund 004 Community Development Block Grant Fund was created and Fund 104
was eliminated. The CDBG fund collects and disburses Community Development grant
monies. Current agencies include Children's Home Soceity of Washington, Renton
Communities in Schools, Emergency Feeding Program of Seattle & King County, City of
Renton Housing Repair program, Planning and Administration program and Institute of
Family development. Please refer to Fund 104 Community Development Block Grant Fund
prior to 2005.
2005 2006 2007 2008 Change '
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Federal/State Grants 214,095 333,471 280,914 419,700 49.4%
Interest and Other Earnings 1,987 (1,152) 0 0 N/A
TOTAL NEW REVENUE 216,082 332,319 280,914 419,700 49.4%
Use of Prior Yr Revenue 0 0 0 0 N/A
TOTAL RESOURCES 216,082 332,319 280,914 419,700 49.4%
EXPENDITURES:
Regular Salaries 92,625 145,971 147,123 189,370 28.7910
Overtime 0 44 1,000 1,000 0.0%
Personnel Benefits 20,686 43,047 49,040 93,532 90.7%
Part Time Salaries and Benefits 573 419 0 0 N/A
Supplies/Small Tools and Equipment 6,013 8,417 13,777 14,695 6.7910
Professional Services 108,461 69,585 66,399 120,003 80.7910 ,
Communication 761 119 500 500 0.0%
Travel/Training 0 0 1,000 0 -100.0%
Operating Rentals 539 0 400 0 -100.0%
Utilities 0 0 250 0 -100.0%
Repairs&Maintenance 0 0 125 125 0.0% ar
Miscellaneous 0 0 1,300 475 -63.5%
Capital 80,056 48,377 0 0 N/A
TOTAL COMMITTED EXPENDITURES 309,714 315,979 280,914 419,700 49.4% ..
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 309,714 315,979 280,914 419,700 49.4%
Fund Balance,January 1' 28,634 (64,998) (48,658) 45,471 -193.4%
Total New Revenue 216,082 332,319 280,914 419,700 49.4%
Total Committed Expenditures (309,714) (315,979) (280,914) (419,700) 49.4%
Designated Fund Balance, December 31 (64,998) (48,658) (48,658) 45,471 -193.4%
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
1
Budget by Fund '
7-12
Fund 006, Library & Museum Fund (Previously Fund 106)
The Library and Museum 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 2008, 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 and Museum fund program budget and staffing.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Property Taxes 1,455,200 1,768,712 2,008,112 2,111,266 5.1%
Charges for Goods and Services 7,477 5,948 6,400 6,400 0.0%
Fines and Forfeits 48,241 45,866 42,200 42,200 0.0%
Interest and Other Earnings 14,758 9,460 2,400 2,400 0.0%
Other Miscellaneous Revenues 7,749 13,885 2,900 2,900 0.0%
TOTAL NEW REVENUE 1,533,425 1,843,871 2,062,012 2,165,166 5.0%
Use of Prior Yr Revenue 0 0 12,066 72,000 496.7910
TOTAL RESOURCES 1,533,425 1,843,871 2,074,078 2,237,166 7.9%
EXPENDITURES:
Regular Salaries 717,981 769,659 866,356 902,866 4.2%
Overtime 4,696 14,630 28,940 28,940 0.0%
Personnel Benefits 205,415 208,535 276,409 294,878 6.7910
Part Time Salaries and Benefits 228,241 219,789 201,921 229,134 13.5%
Supplies/Small Tools and Equipment 237,674 237,021 245,025 300,238 22.5%
Professional Services 82,939 73,672 54,150 54,150 0.0%
Travel/Training 5,794 5,023 9,600 9,803 2.1%
Operating Rentals 0 0 600 600 0.0%
Repairs&Maintenance 1,003 464 30,800 30,800 0.0%
Miscellaneous 6,050 2,027 2,900 3,050 5.2%
Intergovernmental Services 0 0 0 125,000 100.0%
Capital 0 0 6,000 6,000 0.0%
Interfund Payments for Services 0 231,582 351,377 251,707 -28.4%
Transfer out 520,012 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 2,009,805 1,762,402 2,074,078 2,237,166 7.9%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 2,009,805 1,762,402 2,074,078 2,237,166 7.9%
Fund Balance,January 1' 639,588 163,208 244,677 266,877 9.1%
Total New Revenue 1,533,425 1,843,871 2,062,012 2,165,166 5.0%
Total Committed Expenditures (2,009,805) (1,762,402) (2,074,078) (2,237,166) 7.9%
Fund Balance Plus Reserves 163,208 244,677 232,611 194,877 -16.2%
Operating Reserves 160,784 140,992 207,408 194,877 -6.0%
Undesignated Fund Balance, December 31 2,424 103,685 25,203 0 -100.0%
Note: "Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-13
1
Fund 007, Parking Garage Maintenance Fund
This fund was created in 2003. The purpose of the fund was to pay for the operational and
maintenance costs of the downtown parking garage in 2004 and 2005. In 2006, the Revenue '
and the Expenditure budget for Fund 007 has been moved to Fund 306. In 2007, this fund
was closed. The fund balance transfered to General Fund 000.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Rents, Leases, and Concessions 14,822 0 0 0 N/A
TOTAL NEW REVENUE 14,822 0 0 0 N/A
Use of Prior Yr Revenue 0 0 86,500 0 -100.0%
TOTAL RESOURCES 14,822 0 86,500 0 -100.0%
EXPENDITURES:
Repairs&Maintenance 43,453 0 0 0 N/A
Transfer out 0 0 86,500 0 -100.0%
TOTAL COMMITTED EXPENDITURES 43,453 0 86,500 0 -100.0%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 43,453 0 86,500 0 -100.0%
Fund Balance,January 1 114,756 86,125 86,125 0 -100.0%
Total New Revenue 14,822 0 0 0 N/A
Total Committed Expenditures (43,453) 0 (86,500) 0 -100.0%
Fund Balance Plus Reserves 86,125 86,125 (375) 0 -100.0%
Designated Fund Balance 86,125 86,125 (375) 0 -100.0%
Undesignated Fund Balance, December 31 0 0 0 0 N/A
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
nr
Budget by Fund
7-14 r
Fund 010, Fire Memorial Fund
�. This fund was created in 2004. The fund was created to accept donations from citizens for
Fire and Emergency Services related purposes.
., 2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Other Miscellaneous Revenues 4,630 4,385 0 0 N/A
TOTAL NEW REVENUE 4,630 4,385 0 0 N/A
Use of Prior Yr Revenue 0 0 29,200 15,000 -48.6%
TOTAL RESOURCES 4,630 4,385 29,200 15,000 -48.6%
EXPENDITURES:
Supplies/Small Tools and Equipment 0 11,408 29,200 15,000 -48.6%
Professional Services 0 165 0 0 N/A
TOTAL COMMITTED EXPENDITURES 0 11,573 29,200 15,000 -48.6%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 0 11,573 29,200 15,000 -48.6%
Fund Balance,January 1' 31,153 35,783 28,595 24,297 -15.0%
Total New Revenue 4,630 4,385 0 0 N/A
Total Committed Expenditures 0 (11,573) (29,200) (15,000) -48.6%
Fund Balance Plus Reserves 35,783 28,595 (605) 9,297 -1636.791.
Designated Fund Balance 35,783 28,595 (605) 9,297 -1636.7%
Undesignated Fund Balance, December 31 0 0 0 0 N/A
LNote: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
1
1
1
1
1
Budget by Fund
7-15
..
Fund 011,Fire Health and Wellness Fund
Fund 011 was created in 2006 for the purpose of identifying Fire and Emergency Services
Department health and wellness related activies.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Other Miscellaneous Revenues 0 16,940 18,500 18,500 0.0%
TOTAL NEW REVENUE 0 16,940 18,500 18,500 0.0%
Use of Prior Yr Revenue 0 0 4,000 4,000 0.0%
TOTAL RESOURCES 0 16,940 22,500 22,500 0.0%
EXPENDITURES: '
Overtime 0 1,552 6,000 6,000 0.0%
Supplies/Small Tools and Equipment 0 0 2,000 2,000 0.0%
Travel/Training 0 0 14,500 14,500 0.0%
TOTAL COMMITTED EXPENDITURES 0 1,552 22,500 22,500 0.0%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 0 1,552 22,500 22,500 0.0%
Fund Balance,January 1* 0 0 15,388 19,656 27.7910 r
Total New Revenue 0 16,940 18,500 18,500 0.0%
Total Committed Expenditures 0 (1,552) (22,500) (22,500) 0.0%
Fund Balance Plus Reserves 0 15,388 11,388 15,656 375%
Designated Fund Balance 0 15,388 11,388 15,656 37.5%
Undesignated Fund Balance, December 31 0 0 0 0 N/A
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
1
1 '
Budget by Fund
7-16
Fund 031,Park Memorial Fund (Previously Fund 131)
This fund was created in 2001. The fund was created to accept all gifts for park and
recreation purposes. In 2007, the fund number was changed from Fund 131 to Fund 031.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Interest and Other Earnings 4,189 7,117 4,200 0 -100.0%
Other Miscellaneous Revenues 50,000 0 50,000 0 -100.0%
Other Financing Sources 0 0 161,996 0 -100.0%
TOTAL NEW REVENUE 54,189 7,117 216,196 0 -100.0%
Use of Prior Yr Revenue 0 0 0 0 N/A
TOTAL RESOURCES 54,189 7,117 216,196 0 -100.0%
EXPENDITURES:
Transfer out 0 0 161,996 0 -100.0%
TOTAL COMMITTED EXPENDITURES 0 0 161,996 0 -100.0%
Increase to Reserves 0 0 54,200 0 -100.0%
TOTAL EXPENDITURES 0 0 216,196 0 -100.0%
Fund Balance,January 1' 100,690 154,879 161,996 170,300 5.1%
Total New Revenue 54,189 7,117 216,196 0 -100.0%
Total Committed Expenditures 0 0 (161,996) 0 -100.0%
Designated Fund Balance 154,879 161,996 216,196 170,300 -21.2%
Undesignated Fund Balance, December 31 0 0 0 0 N/A
LNote: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
I
Budget by Fund
7-17
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 ,
projects using either City forces or contractors, and provides the capability of matching LID
participation and outside agency grants.
2005 2006 2007 2008 Change
Item Actual Actual Adi Bdgt Budget 07/08
REVENUE:
Other Intergovernmental Revenues 378,346 501,096 562,500 580,000 3.1%
Interest and Other Earnings 9,572 21,374 2,500 5,000 100.0%
TOTAL NEW REVENUE 387,918 522,470 565,000 585,000 3.5%
Use of Prior Year Revenue 0 0 0 0 N/A
TOTAL RESOURCES 387,918 522,470 565,000 585,000 3.5%
EXPENDITURES:
Intergovernmental Services 353,500 440,000 565,000 585,000 3.5%
TOTAL COMMITTED EXPENDITURES 353,500 440,000 565,000 585,000 3.5%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 353,500 440,000 565,000 585,000 3.5%
Fund Balance,January 1' 204,419 238,837 321,307 476,327 48.2%
Total New Revenue 387,918 522,470 565,000 585,000 3.5%
Total Committed Expenditures (353,500) (440,000) (565,000) (585,000) 3.5%
Designated Fund Balance 238,837 321,307 321,307 476,327 48.2%
Undesignated Fund Balance, December 31 0 0 0 0 N/A
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund '
7-18
Fund 108, Leased City Properties (Previously Fund 306)
Beginning in 1999, Fund 306 was created for the purpose of identifying Leased City
Properties revenue and expenditures. In 2007, the fund number was changed from Fund 306
to Fund 108.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Retail Sales and Use Taxes 0 0 0 84,564 100.0%
Interest and Other Earnings 12,936 12,323 0 0 N/A
Rents, Leases and Concessions 172,030 427,783 960,899 1,153,139 20.0%
Other Financing Sources 0 0 406,988 0 -100.0%
TOTAL NEW REVENUE 184,966 440,106 1,367,887 1,237,703 -9.5%
Use of Prior Yr Revenue 0 0 96,854 0 -100.0%
TOTAL RESOURCES 184,966 440,106 1,464,741 1,237,703 -15.5%
EXPENDITURES:
Regular Salaries 62,376 66,240 69,551 179,737 158.4%
Overtime 263 85 0 0 N/A
Personnel Benefits 14,804 16,311 19,348 68,090 251.9%
Supplies/Small Tools and Equipment 0 0 0 5,000 100.0%
Professional Services 95,410 7,155 576,206 359,425 -37.6%
Utilities 0 155,144 920 1,012 10.0%
Repairs&Maintenance 12,634 195,850 147,572 147,572 0.0%
Capital 75,192 0 116,956 0 -100.0%
Debt Service 19,200 25,200 7,200 0 -100.0%
Transfer out 200,000 180,000 526,988 386,000 -26.8%
TOTAL COMMITTED EXPENDITURES 479,879 645,985 1,464,741 1,146,836 -21.7910
Increase to Reserves 0 0 0 90,867 100.0%
TOTAL EXPENDITURES 479,879 645,985 1,464,741 1,237,703 -15.5%
Fund Balance,January 1' 651,675 356,762 150,883 1,155,934 666.1%
Total New Revenue 184,966 440,106 1,367,887 1,237,703 -9.5%
Total Committed Expenditures (479,879) (645,985) (1,464,741) (1,146,836) -21.7910
r Designated Fund Balance 356,762 150,883 54,029 1,246,801 2207.6%
Undesignated Fund Balance, December 31 0 0 0 0 N/A
Note: "Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
j
t
' Budget by Fund
7-19
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.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Retail Sales&Use Tax 179,977 218,012 220,000 232,000 5.5%
Interest and Other Earnings 7,433 13,162 10,000 10,000 0.0%
Other Miscellaneous Revenues 70,000 65,000 65,000 65,000 0.0%
TOTAL NEW REVENUE 257,410 296,175 295,000 307,000 4.1%
Use of Prior Yr Revenue 0 0 0 0 N/A
TOTAL RESOURCES 257,410 296,175 295,000 307,000 4.1%
w
EXPENDITURES:
Professional Services 236,000 296,305 280,000 267,000 -4.6%
TOTAL COMMITTED EXPENDITURES 236,000 296,305 280,000 267,000 -4.6% .,
Increase to Reserves 0 0 0 40,000 100.0%
TOTAL EXPENDITURES 236,000 296,305 280,000 307,000 9.6%
Fund Balance,January 1" 254,848 276,258 276,128 348,016 26.0% `W
Total New Revenue 257,410 296,175 295,000 307,000 4.1%
Total Committed Expenditures (236,000) (296,305) (280,000) (267,000) -4.6%
Designated Fund Balance 276,258 276,128 291,128 388,016 33.3%
Undesignated Fund Balance, December 31 0 0 0 0 N/A
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
i
L
i
i
i
1
Budget by Fund
7-20
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 accommodating, establishing, and maintaining certain paths and trails.
Accumulated funds must be used within a ten-year period.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Investment Interest 78 123 0 0 N/A
TOTAL NEW REVENUE 78 123 0 0 N/A
Use of Prior Yr Revenue 0 0 0 0 N/A
TOTAL RESOURCES 78 123 0 0 N/A
EXPENDITURES:
TOTAL COMMITTED EXPENDITURES 0 0 0 0 N/A
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 0 0 N/A
Fund Balance,January 1' 2,826 2,904 3,028 3,183 5.1%
Total New Revenue 78 123 0 0 N/A
Total Committed Expenditures 0 0 0 0 N/A
Designated Fund Balance 2,904 3,028 3,028 3,183 5.1%
Undesignated Fund Balance, December 31 0 0 0 0 N/A
Note: "Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
t
1
Budget by Fund
7-21
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.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Interest&Other Earnings 2,559 2,897 0 0 N/A
Other Financing Sources 15,669 17,505 60,000 77,505 29.2%
TOTAL NEW REVENUE 18,228 20,402 60,000 77,505 29.2%
Use of Prior Yr Revenue 0 0 24,560 0 -100.0% '
TOTAL RESOURCES 18,228 20,402 84,560 77,505 -8.3%
EXPENDITURES:
Capital 23,000 35,440 0 0 N/A
Transfer Out 425 0 84,560 77,505 -8.3%
Transfer Out Fund 316 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 23,425 35,440 84,560 77,505 -8.3%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 23,425 35,440 84,560 77,505 -8.3%
Fund Balance,January 1' 98,548 93,351 78,314 121,357 55.0%
Total New Revenue 18,228 20,402 60,000 77,505 29.2%
Total Committed Expenditures (23,425) (35,440) (84,560) (77,505) -8.3%
Designated Fund Balance 93,351 78,314 53,754 121,357 125.8%
Undesignated Fund Balance, December 31 0 0 0 0 N/A
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
rtll.
Budget by Fund '
7-22
Fund 127, Cable Communications Development Fund
.. 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 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 the City. This included major
r
private and public capital projects and highlights of major City sponsored events.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
■rr Other Taxes 0 70,000 35,000 35,000 0.0%
Interest&Other Earnings 5,090 3,162 2,400 2,400 0.0%
Other Miscellaneous Revenue 3,000 0 1,500 1,500 0.0%
TOTAL NEW REVENUE 8,090 73,162 38,900 38,900 0.0%
Use of Prior Yr Revenue 0 0 138,148 35,878 -74.0%
TOTAL RESOURCES 8,090 73,162 177,048 74,778 -57.8%
EXPENDITURES:
Supplies/Small Tools and Equipment 2,063 2,383 5,800 6,178 6.5%
' Professional Services 23,520 41,521 163,248 60,100 -63.2°/
Repairs and Maintenance 6,256 3,383 8,000 8,500 6.3%
Capital 0 12,215 0 0 N/A
TOTAL COMMITTED EXPENDITURES 31,839 59,502 177,048 74,778 -57.8%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 31,839 59,502 177,048 74,778 -57.8%
' Fund Balance,January 1' 205,438 181,689 195,349 63,778 -67.4%
Total New Revenue 8,090 73,162 38,900 38,900 0.0%
Total Committed Expenditures (31,839) (59,502) (177,048) (74,778) -57.8%
Designated Fund Balance 181,689 195,349 57,201 27,900 -51.2%
Undesignated Fund Balance, December 31 0 0 0 0 N/A
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
t
Budget by Fund
7-23
Fund 135, Springbrook Wetlands Bank ,
Per Ordinance 5269,in 2007, a new fund was created Fund 135, Springbrook Wetlands
Bank Fund. The purpose of the fund is to provide accounting for the Springbrook Creek
Wetland and Habitat Mitigation Bank project. The Fund will receive revenue by selling '
Wetland credits to the third parties and to the City's internal departments. The revenue
received will pay for managing the wetlands.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08 '
REVENUE:
TOTAL NEW REVENUE 0 0 0 0 N/A
Use of Prior Yr Revenue 0 0 0 0 N/A
TOTAL RESOURCES 0 0 0 0 N/A
EXPENDITURES:
TOTAL COMMITTED EXPENDITURES 0 0 0 0 N/A
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 0 0 N/A
Fund Balance,January 1' 0 0 0 448,000 100.0%
Total New Revenue 0 0 0 0 N/A
Total Committed Expenditures 0 0 0 0 N/A
Designated Fund Balance 0 0 0 448,000 100.0%
Undesignated Fund Balance, December 31 0 0 0 0 N/A
Note: *Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-24
Funds 201/207/215,Limited Tax General Obligation Bonds 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 and expenditures.
Fund 201 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 fund (215) maintains the revenue and expenditures associated
with various issues including but not limited to 1997 refunding issue of$2.25 million that
o refunded five separate LTGO issues; 1998 Certificates of Participation for lighting
improvements at City Hall; 2001 issue for the downtown parking garage; 2002 issue for a
new fire station; and 2006 issue for South Lake Washington and Strander infrastructure
improvements. For more detail on any of these debt issues, see the separately
published City of Renton Debt Manual. The outstanding balance forall limited tax general
.. obligation debt as of January 1, 2008 is$43,032,551.
2005 2006 2007 2008 Change
�r Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Property Tax 1,043,100 1,007,253 90,820 1,518,600 1572.1%
Excise Tax 1,266,885 1,250,000 2,350,000 2,350,000 0.0%
Interest&Other Earnings 76,039 119,860 150 100,800 67100.0%
Other Financing Sources 300,000 525,000 1,898,688 300,000 -84.2%
TOTAL NEW REVENUE 2,686,024 2,902,113 4,339,658 4,269,400 -1.6%
Use of Prior Year Revenue 0 0 1,731,450 0 -100.0%
TOTAL RESOURCES 2,686,024 2,902,113 6,071,108 4,269,400 -29.7%
�r
EXPENDITURES:
Debt Service 2,545,320 2,751,849 3,757,000 4,269,400 13.6%
Transfer Out 0 0 2,314,108 0 -100.0%
TOTAL COMMITTED EXPENDITURES 2,545,320 2,751,849 6,071,108 4,269,400 -29.7%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 2,545,320 2,751,849 6,071,108 4,269,400 -29.79,o'
Fund Balance,January 1` 1,690,041 1,830,745 1,981,008 774,772 -60.9%
Total New Revenue 2,686,024 2,902,113 4,339,658 4,269,400 -1.6%
_ Total Committed Expenditures (2,545,320) (2,751,849) (6,071,108) (4,269,400) -29.71
Fund Balance Plus Reserves 1,830,745 1,981,008 249,557 774,772 210.5%
Debt Service Reserves 785,000 785,000 245,881 755,848 207.4%
Undesignated Fund Balance, December 31 1,045,745 1,196,007 3,676 18,924 414.7%
low Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
r
i
Budget by Fund
7-25
Fund 201,Limited Tax General Obligation Bond Fund (City Hall)
Fund 201 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. '
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08 '
REVENUE:
Property Tax 654,300 986,253 90,820 868,600 856.4%
Excise Tax 0 0 1,100,000 1,100,000 0.0% ,
Interest&Other Earnings 2,046 8,954 0 20,000 100.0%
Other Financing Sources 0 0 784,580 0 -100.0%
TOTAL NEW REVENUE 656,346 995,207 1,975,400 1,988,600 0.7% ,
Use of Prior Year Revenue 0 0 0 0 N/A
TOTAL RESOURCES 656,346 995,207 1,975,400 1,988,600 0.7010
EXPENDITURES:
Debt Service 651,856 987,461 1,975,400 1,988,600 0.7%
TOTAL COMMITTED EXPENDITURES 651,856 987,461 1,975,400 1,988,600 0.7910
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 651,856 987,461 1,975,400 1,988,600 0.7% .�
Fund Balance,January 1* 15,806 20,296 28,042 18,924 -32.5%
Total New Revenue 656,346 995,207 1,975,400 1,988,600 0.7%
Total Committed Expenditures (651,856) (987,461) (1,975,400) (1,988,600) 0.7%
Fund Balance Plus Reserves 20,296 28,042 28,042 18,924 -32.5%
Debt Service Reserves 0 0 0 0 N/A
Undesignated Fund Balance, December 31 20,296 28,042 28,042 18,924 -32.5%
Note: `Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
i
Budget by Fund
7-26
Fund 207,Limited Tax General Obligation Bond Fund (Senior Center)
•• 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 the Renton Senior Activity Center was 2.89 percent. The first annual principal
and interest payment was paid December 2003. By the end of 2006, the debt was paid off. In
2007, this fund was closed and the fund balance transferred to Fund 215.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Property Tax 35,900 21,000 0 0 N/A
Interest&Other Earnings 686 1,168 0 0 N/A
TOTAL NEW REVENUE 36,586 22,168 0 0 N/A
Use of Prior Year Revenue 0 0 29,528 0 -100.0%
TOTAL RESOURCES 36,586 22,168 29,528 0 -100.0%
r
EXPENDITURES:
Debt Service 35,411 20,961 0 0 N/A
Transfer Out 0 0 29,528 0 -100.0%
r TOTAL COMMITTED EXPENDITURES 35,411 20,961 29,528 0 -100.0%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 35,411 20,961 29,528 0 -100.0%
re
Fund Balance,January 1 27,030 28,205 0 0 N/A
Total New Revenue 36,586 22,168 0 0 N/A
Total Committed Expenditures (35,411) (20,961) (29,528) 0 -100.0%
Fund Balance Plus Reserves 28,205 29,412 (29,528) 0 -100.0%
Debt Service Reserves 0 0 0 0 N/A
Undesignated Fund Balance, December 31 28,205 29,412 (29,528) 0 -100.0%
t
Budget by Fund
7-27
Fund 215, General Governmental Miscellaneous Debt Service Fund
Fund 215 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, the lighting project for City Hall and the South Lake Washington
Infrastructure Project. For more detail on this debt issue, see the separately published City of
Renton Debt Manual.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Property Tax 352,900 0 0 650,000 100.0%
Excise Tax 1,266,885 1,250,000 1,250,000 1,250,000 0.0%
Interest&Other Earnings 73,307 109,738 24,400 80,800 231.1%
Other Financing Sources 300,000 525,000 1,114,108 300,000 -73.1%
TOTAL NEW REVENUE 1,993,092 1,884,738 2,388,508 2,280,800 -4.5%
Use of Prior Year Revenue 0 0 1,677,672 0 N/A
TOTAL RESOURCES 1,993,092 1,884,738 4,066,180 2,280,800 -43.9%
EXPENDITURES:
Debt Service 1,858,053 1,743,427 1,781,600 2,280,800 28.0%
Transfer Out 0 0 2,284,580 0 -100.0%
TOTAL COMMITTED EXPENDITURES 1,858,053 1,743,427 4,066,180 2,280,800 -43.9%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 1,858,053 1,743,427 4,066,180 2,280,800 -43.9%
Fund Balance,January 1' 1,647,203 1,782,242 1,923,553 755,848 -60.7% .e
Total New Revenue 1,993,092 1,884,738 2,388,508 2,280,800 -4.5%
Total Committed Expenditures (1,858,053) (1,743,427) (4,066,180) (2,280,800) -43.9%
Fund Balance Plus Reserve 1,782,242 1,923,553 245,881 755,848 207.4%
e,.
Debt Service Reserves 753,000 785,000 245,881 755,848 207.4%
Undesignated Fund Balance, December 31 1,029,242 1,138,553 0 0 -100.0%
Note: `Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-28
r
Fund 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,
2008 is $985,000.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Property Taxes 508,651 507,055 516,000 550,000 6.6%
Interest&Other Earnings 10,503 17,216 5,000 5,000 0.0%
TOTAL NEW REVENUE 519,154 524,271 521,000 555,000 6.5%
Use of Prior Yr Revenue 0 0 0 0 N/A
TOTAL REVENUE 519,154 524,271 521,000 555,000 6.5%
EXPENDITURES:
Debt Service 515,780 514,998 521,000 548,750 5.3%
TOTAL COMMITTED EXPENDITURES 515,780 514,998 521,000 548,750 5.3%
I Increase for Designated Fund Balance 0 0 0 6,250 100.0%
TOTAL EXPENDITURES 515,780 514,998 521,000 555,000 6.5%
Fund Balance,January 1" 572,661 576,035 585,308 613,560 4.8%
Total New Revenue 519,154 524,271 521,000 555,000 6.5%
Total Committed Expenditures (515,780) (514,998) (521,000) (548,750) 5.3%
Designated Fund Balance 576,035 585,308 585,308 619,810 5.9%
Undesignated Fund Balance, December 31 0 0 0 0 N/A
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
i
t
1
1
Budget by Fund
7-29
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. In 2006, Ordinance# 5211,the Fund balance was transferred to
Fund 406.
2005 2006 2007 2008 Change
Item Actual Actual Adi Bdgt Budget 07/08
REVENUE: r
Interest&Other Earnings 12,060 0 0 0 N/A
Other Miscellaneous Revenues 23,340 0 0 0 N/A
TOTAL NEW REVENUE 35,400 0 0 0 N/A
Use of Prior Yr Revenue 0 0 0 0 N/A
TOTAL RESOURCES 35,400 0 0 0 N/A
EXPENDITURES:
Intergovernmental Services 9,300 0 0 0 N/A
Debt Service 1,461 0 0 0 N/A
Transfer Out 0 67,828 0 0
TOTAL COMMITTED EXPENDITURES 10,761 67,828 0 0 N/A
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 10,761 67,828 0 0 N/A
Fund Balance,January 1 43,188 67,826 0 0 N/A
Total New Revenue 35,400 0 0 0 N/A
Total Committed Expenditures (10,761) (67,828) 0 0 N/A
Designated Fund Balance 67,826 2 0 0 N/A
Undesignated Fund Balance, December 31 0 0 0 0 N/A
Budget by Fund
7-30
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 transfer from the General Fund (000) was made for
$4 million. Limited Tax General Obligation Bonds were issued in 2001 for$6 million.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Interest&Other Earnings 37,064 7,857 0 0 N/A
TOTAL NEW REVENUE 37,064 7,857 0 0 N/A
Use of Prior Yr Revenue 0 0 180,000 0 -100.0%
TOTAL RESOURCES 37,064 7,857 180,000 0 -100.0%
EXPENDITURES:
Capital 39,074 0 0 0 N/A
Transfer Out 0 0 180,000 0 -100.0%
TOTAL COMMITTED EXPENDITURES 39,074 0 180,000 0 -100.0%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 39,074 0 180,000 0 -100.0%
Fund Balance,January 1 172,992 170,982 178,839 14,802 -91.7%
Total New Revenue 37,064 7,857 0 0 N/A
Total Committed Expenditures (39,074) 0 (180,000) 0 -100.0%
Designated Fund Balance 170,982 178,839 (1,161) 14,802 -1375.3%
Undesignated Fund Balance, December 31 0 0 0 0 N/A
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-31
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 2008-2013 Capital Improvement
Program (CIP).
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08 '
REVENUE:
Charges for Goods&Services 301,236 243,714 250,000 250,000 0.0%
Interest&Other Earnings 15,883 34,160 5,000 5,000 0.0%
TOTAL NEW REVENUE 317,119 277,874 255,000 255,000 0.0%
Use of Prior Yr Revenue 0 0 456,038 0 -100.0%
TOTAL RESOURCES 317,119 277,874 711,038 255,000 -64.1% 4
EXPENDITURES:
Capital 5,696 0 0 0 N/A
Transfer out 0 0 711,038 0 -100.0%
TOTAL COMMITTED EXPENDITURES 5,696 0 711,038 0 -100.0%
Increase to Reserves 0 0 0 255,000 100.0%
TOTAL EXPENDITURES 5,696 0 711,038 255,000 -64.1
Fund Balance,January 1 300,411 611,834 889,709 1,498,187 68.4%
Total New Revenue 317,119 277,874 255,000 255,000 0.0%
Total Committed Expenditures (5,696) 0 (711,038) 0 -100.0%
Designated Fund Balance 611,834 889,709 433,671 1,753,187 304.3%
Undesignated Fund Balance, December 31 0 0 0 0 N/A
Note: "Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-32
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 farther out. Revenue is collected at the time a permit is issued. The
Designated Fund Balance is for identified projects in the 2008-2013 Capital Improvement
Program (CIP). Bonds were issued in 2002 for the completion of Fire Station 12 completed
in 2004.
2005 2006 2007 2008 Change
Item Actual Actual Adl Bdgt Budget 07/08
REVENUE:
Charges for Goods and Services 362,362 331,313 500,000 500,000 0.0%
Interest and Other Earnings 48,740 52,203 40,000 40,000 0.0%
Other Financing Sources 427,500 0 0 0. N/A
TOTAL NEW REVENUE 838,602 383,516 540,000 540,000 0.0%
Use of Prior Yr Revenue 0 0 0 0 N/A
TOTAL RESOURCES 838,602 383,516 540,000 540,000 0.0%
EXPENDITURES:
Capital (836) 0 0 0 N/A
Transfer Out 300,000 525,000 300,000 300,000 0.0%
TOTAL COMMITTED EXPENDITURES 299,164 525,000 300,000 300,000 0.0%
Increase to Reserves 0 0 240,000 240,000 0.0%
TOTAL EXPENDITURES 299,164 525,000 540,000 540,000 0.0%
Fund Balance,January 1' 742,174 1,281,612 1,140,128 2,344,288 105.6%
Total New Revenue 838,602 383,516 540,000 540,000 0.0%
Total Committed Expenditures (299,164) (525,000) (300,000) (300,000) 0.0%
Designated Fund Balance 1,281,612 1,140,128 1,380,128 2,584,288 87.2%
Undesignated Fund Balance, December 31 0 0 0 0 N/A
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
rr
7-33
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 that 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 2008-2013 Capital Improvement Program (CIP)
and the 2008-2013 Transportation Capital Improvement Program (TCIP).
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Charges for Goods and Services 522,808 546,344 500,000 700,000 40.0%
Interest and Other Earnings 92,956 168,833 100,000 50,000 -50.0%
TOTAL NEW REVENUE 615,764 715,177 600,000 750,000 25.0%
Use of Prior Yr Revenue 0 0 2,900,000 1,473,229 -49.2%
TOTAL RESOURCES 615,764 715,177 3,500,000 2,223,229 -36.5%
EXPENDITURES:
Transfer Out 955,900 965,000 3,500,000 2,223,229 -36.5%
TOTAL COMMITTED EXPENDITURES 955,900 965,000 3,500,000 2,223,229 -36.5%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 955,900 965,000 3,500,000 2,223,229 -36.5%
Fund Balance,January 1 4,196,343 3,856,207 3,606,384 4,756,974 31.9%
Total New Revenue 615,764 715,177 600,000 750,000 25.0%
Total Committed Expenditures (955,900) (965,000) (3,500,000) (2,223,229) -36.5%
Designated Fund Balance 3,856,207 3,606,384 706,384 3,283,745 364.9%
Undesignated Fund Balance, December 31 0 0 0 0 N/A
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
to
SIM
•
Budget by Fund
7-34
Fund 307,Aquatics Center
Fund 307 was created in 2002 for the purpose of identifying Aquatic Center revenue and
expenditures during construction. The Aquatic Center was completed in 2004. In 2007, the
fund has been closed, and the fund balance has been transfered to Fund 316.
2005 2006 2007 2008 Change
_ Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Interest&Other Earnings 5,620 8,410 0 0 N/A
w TOTAL NEW REVENUE 5,620 8,410 0 0 N/A
Use of Prior Yr Revenue 0 0 192,297 0 -100.0%
TOTAL RESOURCES 5,620 8,410 192,297 0 -100.0%
EXPENDITURES:
Transfer Out 0 0 192,297 0 -100.0%
TOTAL COMMITTED EXPENDITURES 0 0 192,297 0 -100.0%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 192,297 0 -100.0%
aw Fund Balance,January 1 177,390 183,010 191,420 0 -100.0%
Total New Revenue 5,620 8,410 0 0 N/A
Total Committed Expenditures 0 0 (192,297) 0 -100.0%
Designated Fund Balance 183,010 191,420 (877) 0 -100.0%
er Undesignated Fund Balance, December 3 0 0 0 0 N/A
r
Budget by Fund
7-35
Fund 316, Municipal Facilities Capital Improvement Fund
This fund is used to fund facility improvements and renovations, property acquisitions for
parks and City space needs, parks development and equipment, and major capital
requirements as identified in the 2008-2013 Capital Improvement Program (CIP).
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Excise Taxes 3,173,910 4,313,287 900,000 2,150,000 138.9%
Other Intergovernmental Revenues 0 0 0 300,000 100.0% .•
Charges for Goods and Services 770 0 0 0 N/A
Interest and Other Earnings 231,883 516,093 100,000 750,000 650.0%
Other Miscellaneous Revenues 97,402 48,201 0 0 N/A
Non Revenues 200,000 180,000 0 0 N/A
Other Financing Sources 3,851,291 0 2,583,335 479,723 -81.4%
TOTAL NEW REVENUE 7,555,256 5,057,581 3,583,335 3,679,723 2.7%
Use of Prior Yr Revenue 0 0 3,407,513 9,678,277 184.0%
TOTAL RESOURCES 7,555,256 5,057,581 6,990,848 13,358,000 91.1%
EXPENDITURES: s
Supplies/Small Tools and Equipment 454,945 0 0 0 N/A
Professional Services 63,915 33,969 83,000 60,000 -27.7910
Capital 2,290,861 2,920,641 6,907,848 13,298,000 92.5% .�
Transfer Out 0 402,000 0 0 N/A
TOTAL COMMITTED EXPENDITURES 2,809,721 3,356,610 6,990,848 13,358,000 91.1%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 2,809,721 3,356,610 6,990,848 13,358,000 91.1%
Fund Balance,January 1' 8,182,809 12,928,344 14,629,315 16,520,688 12.9%
Total New Revenue 7,555,256 5,057,581 3,583,335 3,679,723 2.7910
Total Committed Expenditures (2,809,721) (3,356,610) (6,990,848) (13,358,000) 91.1%
Fund Balance plus Reserves 12,928,344 14,629,315 11,221,802 6,842,411 -39.0%
Reserve: Highland Redevelopment 0 1,500,000 1,500,000 1,500,000 0.0%
Reserve: Lake Washington Dry Docks 0 0 0 200,000 100.0%
Reserve: Park Maintence Facility 0 4,200,000 6,200,000 0 -100.0%
Reserve: Cedar Rvr/Sam Chastain Trail 0 293,000 793,000 0 -100.0%
Fund Balance, December 31 12,928,344 8,636,315 2,728,802 5,142,411 88.4%
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-36
r.
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.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
1W Other Licenses and Permits 1,586,363 1,818,814 1,800,000 1,800,000 0.0%
Federal/State Grants 189,391 0 3,844,100 2,725,051 -29.1
Other Intergovernmental Revenues 578,552 1,249,587 19,473,615 20,102,044 3.2%
rr Charges for Goods and Services 3,755 0 0 0 N/A
Interest and Other Earnings 0 86,040 0 0 N/A
Other Miscellaneous Revenues 450,000 0 0 0 N/A
Other Financing Sources 1,309,400 5,159,890 4,115,000 2,958,229 -28.1
TOTAL NEW REVENUE 4,117,461 8,314,331 29,232,715 27,585,324 -5.6%
Use of Prior Yr Revenue 0 0 4,295,585 2,693,347 -37.3%
TOTAL RESOURCES 4,117,461 8,314,331 33,528,300 30,278,671 -9.7910
EXPENDITURES:
Professional Services 84,635 51,969 158,000 0 -100.0%
it Capital 7,200,487 8,556,374 33,310,300 30,278,671 -9.1
Transfer Out 15,669 17,505 60,000 0 -100.0%
TOTAL COMMITTED EXPENDITURES 7,300,791 8,625,847 33,528,300 30,278,671 -9.7910
r Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 7,300,791 8,625,847 33,528,300 30,278,671 -9.7910
Fund Balance,January 1' 10,539,176 7,355,846 7,044,330 4,355,803 -38.2%
Total New Revenue 4,117,461 8,314,331 29,232,715 27,585,324 -5.6%
Total Committed Expenditures (7,300,791) (8,625,847) (33,528,300) (30,278,671) -9.7910
Fund Balance, December 31 7,355,846 7,044,330 2,748,745 1,662,456 -39.5%
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
1
Budget by Fund
7-37
Fund 318, South Lake Washington Infrastructure Project
This fund was created in 2006 to provide accounting for the South Lake Washington
Infrastructure Project. This project is funded by various sources including REET, sales tax,
grants, and GO Bonds that will provide for the design, construction, labor wages and
benefits, and equipment required to implement the project.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Retail Sales and Use Taxes 0 0 621445 0 -100.0%
Excise Taxes 0 356,005 1,096,176 0 -100.0%
Other Licenses and Permits 0 0 268,000 0 -100.0%
Federal/State Grants 0 0 2,054,314 0 -100.0%
Other Intergovernmental Revenues 0 2,092,867 2,907,133 0 -100.0%
Charges for Goods and Services 0 0 978,152 0 -100.0%
Interest and Other Earnings 0 46,829 0 0 N/A �.
Other Financing Sources 0 15,690,529 0 0 N/A
TOTAL NEW REVENUE 0 18,186,230 7,925,220 0 -100.0%
Use of Prior Yr Revenue 0 0 8,946,089 50,000 -99.4%
TOTAL RESOURCES 0 18,186,230 16,871,309 50,000 -99.7%
EXPENDITURES:
Regular Salaries 0 0 130,000 0 -100.0%
Overtime 0 0 12,000 0 -100.0%
Personnel Benefits 0 0 61,000 0 -100.0%
Professional Services 0 0 65,000 0 -100.0%
Travel/Training 0 1,207 0 0 N/A
Capital 0 7,883,468 15,818,729 0 -100.0%
Debt Service 0 344,557 0 50,000 100.0%
Transfer Out 0 955,390 784,580 0 -100.0%
TOTAL COMMITTED EXPENDITURES 0 9,184,622 16,871,309 50,000 -99.7%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 0 9,184,622 16,871,309 50,000 -99.7%
Fund Balance,January 1' 0 0 9,001,608 541,655 -94.0%
Total New Revenue 0 18,186,230 7,925,220 0 -100.0%
Total Committed Expenditures 0 (9,184,622) (16,871,309) (50,000) -99.7910
Fund Balance Plus Reserves 0 9,001,608 55,519 491,655 785.6%
Reserves and designated fund balance 0 734,770 0 0 N/A
Undesignated Fund Balance, December 31 0 8,266,838 55,519 491,655 785.6%
Note: *Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-38
Funds 402,422 Airport Summary
Summary of Fund 402 Airport Operations, and Fund 422 Airport Capital Improvement Fund for
reporting purposes. Refer to the separate operating and capital improvement fund tables for
further detail.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Federal/State Grants 276,955 250,489 150,000 1,415,000 843.3%
Other Intergovernmental Revenues 0 10,195 76,400 0 -100.0%
Charges for Goods and Services 8,314 10,214 8,000 8,000 0.0%
Interest and Other Earnings 50,290 114,009 10,000 10,000 0.0%
Rents, Leases, and Concessions 797,969 1,008,126 936,191 1,025,713 9.6%
Other Miscellaneous Revenue 2,723 261 0 0 N/A
Other Financing Sources 0 0 1,273,600 250,000 -80.4%
TOTAL NEW REVENUE 1,136,251 1,393,294 2,454,191 2,708,713 10.4%
Use of Prior Yr Revenue 0 0 1,330,618 549,479 -58.7%
TOTAL RESOURCES 1,136,251 1,393,294 3,784,809 3,258,192 -13.9%
EXPENDITURES:
Regular Salaries 261,244 284,248 302,368 305,269 1.0%
Overtime 33,370 30,022 21,965 22,624 3.0%
Personnel Benefits 76,794 89,732 102,982 127,945 24.2%
Part Time Salaries& Benefits 53,426 51,994 64,351 65,852 2.3%
Supplies/Small Tools and Equipment 51,562 50,899 26,100 26,380 1.1%
Professional Services 70,458 50,363 74,300 75,786 2.0%
Communication 2,099 2,907 4,000 4,092 2.3%
Travel/Training 1,440 2,003 2,200 2,244 2.0%
Advertising 0 0 0 6,000 100.0%
Operating Rentals 37,205 39,425 46,900 13,464 -71.3%
Insurance 25,300 25,300 51,000 52,020 2.0%
Utilities 91,202 86,967 100,415 108,440 8.0%
Repairs&Maintenance 72,829 72,588 88,787 90,563 2.0%
Miscellaneous 2,817 1,615 12,000 6,120 -49.0%
Intergovernmental Services 641 149 0 0 N/A
Capital 178,264 1,363,083 1,500,000 1,895,000 26.3%
Interfund Payments for Services 64,683 48,400 113,841 206,393 81.3%
Transfer Out 0 0 1,273,600 250,000 -80.4%
TOTAL COMMITTED EXPENDITURES 1,023,334 2,199,695 3,784,809 3,258,192 -13.9%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 1,023,334 2,199,695 3,784,809 3,258,192 -13.9%
Fund Balance,January 1' 2,343,581 2,456,498 1,650,097 1,176,816 -28.7%
Total New Revenue 1,136,251 1,393,294 2,454,191 2,708,713 10.4%
Total Committed Expenditures (1,023,334) (2,199,695) (3,784,809) (3,258,192) -13.9%
Fund Balance Plus Reserves 2,456,498 1,650,097 319,479 627,337 96.4%
Operating Reserves 67,606 66,929 228,481 136,319 -40.3%
Capital Reserves 2,388,892 1,583,168 0 0 N/A
Fund Balance December 31 0 0 90,998 491,018 439.6%
Note: "Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-39
Fund 402,Airport Fund
The Airport Fund supports administration, operation, and maintenance of the Renton Municipal
Airport. The Airport is a section of the Planning/Building/Public Works Transportation
Systems. In 2007,Fund 422 is created to account for Airport capital improvement.
2005 2006 2007 2008 Change ,
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Federal/State Grants 276,955 250,489 0 0 N/A
Other Intergovernmental Revenues 0 10,195 0 0 N/A
Charges for Goods and Services 8,314 10,214 8,000 8,000 0.0%
Interest and Other Earnings 50,290 114,009 10,000 10,000 0.0%
Rents, Leases, and Concessions 797,969 1,008,126 936,191 1,025,713 9.6%
Other Miscellaneous Revenue 2,723 261 0 0 N/A
TOTAL NEW REVENUE 1,136,251 1,393,294 954,191 1,043,713 9.4%
Use of Prior Yr Revenue 0 0 1,330,618 319,479 -76.0%
TOTAL RESOURCES 1,136,251 1,393,294 2,284,809 1,363,192 -40.3%
EXPENDITURES:
Regular Salaries 261,244 284,248 302,368 305,269 1.0% �w
Overtime 33,370 30,022 21,965 22,624 3.0%
Personnel Benefits 76,794 89,732 102,982 127,945 24.2%
Part Time Salaries&Benefits 53,426 51,994 64,351 65,852 2.3% „F
Supplies/Small Tools and Equipment 51,562 50,899 26,100 26,380 1.1%
Professional Services 70,458 50,363 74,300 75,786 2.0%
Communication 2,099 2,907 4,000 4,092 2.3%
w
Travel/Training 1,440 2,003 2,200 2,244 2.0%
Advertising 0 0 0 6,000 100.0%
Operating Rentals 37,205 39,425 46,900 13,464 -71.3%
Insurance 25,300 25,300 51,000 52,020 2.0%
Utilities 91,202 86,967 100,415 108,440 8.0%
Repairs&Maintenance 72,829 72,588 88,787 90,563 2.0%
Miscellaneous 2,817 1,615 12,000 6,120 -49.0%
Intergovernmental Services 641 149 0 0 N/A
Capital 178,264 1,363,083 0 0 N/A
Interfund Payments for Services 64,683 48,400 113,841 206,393 81.3% „a
Transfer Out 0 0 1,273,600 250,000 -80.4%
TOTAL COMMITTED EXPENDITURES 1,023,334 2,199,695 2,284,809 1,363,192 -40.3%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 1,023,334 2,199,695 2,284,809 1,363,192 -40.3%
Fund Balance,January 1* 2,343,581 2,456,498 1,650,097 651,107 -60.5%
Total New Revenue 1,136,251 1,393,294 954,191 1,043,713 9.4% ..
Total Committed Expenditures (1,023,334) (2,199,695) (2,284,809) (1,363,192) -40.3%
Fund Balance Plus Reserves 2,456,498 1,650,097 319,479 331,628 3.8%
Operating Reserves 67,606 66,929 228,481 136,319 -40.3%
Capital Reserves 2,388,892 1,583,168 0 0 N/A
Fund Balance December 31 0 0 90,998 195,309 114.6%
9 Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-40
Fund 422,Airport Capital Improvement Fund
In 2007, this fund was created to account for Airport Capital Improvements, that were
previously budgeted in Fund 402.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Federal/State Grants 0 0 150,000 1,415,000 843.3%
Other Intergovernmental Revenues 0 0 76,400 0 -100.0%
Other Financing Sources 0 0 1,273,600 250,000 -80.4%
TOTAL NEW REVENUE 0 0 1,500,000 1,665,000 11.0%
Use of Prior Yr Revenue 0 0 0 230,000 100.0%
TOTAL RESOURCES 0 0 1,500,000 1,895,000 26.3%
EXPENDITURES:
Capital 0 0 1,500,000 1,895,000 26.3%
TOTAL COMMITTED EXPENDITURES 0 0 1,500,000 1,895,000 26.3%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 1,500,000 1,895,000 26.3%
Fund Balance,January 1` 0 0 0 525,709 100.0%
Total New Revenue 0 0 1,500,000 1,665,000 11.0%
Total Committed Expenditures 0 0 (1,500,000) (1,895,000) 26.3%
Fund Balance, December 31 0 0 0 295,709 100.0%
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
.r
Budget by Fund
7-41
Fund 403,Solid Waste Utility Fund
The Solid Waste Utility Fund accounts for contracted garbage collection services to 15,072
customers. There are three sections of the Planning/Building/Public Works Department
supported by this fund: Solid Waste Utility Billing (403/004), Solid Waste Utility Systems
(403/18), and Solid Waste Maintenance (403/19).
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Charges for Goods and Services 9,150,158 9,714,303 10,106,616 9,865,200 -2.4% �r
Interest and Other Earnings 33,247 75,110 64,282 4,900 -92.4%
Rents, Leases,and Concessions 73,977 68,554 74,684 70,516 -5.6%
Other Miscellaneous Revenues 0 0 778 0 -100.0%
Non Revenues 97,404 167,783 96,656 156,651 62.1%
TOTAL NEW REVENUE 9,354,786 10,025,750 10,343,016 10,097,267 -2.4%
Use of Prior Yr Revenue 0 0 639,172 1,087,347 70.1%
TOTAL RESOURCES 9,354,786 10,025,750 10,982,188 11,184,614 1.8%
EXPENDITURES:
Regular Salaries 130,831 248,634 290,824 297,515 2.3% ~
Overtime 770 2,570 1,345 4,103 205.1%
Personnel Benefits 37,455 70,508 100,028 99,706 -0.3%
Part Time Salaries& Benefits 26,251 28,957 35,170 35,170 0.0% ..
Supplies/Small Tools and Equipment 1,412 9,886 13,825 14,113 2.1%
Professional Services 7,523,948 7,911,992 8,561,652 8,722,548 1.9%
Communication 74 18,059 24,725 25,187 1.9%
Travel/Training 313 1,093 3,250 3,524 8.4%
Operating Rentals 0 0 24,900 0 -100.0%
Utilities 2,869 2,813 6,500 6,500 0.0%
Repairs&Maintenance 0 5,613 9,550 12,593 31.9%
Miscellaneous 1,394 2,214 7,825 8,150 4.2%
Intergovernmental Services 1,187,681 1,268,552 1,594,782 1,626,680 2.0%
Interfund Payments for Services 368,742 99,358 307,812 328,825 6.8% r.
TOTAL COMMITTED EXPENDITURES 9,281,740 9,670,249 10,982,188 11,184,614 1.8%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 9,281,740 9,670,249 10,982,188 11,184,614 1.8%
Fund Balance,January 1' 1,297,935 1,370,981 1,726,482 2,350,181 36.1%
Total New Revenue 9,354,786 10,025,750 10,343,016 10,097,267 -2.4%
Total Committed Expenditures (9,281,740) (9,670,249) (10,982,188) (11,184,614) 1.8%
Fund Balance Plus Reserves 1,370,981 1,726,482 1,087,310 1,262,834 16.1%
Operating Reserves 742,539 773,620 1,087,310 1,118,461 2.9%
Designated Fund Balance 628,442 952,862 0 144,373 100.0%
Fund Balance, December 31 0 0 0 0 N/A
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-42
Funds 404,424 Golf Course Summary
Summary of Fund 404 Municipal Golf Course System Fund, and Fund 424 Municipal Golf
Course System Capital Improvement Fund for reporting purposes. Refer to the separate
operating and capital improvement fund tables for further detail.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Charges for Goods and Services 1,721,877 1,811,522 1,983,186 2,040,626 2.9%
Interest and Other Earnings 37,820 74,958 19,000 19,000 0.0%
Rents, Leases and Concessions 444,497 439,919 464,279 469,794 1.2%
Other Miscellaneous Revenues 6,707 7,156 2,000 2,000 0.0%
Other Financing Sources 310,500 154,009 150,000 150,000 0.0%
TOTAL NEW REVENUE 2,521,401 2,487,564 2,618,465 2,681,420 2.4%
Use of Prior Year Revenue 0 0 55,406 57,011 2.9%
TOTAL RESOURCES 2,521,401 2,487,564 2,673,871 2,738,431 2.4%
EXPENDITURES:
Regular Salaries 534,530 580,731 592,083 612,219 3.4%
Overtime 2,099 3,329 1,000 1,860 86.0%
Personnel Benefits 195,559 207,512 247,909 266,236 7.4%
Part Time Salaries& Benefits 285,557 262,333 329,544 334,184 1.4%
Supplies/Small Tools and Equipment 170,465 171,264 179,890 181,000 0.6%
Professional Services 0 860 19,140 0 -100.0%
Communications 5,566 42 0 0 N/A
Travel/Training 5,144 4,466 5,700 6,100 7.0%
Advertising 8,700 3,769 3,700 4,200 13.5%
Operating Rentals 8,026 10,301 5,700 5,700 0.0%
Insurance 8,500 8,500 8,500 8,500 0.0%
Utilities 40,674 51,328 46,635 50,281 7.8%
Repairs&Maintenance 59,728 54,166 71,705 75,255 5.0%
Miscellaneous 23,739 11,083 22,800 22,800 0.0%
Capital 466,574 403,566 290,266 320,000 10.2%
Debt Service 471,387 445,901 467,000 467,000 0.0%
Interfund Payments for Services 126,100 126,100 116,949 117,746 0.7%
Purchases Merchandise 121,291 124,261 115,350 115,350 0.0%
Transfer out 310,000 150,000 150,000 150,000 0.0%
TOTAL COMMITTED EXPENDITURES 2,843,639 2,619,513 2,673,871 2,738,431 2.4%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 2,843,639 2,619,513 2,673,871 2,738,431 2.4%
Fund Balance,January 1' 1,653,229 1,330,991 1,199,041 1,292,868 7.8%
Total New Revenue 2,521,401 2,487,564 2,618,465 2,681,420 2.4%
Total Committed Expenditures (2,843,639) (2,619,513) (2,673,871) (2,738,431) 2.4%
Fund Balance Plus Reserves 1,330,991 1,199,041 1,143,635 1,235,857 8.1%
Operating Reserves 159,445 149,264 201,661 629,608 212.2%
Bond Reserve 441,358 441,358 441,358 441,358 0.0%
Fund Balance, December 31 730,187 608,419 500,618 164,891 -67.1%
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-43
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 a green fee of$2.00 per round of golf, reserved for capital improvements. In 1997
and beyond, the 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. (Continued on the following page.)
r
Budget by Fund
7-44
Fund 404,Municipal Golf Course System Fund (Continued from the previous page)
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Charges for Goods and Services 1,721,877 1,811,522 1,983,186 2,040,626 2.9%
Interest and Other Earnings 29,894 61,969 15,000 15,000 0.0%
Rents, Leases and Concessions 444,497 439,919 464,279 469,794 1.2%
Other Miscellaneous Revenues 6,707 7,156 2,000 2,000 0.0%
Other Financing Sources 500 4,009 0 0 N/A
TOTAL NEW REVENUE 2,203,475 2,324,575 2,464,465 2,527,420 2.6%
Use of Prior Year Revenue 0 0 19,140 0 -100.0%
TOTAL RESOURCES 2,203,475 2,324,575 2,483,605 2,527,420 1.8%
EXPENDITURES:
Regular Salaries 534,530 580,731 592,083 612,219 3.4%
Overtime 2,099 3,329 1,000 1,860 86.0%
Personnel Benefits 195,559 207,512 247,909 266,236 7.4%
Part Time Salaries&Benefits 285,557 262,333 329,544 334,184 1.4%
Supplies/Small Tools and Equipment 170,465 171,264 179,890 181,000 0.6%
Professional Services 0 860 19,140 0 -100.0%
Communications 5,566 42 0 0 N/A
Travel/Training 5,144 4,466 5,700 6,100 7.0%
Advertising 8,700 3,769 3,700 4,200 13.5%
Operating Rentals 8,026 10,301 5,700 5,700 0.0%
Insurance 8,500 8,500 8,500 8,500 0.0%
Utilities 40,674 51,328 46,635 50,281 7.8%
Repairs&Maintenance 59,728 54,166 71,705 75,255 5.0%
Miscellaneous 23,739 11,083 22,800 22,800 0.0%
Capital 87,388 95,754 100,000 100,000 0.0%
Debt Service 471,387 445,901 467,000 467,000 0.0%
Intertund Payments for Services 126,100 126,100 116,949 117,746 0.7910
Purchases Merchandise 121,291 124,261 115,350 115,350 0.0%
Transfer out 310,000 150,000 150,000 150,000 0.0%
TOTAL COMMITTED EXPENDITURES 2,464,453 2,311,701 2,483,605 2,518,431 1.4%
Increase to Reserves 0 0 0 8,989 100.0%
TOTAL EXPENDITURES 2,464,453 2,311,701 2,483,605 2,527,420 1.8%
Fund Balance,January 1' 1,296,105 1,035,127 1,048,000 1,032,505 -1.5%
Total New Revenue 2,203,475 2,324,575 2,464,465 2,527,420 2.6%
jP Total Committed Expenditures (2,464,453) (2,311,701) (2,483,605) (2,518,431) 1.4%
Fund Balance Plus Reserves 1,035,127 1,048,000 1,028,860 1,041,494 1.2%
Operating Reserves 159,445 149,264 201,661 629,608 212.2%
Bond Reserve 441,358 441,358 441,358 441,358 0.0%
Undesignated Fund Balance, December 31 434,323 457,378 385,842 (29,472) -107.6%
Note: 'Due to the change in accounting from cash to accrual basis in 2007, the 2008 Fund Balance is estimated.
Budget by Fund
7-45
i
Fund 424,Municipal Golf Course System Capital Improvement Fund
This fund was established in 1996 to account for 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.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Interest and Other Earnings 7,926 12,989 4,000 4,000 0.0%
Other Financing Sources 310,000 150,000 150,000 150,000 0.0%
TOTAL NEW REVENUE 317,926 162,989 154,000 154,000 0.0%
Use of Prior Yr Revenue 0 0 36,266 66,000 82.0%
TOTAL RESOURCES 317,926 162,989 190,266 220,000 15.6%
EXPENDITURES:
Capital 379,186 307,812 190,266 220,000 15.6%
TOTAL COMMITTED EXPENDITURES 379,186 307,812 190,266 220,000 15.6%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 379,186 307,812 190,266 220,000 15.6%
Fund Balance,January 1` 357,124 295,864 151,041 260,363 72.4%
Total New Revenue 317,926 162,989 154,000 154,000 0.0%
Total Committed Expenditures (379,186) (307,812) (190,266) (220,000) 15.6%
Fund Balance, December 31 295,864 151,041 114,775 194,363 69.3%
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
.a
Budget by Fund
7-46 X11
Funds 405/406/407/416/425/426/427/451/461/471/481, Waterworks Utility Funds
Summary of waterwork utility operating, capital improvement, and bond related funds for
reporting purposes. Refer to the separate operating and capital improvement fund tables for
further detail.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Other Licenses and Permits 80,786 66,693 70,000 100,000 42.9%
Federal/State Grants 8,818 0 0 0 N/A
Charges for Goods and Services 24,872,825 27,038,889 27,936,600 31,274,111 11.9%
Other Intergovernmental Revenues 0 55,085 113,000 13,000 -88.5%
Interest and Other Earnings 367,479 566,754 241,575 647,000 167.8%
Rents, Leases, and Concessions 90,023 96,290 92,000 102,000 10.9%
Other Miscellaneous Revenues 516,177 165,145 26,200 9,700 -63.0%
Proprietary Gains and Other Income 31,092 34,128 30,000 35,000 16.7%
Non Revenues 5,928,685 1,810,853 16,938,000 2,761,667 -83.7%
Other Financing Sources 9,528,910 6,258,342 8,461,000 13,744,679 62.4%
TOTAL NEW REVENUE 41,424,795 36,092,179 53,908,375 48,687,157 -9.7910
Use of Prior Yr Revenue 0 0 0 10,629,217 100.0%
TOTAL RESOURCES 41,424,795 36,092,179 53,908,375 59,316,374 10.0%
EXPENDITURES:
Regular Salaries 2,971,624 3,197,132 3,549,565 4,582,169 29.1%
Overtime 88,892 110,704 130,335 134,473 3.2%
Personnel Benefits 869,375 986,461 1,289,779 1,732,504 34.3%
Part Time Salaries& Benefits 64,702 70,832 99,883 99,883 0.0%
Supplies/Small Tools and Equipment 611,410 676,455 826,575 861,125 4.2%
Professional Services 78,468 252,056 273,221 291,950 6.9%
Communication 10,575 82,111 80,275 86,488 77910
Travel/Training 17,210 25,236 41,350 58,908 42.5%
Operating Rentals 0 3,331 599,800 28,523 -95.2%
Insurance 87,900 87,900 87,900 87,900 0.0%
Utilities 9,084,162 9,657,594 10,216,390 10,812,114 5.8%
Repairs&Maintenance 223,922 286,984 280,750 295,279 5.2%
Miscellaneous 44,803 38,599 87,500 134,085 53.2%
Intergovernmental Services 1,860,248 1,983,305 2,210,601 2,357,654 6.7910
Capital 9,748,465 4,389,160 17,480,150 15,642,317 -10.5%
Debt Service 3,847,062 4,095,650 4,137,646 5,568,002 34.6%
Interfund Payments for Services 2,787,178 2,458,053 2,163,953 2,688,321 24.2%
Transfer Out 9,517,017 6,190,514 8,461,000 13,854,679 63.7%
TOTAL COMMITTED EXPENDITURES 41,913,013 34,592,077 52,016,673 59,316,374 14.0%
Increase to Reserves 0 0 1,891,702 0 -100.0%
TOTAL EXPENDITURES 41,913,013 34,592,077 53,908,375 59,316,374 10.0%
Fund Balance,January 1' 13,587,425 13,099,207 14,599,309 16,740,040 14.7%
Total New Revenue 41,424,795 36,092,179 53,908,375 48,687,157 -9.7910
Total Committed Expenditures (41,913,013) (34,592,077) (52,016,673) (59,316,374) 14.0%
Fund Balance Plus Reserves 13,099,207 14,599,309 16,491,011 6,110,823 -62.9%
Operating Reserves 1,355,602 1,463,445 1,793,929 4,988,972 178.1%
Bond Reserves 3,114,332 3,197,576 3,197,576 0 -100.0%
Fund Balance, December 31 8,629,273 9,938,288 11,499,506 1,121,851 -90.2%
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-47
Fund 401,Waterworks Utility Fund
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 utility fees collected are allocated to Fund 451 in order to make revenue bond debt
payments. In 2006, Fund 401 was split into four separate funds: 405 Water,406
Wastewater,407 Surface water, and 416 King County Metro.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Other Licenses and Permits 80,786 0 0 0 N/A
Charges for Goods and Services 21,820,322 0 0 0 N/A
Interest and Other Earnings 262,819 0 0 0 N/A
Rents, Leases, and Concessions 90,023 0 0 0 N/A
Other Miscellaneous Revenues 458,684 0 0 0 N/A
Proprietary Gains and Other Incom 31,092 0 0 0 N/A
Non Revenues 261,652 0 0 0 N/A
Other Financing Sources 11,893 0 0 0 N/A
TOTAL NEW REVENUE 23,017,271 0 0 0 N/A
Use of Prior Yr Revenue 0 0 0 0 N/A
TOTAL RESOURCES 23,017,271 0 0 0 N/A
EXPENDITURES:
Regular Salaries 2,971,624 0 0 0 N/A
Overtime 88,892 0 0 0 N/A
Personnel Benefits 869,375 0 0 0 N/A
Part Time Salaries&Benefits 64,702 0 0 0 N/A
Supplies/Small Tools and Equipment 611,410 0 0 0 N/A •
Professional Services 78,468 0 0 0 N/A
Communication 10,575 0 0 0 N/A
Travel/Training 17,210 0 0 0 N/A
Insurance 87,900 0 0 0 N/A
Utilities 9,084,162 0 0 0 N/A
Repairs&Maintenance 223,922 0 0 0 N/A
Miscellaneous 44,803 0 0 0 N/A
Intergovernmental Services 1,860,248 0 0 0 N/A
Capital 4,803 0 0 0 N/A
Debt Service 720,778 0 0 0 N/A ,
Interfund Payments for Services 2,787,178 0 0 0 N/A
Transfer Out 6,639,850 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 26,165,900 0 0 0 N/A
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 26,165,900 0 0 0 N/A
Fund Balance,January 1 6,868,140 0 0 0 N/A
Total New Revenue 23,017,271 0 0 0 N/A
Total Committed Expenditures (26,165,900) 0 0 0 N/A
Fund Balance Plus Reserves 3,719,511 0 0 0 N/A
Operating Reserves 1,355,602 0 0 0 N/A
Fund Balance, December 31 2,363,909 0 0 0 N/A
Budget by Fund
7-48 ..
Fund 405, Water Utility Operation Fund
This fund was created in 2006 for the purpose of identifying water utility revenue and
expenses. Utility charges and fees provide revenue for the operation and maintenance of the
water utility and Public Works Trust Fund Loan payments. Prior to 2007, Fund 451 was
used to record revenue bond debt service payments and bond reserves. In 2007 Fund 451
was closed, and the activity was transfered to Funds 405,406, and 407. Previously water,
.w„
wastewater and surface water utilities were reported in Fund 401.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Charges for Goods and Services 0 7,583,076 9,665,400 10,616,400 9.8%
Interest and Other Earnings 0 179,890 101,229 126,900 25.4%
Rents, Leases, and Concessions 0 96,290 92,000 102,000 10.9%
Other Miscellaneous Revenues 0 109,350 1,000 1,000 0.0%
Non Revenues 0 169,978 300,000 303,000 1.0%
Other Financing Sources 0 3,239,850 0 49,446 100.0%
TOTAL NEW REVENUE 0 11,378,434 10,159,629 11,198,746 10.2%
Use of Prior Yr Revenue 0 0 3,349,558 5,919,526 76.7910
TOTAL RESOURCES 0 11,378,434 13,509,187 17,118,272 26.7910
EXPENDITURES:
Regular Salaries 0 1,792,935 2,033,741 2,155,993 6.0%
Overtime 0 55,441 69,285 71,584 3.3%
Personnel Benefits 0 564,073 762,647 859,035 12.6%
w Part Time Salaries& Benefits 0 33,826 44,230 44,230 0.0%
Supplies/Small Tools and Equipment 0 595,855 721,525 756,075 4.8%
Professional Services 0 99,494 127,668 117,750 -7.8%
b. Communication 0 27,836 33,980 39,494 16.2%
Travel/Training 0 16,415 21,450 27,478 28.1%
Operating Rentals 0 3,331 242,700 4,100 -98.3%
Insurance 0 43,900 43,900 43,900 0.0%
Utilities 0 679,505 636,340 687,664 8.1%
Repairs&Maintenance 0 216,797 201,750 204,293 1.3%
Miscellaneous 0 32,027 49,525 94,850 91.5%
Intergovernmental Services 0 865,052 1,036,434 1,091,103 5.3%
Capital 0 28,665 70,650 70,650 0.0%
Debt Service 0 410,902 2,300,679 3,020,238 31.3%
Interfund Payments for Services 0 1,198,441 852,683 1,143,312 34.1%
Transfer Out 0 1,233,000 4,260,000 6,686,523 57.0%
TOTAL COMMITTED EXPENDITURES 0 7,897,495 13,509,187 17,118,272 26.7%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 0 7,897,495 13,509,187 17,118,272 26.7910
Fund Balance,January 1 0 515,657 3,996,596 6,921,574 73.2%
Total New Revenue 0 11,378,434 10,159,629 11,198,746 10.2%
Total Committed Expenditures 0 (7,897,495) (13,509,187) (17,118,272) 26.7%
Fund Balance Plus Reserves 0 3,996,596 647,038 1,002,048 54.9%
Operating Reserves 0 456,960 1,184,415 2,054,193 73.4%
Fund Balance, December 31 0 3,539,636 (537,377) (1,052,145) 95.8%
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-49
Fund 406,Wastewater Utility Operation Fund
This fund was created in 2006 for the purpose of identifying the City's portion of wastewater
utility revenue and expenses. Utility charges and fees provide revenue for the operation and
maintenance of the wastewater utility and Public Works Trust Fund Loan payments. Prior
to 2007, Fund 451 was used to record revenue bond debt service payments and bond
reserves. In 2007 Fund 451 was closed, and the activity was transfered to Funds 405,406, ,
and 407. Previously water, wastewater and surface water utilities were reported in Fund
401.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Other Licenses and Permits 0 41,374 40,000 58,000 45.0% .r
Charges for Goods and Services 0 3,962,495 4,819,400 5,428,400 12.6%
Interest and Other Earnings 0 114,349 43,426 40,000 -7.9%
Other Miscellaneous Revenues 0 6,778 24,700 8,200 -66.8%
Proprietary Gains and Other Income 0 34,128 30,000 35,000 16.7%
Other Financing Sources 0 67,828 0 21,212 100.0%
TOTAL NEW REVENUE 0 4,226,952 4,957,526 5,590,812 12.8%
Use of Prior Yr Revenue 0 0 1,958,141 3,542,269 80.9%
TOTAL RESOURCES 0 4,226,952 6,915,667 9,133,081 32.1%
EXPENDITURES:
r.
Regular Salaries 0 656,770 684,408 838,369 22.5%
Overtime 0 32,706 31,495 31,495 0.0%
Personnel Benefits 0 204,517 235,344 388,998 65.3%
r
Part Time Salaries&Benefits 0 9,591 20,810 20,810 0.0%
Supplies/Small Tools and Equipment 0 24,806 40,625 40,625 0.0%
Professional Services 0 65,017 55,668 70,750 27.1%
Communication 0 35,593 29,480 29,865 1.3%
Travel/Training 0 4,885 8,050 14,478 79.9%
Operating Rentals 0 0 189,900 10,000 -94.7910
Insurance 0 18,500 18,500 18,500 0.0% .r
Utilities 0 36,625 50,125 52,525 4.8%
Repairs&Maintenance 0 45,578 51,850 61,793 19.2%
Miscellaneous 0 3,267 6,850 7,785 13.6% ..
Intergovernmental Services 0 894,473 950,267 1,011,586 6.5%
Capital 0 0 10,000 17,000 70.0%
Debt Service 0 525,580 1,326,202 1,752,419 32.1%
Interfund Payments for Services 0 690,212 525,093 656,447 25.0%
Transfer Out 0 553,000 2,681,000 4,109,636 53.3%
TOTAL COMMITTED EXPENDITURES 0 3,801,120 6,915,667 9,133,081 32.1%
Increase to Reserves 0 0 0 0 N/A `*
TOTAL EXPENDITURES 0 3,801,120 6,915,667 9,133,081 32.1%
Fund Balance,January 1` 0 2,045,852 2,471,684 1,135,587 -54.1%
Total New Revenue 0 4,226,952 4,957,526 5,590,812 12.8%
Total Committed Expenditures 0 (3,801,120) (6,915,667) (9,133,081) 32.1%
Fund Balance Plus Reserves 0 2,471,684 513,543 (2,406,682) -568.6%
Operating Reserves 0 146,245 392,640 1,095,970 179.1
Fund Balance, December 31 0 2,325,439 120,903 (3,502,652) -2997.1%
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-50
Fund 407, Surface Water Utility Operation Fund
This fund was created in 2006 for the purpose of identifying surface water utility revenue
and expenses. Utility charges and fees provide revenue for the operation and maintenance of
the surface water utility and Public Works Trust Fund Loan payments. Prior to 2007, Fund
451 was used to record revenue bond debt service payments and bond reserves. In 2007
Fund 451 was closed, and the activity was transfered to Funds 405, 406, and 407.
.. Previously water, wastewater and surface water utilities were reported in Fund 401.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Other Licenses and Permits 0 24,670 30,000 42,000 40.0%
Charges for Goods and Services 0 3,219,033 3,951,800 5,196,811 31.5%
Interest and Other Earnings 0 90,149 47,820 23,000 -51.9%
Other Miscellaneous Revenues 0 9,683 500 500 0.0%
Other Financing Sources 0 0 0 12,586 100.0%
TOTAL NEW REVENUE 0 3,343,535 4,030,120 5,274,897 30.9%
Use of Prior Yr Revenue 0 0 672,199 2,148,213 219.6%
TOTAL RESOURCES 0 3,343,535 4,702,319 7,423,110 57.9%
EXPENDITURES:
Regular Salaries 0 747,427 831,416 1,587,807 91.0%
Overtime 0 22,557 29,555 31,394 6.2%
Personnel Benefits 0 217,871 291,788 484,471 66.0%
Part Time Salaries& Benefits 0 27,415 34,843 34,843 0.0%
Supplies/Small Tools and Equipment 0 55,794 64,425 64,425 0.0%
Professional Services 0 87,545 89,885 103,450 15.1%
Communication 0 18,682 16,815 17,129 1.9%
Travel/Training 0 3,936 11,850 16,952 43.1%
Operating Rentals 0 0 167,200 14,423 -91.4%
Insurance 0 25,500 25,500 25,500 0.0%
Utilities 0 34,566 29,925 39,925 33.4%
Repairs&Maintenance 0 24,609 27,150 29,193 7.5%
Miscellaneous 0 3,305 31,125 31,450 1.0%
Intergovernmental Services 0 223,780 223,900 254,965 13.9%
Capital 0 7,490 10,000 28,000 180.0%
Debt Service 0 46,849 510,765 795,345 55.7%
Interfund Payments for Services 0 569,400 786,177 888,562 13.0%
Transfer Out 0 952,000 1,520,000 2,975,276 95.7910
TOTAL COMMITTED EXPENDITURES 0 3,068,726 4,702,319 7,423,110 57.9%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 0 3,068,726 4,702,319 7,423,110 57.9%
Fund Balance,January 1' 0 1,558,857 1,833,666 1,442,097 -21.4%
Total New Revenue 0 3,343,535 4,030,120 5,274,897 30.9%
Total Committed Expenditures 0 (3,068,726) (4,702,319) (7,423,110) 57.9%
Fund Balance Plus Reserves 0 1,833,666 1,161,467 (706,116) -160.8%
Operating Reserves 0 147,688 489,531 890,773 82.0%
Fund Balance, December 31 0 1,685,978 671,936 (1,596,889) -337.7%
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-51
Fund 416, King County Metro Fund
This fund was created in 2006 for the purpose of identifying King County Metro's portion of
the wastewater revenue and expenses. King County provides wholesale wastewater
treatment services to the City of Renton. King County charges the local agencies and the
local agencies bill their customers to recover the County charge. Previously, water,
wastewater and surface water utilities were reported in Fund 401.
2005 2006 2007 2008 Change
Item Actual Actual Adl Bdgt Budget 07/08
REVENUE:
Charges for Goods and Services 0 9,050,032 9,500,000 10,032,000 5.6%
Interest and Other Earnings 0 (14,937) 0 0 N/A
TOTAL NEW REVENUE 0 9,035,095 9,500,000 10,032,000 5.6%
Use of Prior Yr Revenue 0 0 0 0 N/A
TOTAL RESOURCES 0 9,035,095 9,500,000 10,032,000 5.6%
ur
EXPENDITURES:
Utilities 0 8,906,898 9,500,000 10,032,000 5.6%
TOTAL COMMITTED EXPENDITURES 0 8,906,898 9,500,000 10,032,000 5.6%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 0 8,906,898 9,500,000 10,032,000 5.6%
Fund Balance,January 1' 0 (400,854) (272,657) 948,036 -447.7% .+.
Total New Revenue 0 9,035,095 9,500,000 10,032,000 5.6%
Total Committed Expenditures 0 (8,906,898) (9,500,000) (10,032,000) 5.6%
Fund Balance Plus Reserves 0 (272,657) (272,657) 948,036 -447.7%
Operating Reserves 0 712,552 (272,657) 948,036 -447.791.
Fund Balance, December 31 0 (985,209) 0 0 N/A
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-52
Fund 421, Waterworks Utility Construction Fund
r This fund supports Water, Wastewater and Surface Water Utility Improvement projects.
Utility collection fees, Special Assessment fees, connection charges and City issued bonds
fund CIP Projects. In 2006, Fund 421 was split into three separate funds: 425 Water Utility,
426 Wastewater Utility, and 427 Surface Water Utility.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 06/07
REVENUE:
Federal/State Grants 8,818 0 0 0 N/A
Charges for Goods and Services 2,703 0 0 0 N/A
Interest and Other Earnings 46,877 0 0 0 N/A
Other Miscellaneous Revenues 57,493 0 0 0 N/A
Non Revenues 5,667,033 0 0 0 N/A
Other Financing Sources 9,009,537 0 0 0 WA
TOTAL NEW REVENUE 14,792,461 0 0 0 N/A
Use of Prior Yr Revenue 0 0 0 0 N/A
TOTAL RESOURCES 14,792,461 0 0 0 N/A
EXPENDITURES:
Capital:
Wastewater 3,081,350 0 0 0 N/A
Water 5,400,272 0 0 0 N/A
Surface Water 1,262,040 0 0 0 N/A
Total Capital Improvements 9,743,662 0 0 0 N/A
Debt Issuance Costs 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 9,743,662 0 0 0 N/A
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 9,743,662 0 0 0 N/A
Fund Balance,January 1 905,267 0 0 0 N/A
Total New Revenue 14,792,461 0 0 0 N/A
Total Committed Expenditures (9,743,662) 0 0 0 N/A
Fund Balance, December 31 5,954,066 0 0 0 N/A
Budget by Fund
7-53
Fund 425,Water Utility Construction Fund
This fund was created in 2006 to support water utility
improvement projects. Utility
collection fees, special assessment fees, connection charges and City issued bonds fund CIP
projects. For more detailed informaton, see the separately published City of Renton 2008-
2013 CIP document. Previously water, wastewater and surface water capital improvement
projects were reported in Fund 421.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Other Licenses and Permits 0 649 0 0 N/A
Charges for Goods and Services 0 120,753 0 500 100.0%
Interest and Other Earnings 0 0 22,000 220,000 900.0%
Non Revenues 0 444,973 8,108,000 642,000 -92.1%
Other Financing Sources 0 1,233,000 4,250,000 6,611,523 55.6%
TOTAL NEW REVENUE 0 1,799,375 12,380,000 7,474,023 -39.6% •
Use of Prior Yr Revenue 0 0 0 1,400,977 100.0%
TOTAL RESOURCES 0 1,799,375 12,380,000 8,875,000 -28.3%
EXPENDITURES:
Capital 0 2,099,742 8,949,500 8,875,000 -0.8%
Transfer Out 0 3,239,850 0 0 N/A
TOTAL COMMITTED EXPENDITURES 0 5,339,592 8,949,500 8,875,000 -0.8%
Increase to Reserves 0 0 3,430,500 0 -100.0%
TOTAL EXPENDITURES 0 5,339,592 12,380,000 8,875,000 -28.3%
Fund Balance,January 1' 0 4,725,858 1,185,641 1,251,598 5.6%
Total New Revenue 0 1,799,375 12,380,000 7,474,023 -39.6%
Total Committed Expenditures 0 (5,339,592) (8,949,500) (8,875,000) -0.8%
Fund Balance, December 31 0 1,185,641 4,616,141 (149,379) -103.2%
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-54 w
Fund 426, Wastewater Utility Construction Fund
This fund was created in 2006 to support wastewater utility improvement projects. Utility
collection fees, special assessment fees, connection charges and City issued bonds fund CIP
Projects. For more detailed informaton, see the separately published City of Renton 2008-
2013 CIP document. Previously water, wastewater and surface water capital improvement
projects were reported in Fund 421.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Interest and Other Earnings 0 13,189 7,000 104,000 1385.7910
Non Revenues 0 815,425 5,383,000 877,000 -83.7%
Other Financing Sources 0 765,664 2,676,000 4,059,636 51.7910
TOTAL NEW REVENUE 0 1,594,278 8,066,000 5,040,636 -37.5%
Use of Prior Yr Revenue 0 0 0 0 N/A
TOTAL RESOURCES 0 1,594,278 8,066,000 5,040,636 -37.5%
EXPENDITURES:
Capital 0 1,065,436 6,140,000 3,125,000 -49.1%
Total Capital Improvements 0 1,065,436 6,140,000 3,125,000 -49.1%
TOTAL COMMITTED EXPENDITURES 0 1,065,436 6,140,000 3,125,000 -49.1%
Increase to Reserves 0 0 1,926,000 1,915,636 -0.5%
TOTAL EXPENDITURES 0 1,065,436 8,066,000 5,040,636 -37.5%
Fund Balance,January 1 0 (60,823) 468,019 1,471,741 214.5%
Total New Revenue 0 1,594,278 8,066,000 5,040,636 -37.5%
Total Committed Expenditures 0 (1,065,436) (6,140,000) (3,125,000) -49.1%
Fund Balance, December 31 0 468,019 2,394,019 3,387,377 41.5%
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
j
i
Budget by Fund
7-55
Fund 427, Storm Water Utility Construction Fund
This fund was created in 2006 to support storm water utility improvement projects. Utility
collection fees, special assessment fees, connection charges and City issued bonds fund CIP
Projects. For more detailed informaton, see the separately published City of Renton 2008-
2013 CIP document. Previously water, wastewater and surface water capital improvement
projects were reported in Fund 421.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Other Intergovernmental Revenues 0 55,085 113,000 13,000 -88.5%
Interest and Other Earnings 0 76,439 20,000 133,000 565.0% i
Other Miscellaneous Revenues 0 39,334 0 0 N/A
Non Revenues 0 380,477 3,147,000 939,667 -70.1%
Other Financing Sources 0 952,000 1,520,000 2,915,276 91.8%
TOTAL NEW REVENUE 0 1,503,335 4,800,000 4,000,943 -16.6% `
Use of Prior Yr Revenue 0 0 0 0 N/A
TOTAL RESOURCES 0 1,503,335 4,800,000 4,000,943 -16.6%
EXPENDITURES:
Capital 0 1,187,827 2,300,000 3,526,667 53.3%
Total Capital Improvements 0 1,187,827 2,300,000 3,526,667 53.3%
TOTAL COMMITTED EXPENDITURES 0 1,187,827 2,300,000 3,526,667 53.3%
Increase to Reserves 0 0 2,500,000 474,276 -81.0%
TOTAL EXPENDITURES 0 1,187,827 4,800,000 4,000,943 -16.6%
Fund Balance,January 1` 0 1,289,031 1,604,539 203,580 -87.3%
Total New Revenue 0 1,503,335 4,800,000 4,000,943 -16.6%
Total Committed Expenditures 0 (1,187,827) (2,300,000) (3,526,667) 53.3%
Fund Balance, December 31 0 1,604,539 4,104,539 677,856 -83.5%
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-56 10t
Fund 451, Waterworks Revenue Bond Fund
+� Fund 451 was established in 1998 for Waterworks Utilities revenue bond debt service
payments and revenue bond reserves. In 2007 Fund 451 was closed, and the activity was
transfered to Funds 405,406, and 407 . In 2003, refunded revenue bonds were issued. The
bond reserve was moved to a newly created Fund 461 per bond issue requirements.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
s Charges for Goods and Services 3,049,800 3,103,500 0 0 N/A
Interest and Other Earnings 22,159 24,431 0 0 N/A
TOTAL NEW REVENUE 3,071,959 3,127,931 0 0 N/A
s Use of Prior Yr Revenue 0 0 0 0 N/A
TOTAL RESOURCES 3,071,959 3,127,931 0 0 N/A
EXPENDITURES:
Debt Service 2,872,544 3,112,319 0 0 N/A
Transfer Out 0 212,664 0 0 N/A
TOTAL COMMITTED EXPENDITURES 2,872,544 3,324,983 0 0 N/A
No Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 2,872,544 3,324,983 0 0 N/A
Fund Balance,January 1 111,883 311,298 114,246 0 -100.0%
r..
Total New Revenue 3,071,959 3,127,931 0 0 N/A
Total Committed Expenditures (2,872,544) (3,324,983) 0 0 N/A
Fund Balance, December 31 311,298 114,246 114,246 0 -100.0%
Budget by Fund
7-57
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.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Interest and Other Earnings 0 83,244 0 0 N/A
Other Financing Sources 507,480 0 0 0 N/A
TOTAL NEW REVENUE 507,480 83,244 0 0 N/A
Use of Prior Yr Revenue 0 0 0 83,244 100.0%
TOTAL RESOURCES 507,480 83,244 0 83,244 100.0%
EXPENDITURES:
Transfer Out 0 0 0 83,244 100.0%
TOTAL COMMITTED EXPENDITURES 0 0 0 83,244 100.0%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 0 83,244 100.0%
MEq
Fund Balance,January 1' 2,606,852 3,114,332 3,197,576 3,345,975 4.6%
Total New Revenue 507,480 83,244 0 0 N/A
Total Committed Expenditures 0 0 0 (83,244) 0.0%
Fund Balance Plus Reserves 3,114,332 3,197,576 3,197,576 3,262,731 2.0%
Bond Reserve 3,114,332 3,197,576 3,197,576 0 -100.0%
Fund Balance, December 31 0 0 0 3,262,731 100.0%
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-58
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.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Interest and Other Earnings 0 0 100 100 0.0%
Other Financing Sources 0 0 15,000 75,000 400.0%
TOTAL NEW REVENUE 0 0 15,100 75,100 397.4%
Use of Prior Yr Revenue 0 0 0 0 N/A
TOTAL RESOURCES 0 0 15,100 75,100 397.4%
EXPENDITURES:
Miscellaneous Costs 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 0 0 0 0 N/A
Increase to Reserves 0 0 15,100 75,100 397.4%
TOTAL EXPENDITURES 0 0 15,100 75,100 397.4%
Fund Balance,January 1' 0 0 0 15,220 100.0%
Total New Revenue 0 0 15,100 75,100 397.4
Total Committed Expenditures 0 0 0 0 N/A
Fund Balance , December 31 0 0 15,100 90,320 498.1
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-59
Fund 481,Future W/S Bond Proceeds Fund
Fund 481 was established for the issuance and tracking of Water/Sewer Revenue Bonds. For
more detail see the separately published City of Renton Debt Manual.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Interest and Other Earnings 35,624 0 0 0 N/A
TOTAL NEW REVENUE 35,624 0 0 0 N/A
Use of Prior Yr Revenue 0 0 0 0 N/A
TOTAL RESOURCES 35,624 0 0 0 N/A
EXPENDITURES:
Debt Service 253,740 0 0 0 N/A
Transfer Out 2,877,167 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 3,130,907 0 0 0 N/A
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 3,130,907 0 0 0 N/A
Fund Balance,January 1' 3,095,283 0 0 4,632 100.0%
Total New Revenue 35,624 0 0 0 N/A
Total Committed Expenditures (3,130,907) 0 0 0 N/A
Fund Balance, December 31 0 0 0 4,632 100.0%
Note: `Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-60
Funds 501,503 Internal Service Fund Summary
Summary of Fund 501 Equipment Repair and Replacement Fund and Fund 503 Information
Services Fund for reporting purposes. Refer to the separate operating and capital improvement
fund tables for further detail.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Property Taxes 0 0 0 54,054 100.0%
Retail Sales and Use Taxes 0 0 0 2,407,435 100.0%
Other Intergovernmental Revenues 0 11,163 0 0 N/A
Charges for Goods and Services 1,679,752 3,974,534 4,583,191 5,008,924 9.3%
Interest and Other Earnings 102,444 225,559 80,000 80,000 0.0%
Other Miscellaneous Revenues 1,454,489 2,523,350 2,568,900 3,418,300 33.1%
Other Financing Sources 67,549 494,955 0 317,000 100.0%
TOTAL NEW REVENUE 3,304,234 7,229,561 7,232,091 11,285,713 56.1%
Use of Prior Yr Revenue 0 0 1,975,032 653,570 -66.9%
TOTAL RESOURCES 3,304,234 7,229,561 9,207,123 11,939,283 29.7%
s
EXPENDITURES:
Regular Salaries 446,224 1,386,639 1,516,982 1,808,435 19.2%
Overtime 1,815 27,735 30,520 31,130 2.0%
Personnel Benefits 147,062 387,308 494,380 667,020 34.9%
Part Time Salaries and Benefits 0 75,335 106,910 109,049 2.0%
Supplies/Small Tools and Equipment 773,499 1,527,322 2,597,854 1,370,889 -47.2%
Professional Services 10,835 324,303 309,900 316,098 2.0%
Communication 997 284,006 278,200 283,764 2.0%
Travel/Training 3,745 23,752 29,084 29,666 2.0%
Operating Rentals 0 127 29,800 5,508 -81.5%
Insurance 246,500 246,500 246,500 251,430 2.0%
Utilities 1,475 1,135 2,100 2,142 2.0%
Repairs& Maintenance 5,154 35,044 110,900 113,118 2.0%
Miscellaneous 4,908 84,658 118,600 105,972 -10.6%
' Capital 1,241,847 1,440,091 3,101,679 6,503,174 109.7910
Interfund Payments for Services 270,442 270,300 233,714 341,888 46.3%
Transfer Out 42,000 0 0 0 N/A
' TOTAL COMMITTED EXPENDITURES 3,196,503 6,114,255 9,207,123 11,939,283 29.7910
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 3,196,503 6,114,255 9,207,123 11,939,283 29.7910
Fund Balance,January 1' 4,086,141 4,193,872 5,309,178 6,080,323 14.5%
Total New Revenue 3,304,234 7,229,561 7,232,091 11,285,713 56.1%
Total Committed Expenditures (3,196,503) (6,114,255) (9,207,123) (11,939,283) 29.7%
Fund Balance Plus Reserves 4,193,872 5,309,178 3,334,146 5,426,753 62.8%
Operating Reserves 156,372 424,758 610,544 543,611 -11.0%
Replacement Reserves 4,037,500 4,884,420 2,723,602 4,883,142 79.3%
Fund Balance, December 31 0 0 0 0 N/A
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-61
Fund 501,Equipment Repair and Replacement Fund
Equipment Repair and Replacement is an internal service fund used for maintaining and
replacing vehicles and auxiliary equipment; except for golf course equipment that is
accounted for in Fund 404. The Equipment Repair and Replacement 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 charged to Departments.
2005 2006 2007 2008 Change ,
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Retail Sales and Use Taxes 0 0 0 2,063,216 100.0%
Charges for Goods and Services 1,679,752 1,664,198 2,096,800 2,184,259 4.2%
Interest and Other Earnings 102,444 199,672 80,000 80,000 0.0%
Other Miscellaneous Revenues 1,454,489 1,445,946 1,412,100 1,737,100 23.0%
Other Financing Sources 67,549 92,955 0 317,000 100.0%
TOTAL NEW REVENUE 3,304,234 3,402,771 3,588,900 6,381,575 77.8%
Use of Prior Yr Revenue 0 0 1,632,559 0 -100.0%
TOTAL RESOURCES 3,304,234 3,402,771 5,221,459 6,381,575 22.2%
EXPENDITURES:
Regular Salaries 446,224 467,758 481,981 552,578 14.6%
Overtime 1,815 719 920 938 2.0%
Personnel Benefits 147,062 154,295 182,301 229,141 25.7910
Part Time Salaries and Benefits 0 1,497 31,310 31,937 2.0%
Supplies/Small Tools and Equipment 773,499 969,712 999,254 1,026,239 2.7% •■
Professional Services 10,835 4,844 0 0 N/A
Communication 997 832 1,200 1,224 2.0%
Travel/Training 3,745 4,285 6,400 6,528 2.0%
Operating Rentals 0 127 29,800 5,508 -81.5%
Insurance 246,500 246,500 246,500 251,430 2.0%
Utilities 1,475 1,135 2,100 2,142 2.0%
Repairs&Maintenance 5,154 5,751 8,500 8,670 2.0%
Miscellaneous 4,908 5,191 5,800 5,916 2.0%
Capital 1,241,847 1,144,135 2,991,679 4,000,399 33.7%
Interfund Payments for Services 270,442 270,300 233,714 258,925 10.8%
Transfer Out 42,000 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 3,196,503 3,277,082 5,221,459 6,381,575 22.2%
Increase to Reserves 0 0 0 0 N/A ..
TOTAL EXPENDITURES 3,196,503 3,277,082 5,221,459 6,381,575 22.2%
Fund Balance,January 1' 4,086,141 4,193,872 4,319,561 5,060,991 17.2%
Total New Revenue 3,304,234 3,402,771 3,588,900 6,381,575 77.8%
Total Committed Expenditures (3,196,503) (3,277,082) (5,221,459) (6,381,575) 22.2%
Fund Balance Plus Reserves 4,193,872 4,319,561 2,687,002 5,060,991 88.4%
Operating Reserves 156,372 170,636 222,978 238,118 6.8% ..
Replacement Reserves 4,037,500 4,148,925 2,464,024 4,822,873 95.7%
Fund Balance, December 31 0 0 0 0 N/A
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-62 ...
Fund 503, Information Services Fund
Fund 503 is an internal service fund which was created in 2006 for the purpose of
identifying communication and data support to meet departmental function and record
keeping, and supply technical support services to all data/voice system users in the City.
Expenses are paid by the Information Services Fund and rates are charged to Departments
based on use and/or coverage requirements. Previously, the Information Services operating
budget was reported in Fund 000, and the capital budget was reported in Fund 316.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Property Taxes 0 0 0 54,054 100.0%
Retail Sales and Use Taxes 0 0 0 344,219 100.0%
Other Intergovernmental Revenues 0 11,163 0 0 N/A
Charges for Goods and Services 0 2,310,336 2,486,391 2,824,665 13.6%
Interest and Other Earnings 0 25,887 0 0 N/A
Other Miscellaneous Revenues 0 1,077,404 1,156,800 1,681,200 N/A
Other Financing Sources 0 402,000 0 0 N/A
TOTAL NEW REVENUE 0 3,826,790 3,643,191 4,904,138 34.6%
Use of Prior Yr Revenue 0 0 342,473 653,570 90.8%
TOTAL RESOURCES 0 3,826,790 3,985,664 5,557,708 39.4%
EXPENDITURES:
Regular Salaries 0 918,881 1,035,001 1,255,857 21.3%
Overtime 0 27,016 29,600 30,192 2.0%
Personnel Benefits 0 233,013 312,079 437,879 40.3%
Part Time Salaries&Benefits 0 73,838 75,600 77,112 2.0%
Supplies/Small Tools and Equipment 0 557,610 1,598,600 344,650 -78.4%
Professional Services 0 319,459 309,900 316,098 2.0%
Communication 0 283,174 277,000 282,540 2.0%
Travel/Training 0 19,466 22,684 23,138 2.0%
Repairs&Maintenance 0 29,292 102,400 104,448 2.0%
Miscellaneous 0 79,466 112,800 100,056 -11.3%
' Capital Outlay 0 295,956 110,000 2,502,775 2175.3%
Interfund Payments 0 0 0 82,963 100.0%
TOTAL COMMITTED EXPENDITURES 0 2,837,173 3,985,664 5,557,708 39.4%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 0 2,837,173 3,985,664 5,557,708 39.4%
Fund Balance,January 1 0 0 989,617 1,019,332 3.0%
Total New Revenue 0 3,826,790 3,643,191 4,904,138 34.6%
Total Committed Expenditures 0 (2,837,173) (3,985,664) (5,557,708) 39.4%
Fund Balance Plus Reserves 0 989,617 647,144 365,762 -43.5%
' Operating Reserves 0 254,122 387,566 305,493 -21.2%
Replacement Reserves 0 735,495 259,578 60,269 -76.8%
Fund Balance, December 31 0 0 0 0 N/A
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-63
Funds 502/512/522, Insurance Funds
The Insurance funds are internal service funds that provide accounting for self-insurance
services to all City departments for losses on property, liability, worker's compensation, '
unemployment compensation and healthcare programs, including medical and dental for
active employees and medical for LEOFFI retirees. Expenses are paid by the Insurance
Funds and rates are charged to Departments based on use and/or coverage requirements. In
2004,Fund 512, Healthcare Insurance Fund was created to report all healthcare related
items, and Fund 522 was created to report all LEOFFI Retirees healthcare related items.
2005 2006 2007 2008 Change
Item Actual Actual Adl Bdgt Budget 07/08
REVENUE:
Federal/State Grants 56,335 0 0 0 N/A
Interest and Other Earnings 196,716 473,015 205,000 235,000 14.6%
Insurance Premiums and Recoveries 404,494 99,236 0 0 N/A
Other Miscellaneous Revenues 10,466,956 11,200,286 12,340,750 13,648,116 10.6%
Transfer In 0 272,000 0 0 N/A
TOTAL NEW REVENUE 11,124,501 12,044,537 12,545,750 13,883,116 10.7%
Use of Prior Yr Revenue 0 0 0 0 N/A
TOTAL RESOURCES 11,124,501 12,044,537 12,545,750 13,883,116 10.7%
EXPENDITURES:
Regular Salaries 168,367 240,089 247,561 264,748 6.9%
Personnel Benefits 43,229 52,709 67,863 77,478 14.2%
City Personnel Benefits 7,327,947 8,722,411 9,429,403 10,954,233 16.2%
i
Professional Services 512,379 580,959 585,540 630,940 7.8%
Travel/Training (119) 0 2,000 2,000 0.0%
Insurance 1,407,773 1,246,542 1,241,723 1,818,880 46.5%
Miscellaneous 3,104 16,899 4,600 4,600 0.0%
Intergovernmental Services 1,736 1,092 3,500 3,500 0.0%
Interfund Payments for Services 123,400 138,227 82,197 105,327 28.1% '
TOTAL COMMITTED EXPENDITURES 9,587,816 10,998,928 11,664,387 13,861,706 18.8%
Increase to Reserves 0 0 881,363 21,410 -97.6%
TOTAL EXPENDITURES 9,587,816 10,998,928 12,545,750 13,883,116 10.7510 '
Fund Balance,January 1' 9,480,398 11,017,083 12,062,692 10,910,921 -9.5%
Total New Revenue 11,124,501 12,044,537 12,545,750 13,883,116 10.7%
Total Committed Expenditures (9,587,816) (10,998,928) (11,664,387) (13,861,706) 18.8%
Fund Balance Plus Reserves 11,017,083 12,062,692 12,944,055 10,932,331 -15.5%
Anti Recessionary 2,100,000 2,100,000 2,100,000 2,100,000 0.0%
South Renton Reserve" 385,000 385,000 385,000 385,000 0.0%
Reserve for Claims 750,000 0 0 0 N/A
Healthcare IBNR 20% 1,369,200 1,557,100 1,757,500 2,068,300 17.7%
Additional Reserves of GG Funds 5,116,291 4,798,396 6,245,064 5,000,000 -19.9% '
Fund Balance, December 31 1,296,592 3,222,196 2,456,491 1,379,031 -43.9%
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
'South Renton Reserve corrected
Budget by Fund
7-64
Fund 502,Insurance Fund
�• Fund 502, is an internal service fund that provides accounting for self-insurance services to
all City departments for property losses,liability, worker's compensation, and
unemployment compensation. Expenses are paid by the Insurance Fund and rates are
charged to Departments based on use and/or coverage requirements. Effective January 1,
2004,Fund 512, Healthcare Insurance Fund, was created to report all healthcare related
items.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Federal/State Grants 56,335 0 0 0 N/A
Interest and Other Earnings 142,568 393,636 150,000 150,000 0.0%
Insurance Premiums and Recoveries 404,494 42,999 0 0 N/A
Other Miscellaneous Revenues 2,909,876 2,961,133 2,421,018 2,424,273 0.1%
TOTAL NEW REVENUE 3,513,273 3,397,768 2,571,018 2,574,273 0.1%
Use of Prior Yr Revenue 0 0 0 403,830 100.0%
TOTAL RESOURCES 3,513,273 3,397,768 2,571,018 2,978,103 15.8%
EXPENDITURES:
Regular Salaries 114,583 150,885 155,562 160,636 3.3%
Personnel Benefits 27,637 30,607 41,132 46,105 12.1%
City Personnel Benefits 482,295 936,849 642,000 613,002 -4.5%
Professional Services 239,979 224,701 285,340 285,340 0.0%
Travel/Training (119) 0 2,000 2,000 0.0%
Insurance 1,407,773 1,246,542 1,241,723 1,818,880 46.5%
Miscellaneous 1,411 3,977 2,600 2,600 0.0%
Interfund Payments for Services 61,700 69,649 43,149 49,540 14.8%
TOTAL COMMITTED EXPENDITURES 2,335,259 2,663,210 2,413,506 2,978,103 23.4%
Increase to Reserves 0 0 157,512 0 -100.0%
TOTAL EXPENDITURES 2,335,259 2,663,210 2,571,018 2,978,103 15.8%
Fund Balance,January 1` 7,944,110 9,122,124 9,856,682 7,336,714 -25.6%
Total New Revenue 3,513,273 3,397,768 2,571,018 2,574,273 0.1%
Total Committed Expenditures (2,335,259) (2,663,210) (2,413,506) (2,978,103) 23.4%
Fund Balance Plus Reserves 9,122,124 9,856,682 10,014,194 6,932,884 -30.8%
Anti Recessionary 2,100,000 2,100,000 2,100,000 2,100,000 0.0%
South Renton Reserve385,000 385,000 385,000 385,000 0.0%
' Reserve for Claims 750,000 0 0 0 N/A
Additional Reserves of GG Funds 5,116,291 4,798,396 6,245,064 5,000,000 -19.9%
Fund Balance, December 31 770,833 2,573,286 1,284,130 (552,116) -143.0%
Note: "Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
"South Renton Reserve corrected
1 Budget by Fund
7-65
Fund 512, Healthcare Insurance Fund ,
Fund 512 was created in 2004 for the purpose of identifying Healthcare Insurance revenue
and expenditures. This is an internal service fund that 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. In the second half of 2004, Fund 512 was further defined to report ,
only active employees and Fund 522 was created to report all LEOFFI Retirees healthcare
related items.
2005 2006 2007 2008 Change '
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Interest and Other Earnings 32,940 63,872 35,000 65,000 85.7%
Insurance Premiums and Recoveries 0 50,798 0 0 N/A
Other Miscellaneous Revenues 6,537,201 6,666,877 7,766,065 9,328,353 20.1%
TOTAL NEW REVENUE 6,570,141 6,781,547 7,801,065 9,393,353 20.4%
Use of Prior Yr Revenue 0 0 0 0 N/A
TOTAL RESOURCES 6,570,141 6,781,547 7,801,065 9,393,353 20.4%
EXPENDITURES: r
Regular Salaries 53,784 82,633 70,692 97,140 37.4%
Personnel Benefits 15,592 20,961 20,397 29,793 46.1%
City Personnel Benefits 5,623,801 6,675,406 6,941,077 8,506,449 22.6%
.r
Professional Services 256,034 313,088 276,100 299,500 8.5%
Miscellaneous 1,693 12,922 2,000 2,000 0.0%
Intergovernmental Services 1,736 1,092 3,500 3,500 0.0%
Interfund Payments for Services 61,700 68,248 39,048 55,787 42.9%
TOTAL COMMITTED EXPENDITURES 6,014,340 7,174,350 7,352,814 8,994,169 22.3%
Increase to Reserves 0 0 448,251 399,184 -10.9%
TOTAL EXPENDITURES 6,014,340 7,174,350 7,801,065 9,393,353 20.4% ..w
Fund Balance,January 1' 1,306,802 1,862,603 1,469,800 2,257,789 53.6%
Total New Revenue 6,570,141 6,781,547 7,801,065 9,393,353 20.4%
Total Committed Expenditures (6,014,340) (7,174,350) (7,352,814) (8,994,169) 22.3%
Fund Balance Plus Reserves 1,862,603 1,469,800 1,918,051 2,656,973 38.5%
Healthcare IBNR 20% 1,124,800 1,335,100 1,388,200 1,701,300 22.6%
Fund Balance, December 31 737,803 134,700 529,851 955,673 80.4%
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-66
Fund 522,LEOFFI Retirees Healthcare Insurance Fund
Fund 522 was created in 2004 for the purpose of identifying LEOFFI Retirees Healthcare
Insurance revenue and expenditures. Previously, all active and LEOFFI retirees Healthcare
activity was reported in Fund 512. This is an internal service fund that 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
rr
and/or coverage requirements. In the second half of 2004, Fund 512 was further defined to
report only active employees, and Fund 522 was created to report all LEOFFI Retirees
healthcare related items.
'r 2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE:
Interest and Other Earnings 21,208 15,507 20,000 20,000 0.0%
Insurance Premiums and Recoveries 0 5,439 0 0 N/A
Other Miscellaneous Revenues 1,019,879 1,572,276 2,153,667 1,895,490 -12.0%
Transfer In 0 272,000 0 0 N/A
TOTAL NEW REVENUE 1,041,087 1,865,222 2,173,667 1,915,490 -11.9%
Use of Prior Yr Revenue 0 0 0 0 N/A
TOTAL RESOURCES 1,041,087 1,865,222 2,173,667 1,915,490 -11.9%
EXPENDITURES:
Regular Salaries 0 6,571 21,307 6,972 -67.3%
Personnel Benefits 0 1,141 6,334 1,580 -75.1%
City Personnel Benefits 1,221,851 1,110,156 1,846,326 1,834,782 -0.6%
Professional Services 16,366 43,170 24,100 46,100 91.3%
Interfund Payments for Services 0 330 0 0 N/A
TOTAL COMMITTED EXPENDITURES 1,238,217 1,161,368 1,898,067 1,889,434 -0.5%
Increase to Reserves 0 0 275,600 26,056 -90.5%
TOTAL EXPENDITURES 1,238,217 1,161,368 2,173,667 1,915,490 -11.9%
Fund Balance,January 1` 229,486 32,356 736,210 1,316,418 78.8%
Total New Revenue 1,041,087 1,865,222 2,173,667 1,915,490 -11.9%
Total Committed Expenditures (1,238,217) (1,161,368) (1,898,067) (1,889,434) -0.5%
' Fund Balance Plus Reserves 32,356 736,210 1,011,810 1,342,474 32.7910
Healthcare IBNR 20% 244,400 222,000 369,300 367,000 -0.6%
Fund Balance, December 31 (212,044) 514,210 642,510 975,474 51.8%
Note: "Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Budget by Fund
7-67
Fund 611,Firemen's Pension Fund (previously Fund 601) '
The Firemen's Pension Fund is a closed system with membership limited to firefighters
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 ,
firefighters, and beneficiaries, retiring prior to March 1, 1970, and excess benefits over
LEOFF pensions for those firefighters retiring thereafter who are members of the plan. '
Payments for medical bills related to retirement disability for retirees prior to enactment of
LEOFF.
2005 2006 2007 2008 Change
Item Actual Actual Adj Bdgt Budget 07/08
REVENUE: ,
Other Intergovernmental Revenues 72,404 77,821 73,000 75,000 2.7910
Interest and Other Earnings 179,951 215,553 175,000 200,000 14.3%
Other Financing Sources 0 0 3,191,007 0 -100.0% ,
TOTAL NEW REVENUE 252,355 293,374 3,439,007 275,000 -92.0%
Use of Prior Yr Revenue 0 0 256,176 232,807 -9.1
TOTAL RESOURCES 252,355 293,374 3,695,183 507,807 -86.3%
EXPENDITURES:
Personnel Benefits 402,202 414,281 463,500 477,400 3.0%
Supplies/Small Tools and Equipment 400 316 450 459 2.0%
Professional Services 7,075 0 12,000 0 -100.0%
Interfund Payments for Services 6,900 18,437 28,226 29,948 6.1%
Transfer Out 0 0 3,191,007 0 -100.0%
TOTAL COMMITTED EXPENDITURES 416,577 433,034 3,695,183 507,807 -86.3%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 416,577 433,034 3,695,183 507,807 -86.3%
Fund Balance,January 1' 4,976,121 4,811,899 4,672,239 8,168,916 74.8%
Total New Revenue 252,355 293,374 3,439,007 275,000 -92.0%
Total Committed Expenditures (416,577) (433,034) (3,695,183) (507,807) -86.3%
Designated Fund Balance 4,811,899 4,672,239 4,416,063 7,936,109 79.79,o'
Fund Balance, December 31 0 0 0 0 N/A
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
SII
r
t�
Budget by Fund
7-68
t
1
1
1
1
1
1
1
4M
Ddaib
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.
r
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.
!
1
t
1
t
1
Details
1 8-1
Revenue Detail, All Funds
2005 2006 2007 2008 Change
Revenue Actual Actual Ad* Bdgt Budget 07/08
Tax Revenues
Property Tax - General Levy 21 ,109,939 22,064,717 23,646,892 28,439,011 20.3%
Property Tax - Special Levy 508,651 507,055 516,000 550,000 6.6%
Total Property Taxes 21 ,618,590 22,571,772 24,162,892 28,989,011 20.0%
Retail Sales and Use Tax 18,692,911 20,567,102 22,313,244 27,163,700 21.7%
Utility Taxes 9,585,293 1 0,51 3,362 10,945,616 14,146,908 29.2%
Other Taxes
Admissions Tax 259,669 220,358 273,456 412,726 50.9%
Franchise Fees 640,845 499,323 730,490 1 ,067,775 46.2%
Excise Taxes 4,546,374 6,003,998 4,432,1 53 4,584,629 3.4%
Emergency Medical Service 475,642 492,082 506,015 801 ,932 58.5%
Gambling Excise Tax 2,305,120 2,064,544 2,088,680 2,817,508 34.9%
Total Other Taxes 8,227,650 9,280,305 8,030,794 9,684,570 20.6%
Total Tax Revenue 58,124,444 62,932,541 65,452,546 79,984,189 22.2%
Licenses and Permits
Business Licenses and Permits 2,106,894 2,493,918 2,469,984 2,546,000 3.1%
Building Permits 2,559,224 2,494,211 3,377,014 3,130,675 -7.3%
Non-Business Licenses/Permits 47,008 59,183 30,700 228,375 643.9% w
Total Licenses and Permits 4,713,126 5,047,312 5,877,698 5,905,050 0.5%
Intergovernmental Revenue
Federal Grants 1 ,007,352 944,286 6,390,528 4,642,951 -27.3% nr
State Grants 319,237 3,058,842 13,452,648 5,393,020 -59.9%
Motor Vehicle Excise Tax (MVET) 51 ,235 53,800 25,000 66,500 166.0%
State DUI 9,329 9,482 0 0 N/A
State/Street Fuel Taxes 1 ,185,614 1,326,304 1,400,654 1 ,906,620 36.1% w
State/Fire Insurance Premium Tax 72,404 77,821 73,000 75,000 2.7%
State/Liquor Board Profits/Excise Tax 620,419 615,150 776,297 1 ,183,220 52.4%
Intrgovl Service and Interlocal Grants 1 ,732,058 1,887,858 10,601,184 16,556,924 56.2%
Total Intergovernmental Revenue 4,997,648 7,973,543 329719,311 299824,235 -8.8% w
Charges for Services
General Government 320,953 380,020 336,700 359,446 6.8%
Public Safety 469,547 552,859 698,120 629,000 -9.9%
Utility and Environment 33,449,941 36,080,300 37,538,130 40,764,211 8.6%
Transportation Mitigation 522,808 546,344 500,000 700,000 40.0%
Other Transportation 8,314 1 0,21 4 8,000 8,000 0.0%
Plan Checking Fees 1 ,127,350 1,149,365 1,082,000 1 ,300,000 20.1% J
Fire and Park Mitigation 663,598 575,027 750,000 750,000 0.0%
Planning/Zoning/EIS Fees 161 ,387 240,604 1,109,852 142,700 -87.1%
Recreation 3,016,853 3,200,693 3,336,986 3,513,430 5.3% ,
IS/MV Equip Repair/ReplacementChgs 1 ,679,752 3,974,534 4,583,191 5,008,924 9.3%
Total Charges for Services 41,420,503 46,709,960 49,942,979 53,175,711 6.5%
Total Fines and Forfeits 720,312 920,168 1,003,600 1,585,000 57.9%
Miscellaneous Revenue
Interest and Other Earnings 2,245,773 3,717,868 1,961,357 3,190,900 62.7%
LID/Special Assessment Principal 23,340 6,778 23,200 6,700 -71.1%
Rents/Leases/Concessions 2,160,295 2,691,441 3,167,353 3,502,962 10.6%
Insurance Premiums and Recoveries 404,494 99,236 0 0 N/A R
Equipment Capital Recovery Charges 1 ,453,000 2,511,821 2,568,900 3,418,300 33.1%
Intrfund Proprty Liability Ins Premiums 1 ,932,400 1,932,400 1,468,746 1 ,468,746 0.0%
Employee Insurance Premiums 8,470,623 9,204,453 10,890,504 12,197,870 12.0%
Contributions from Private Sources 363,691 233,514 215,300 198,000 -8.0%
Other Miscellaneous 1 ,165,137 488,025 128,078 151 ,700 18.4%
Total Miscellaneous Revenue 18,218,753 20,885,536 20,423,438 24,135,178 18.2%
Interfund Dept Service Charges 4,501,598 3,588,741 3,306,098 3,740,378 13.1% ,
Total Non-Revenues 6,226,089 2,158,637 17,034,656 2,918,318 -82.9%
Total Other Financing Sources 15,847,866 28,5869754 22,564,274 18,277,136 -19.0%
TOTAL NEW REVENUE $154,770,339 $178,803,192 $218,324,600 $219,545,195 0.6%
Details
8-2
Expenditure Detail,All Funds
2005 2006 2007 2008 Change
Expenditures Actual Actual Adj Bdgt Budget 07/08
Salaries And Wages
Regular Salaries 37,960,860 39,570,664 43,729,083 50,588,804 15.7%
Part Time Salaries 2,518,950 2,688,258 2,645,608 2,863,367 8.2%
Uniform Allowance 77,741 100,646 101,400 113,700 12.1%
Overtime 2,008,369 2,322,724 2,325,877 2,420,759 4.1%
Total Salaries And Wages 42,565,920 44,682,292 48,801,968 55,986,630 14.7%
Personnel Benefits
Retirement/PERS 574,474 788,047 1,765,053 2,392,508 35.5%
Retirement/LEOFF 551,857 718,634 878,969 960,134 9.2%
FICA 2,576,619 2,712,530 3,033,356 3,448,561 13.7%
Medical Insurance 4,992,969 5,160,193 6,362,659 8,481,773 33.3%
Leoffi Retired Healthcare Insurance 1,020,002 1,481,366 2,133,667 1,895,490 -11.2%
Industrial Insurance 814,772 834,141 814,361 866,839 6.4%
Life Insurance 72,483 74,323 81,772 92,305 12.9%
Dental Insurance 1,112,850 1,198,250 1,469,985 1,967,059 33.8%
Health and Wellness 0 0 12,240 12,960 5.9%
Unemployment Compensation 114,700 153,300 161,300 161,300 0.0%
Fire Pensions 402,202 425,571 463,500 477,400 3.0%
PERS Prior Service Liability 0 0 8,800 8,800 0.0%
Long Term Disability 92,876 95,213 110,209 124,447 12.9%
Self-Insurance Medical/Dental 6,845,652 7,785,562 8,787,403 10,341,231 17.7%
Self-Insurance Workmen's Comp 401,526 874,732 500,000 543,002 8.6%
Self-Insurance Unemployment Comp 80,769 62,117 142,000 70,000 -50.7%
Total Personnel Benefits 19,653,751 22,363,979 26,725,274 31,843,809 19.2%
Supplies
Office/Operating Supplies 3,161,788 3,605,321 3,717,046 4,026,804 8.3%
Purchased Merchandise/Inventory 314,729 298,989 352,350 352,350 0.0%
Small Equipment 720,075 875,611 1,786,267 681,134 -61.9%
Total Supplies 4,196,592 4,779,921 5,855,663 5,060,288 -13.6%
Other Services & Charges
Professional Services 12,212,347 12,920,620 15,079,219 15,786,755 4.7%
Communications 438,175 493,547 502,979 523,544 4.1%
Travel and Training 259,074 335,246 415,694 468,649 12.7%
Volunteer Travel/Meals 20,049 20,119 20,000 20,000 0.0%
Operating Rentals&Leases 3,220,921 3,233,504 3,805,314 345,657 -90.9%
Property/Liability Ins Premiums& Claim 3,340,173 3,178,942 2,710,469 3,293,576 21.5%
Subtotal Misc Charges 19,490,739 20,181,978 22,533,675 20,438,181 -9.3%
Public Utility Services 11,146,412 11,995,911 12,577,677 13,361,745 6.2%
Repairs and Maintenance 1,310,136 1,486,212 1,763,447 1,783,421 1.1%
Other Miscellaneous Services 1,232,226 1,438,978 1,446,697 1,652,862 14.3%
Total Other Services And Charges 33,1799513 35,103,079 385321,496 37,236,209 -2.8%
Intergovernmental Services
Intergovernmental Professional Service 2,243,715 2,592,726 2,689,687 4,057,841 50.9%
Intergovernmental Payments 21,303 84,673 0 0 N/A
External Taxes & Operating Assessmer 1,054,967 1,168,488 1,587,610 1,690,131 6.5%
Interfund Taxes 1,995,338 2,084,610 2,221,273 2,297,703 3.4%
Total Intergovernmental Services 5,315,323 5,930,497 6,498,570 8,045,675 23.8%
Capital Outlay
Land 492,142 447,903 690,266 717,000 3.9%
Buildings, Structures&Oth Imprvmnts 11,698,637 16,428,482 43,638,033 29,972,667 -31.3%
Machinery and Equipment 1,974,778 1,634,467 4,178,558 7,451,073 78.3%
Street Improvement Projects/TIP 7,200,487 8,556 374 33 310,300 30,278,671 -9.1%
Total Capital Outlay 21,366,044 27,067,226 81,817,157 68,419,411 -16.4%
Debt Service
Principal 3,924,737 4,348,970 4,545,871 5,696,948 25.3%
Interest and Related Debt Costs 3,475,473 3,829,184 4,343,975 5,206,204 19.8%
Total Debt Service 7,400,210 8,178,154 8,8895846 10,903,152 22.6%
Total Interfund Payments 3,207,668 5,618,796 6,325,969 11,036,049 74.5%
Total Non-Expenditures 200,375 180,000 204,560 77,505 -62.17
Total Other Financing Uses 15,3125677 959859237 22,514,274 18,199,631 -19.2%
TOTAL COMMITTED EXPENDITURES $152,398,073 $163,889,181 $245,954,777 $246,808,359 0.3%
Details
8-3
2008 Revenue, Expenditures, Fund Sources, All Funds
General Government
000 001 003 004 006 009 ,
General ComSvcs Street CDBG Library Farmers Mkt
Revenue
Property Tax 13,895,633 7,079,205 3,780,253 2,111,266
Sales Tax 22,269,154 331,577
Sales Tax/Criminal Justice 1,838,970
Admissions Tax 412,726
Utility Tax&Natural Gas Use Tax 8,153,747 4,319,747 1,638,414
Real Estate Excise Tax
EMS Levy Funds 801,932
Gambling Excise Tax 2,817,508
Franchise/Leasehold Excise 1,152,404
Sub-Total Taxes 51,342,074 11,398,952 5,750,244 0 2,111,266 0
Business License Fees 746,000
Building Permits 3,030,675
Other Licenses/Permits 24,400 203,975
Other Federal/State Grants 108,600 419,700
State Shared Revenue 1,249,720 1,326,620
Other Intergovernmental 1,502,500 7,000 ..
Charges for Services 2,425,800 1,671,250 6,400
Fines and Forfeits 1,542,800 42,200
Interest Earnings 937,700 36,700 50,000 2,400
Miscellaneous Revenue 227,000 688,100 7,000 2,900
Non-Revenue
Other Financing Sources
Interfund Revenue 1,884,218 100,000 1,181,560
Total New Revenue 65,021,487 13,902,002 8,519,399 419,700 2,165,166 0
Use of Prior Yr Revenue 387,493 111,779 186,257 0 72,000 0
Total Resources 65,408,980 14,013,781 8,705,656 419,700 2,237,166 0
Expenditures
Legislative 291,722
AJLS: Mayor's Office 1,039,843
City Clerk 760,779
City Attorney 1,634,615
Hearing Examiner 238,578
Court Services 1,804,091
Econ Dev, Neighbrhds&Strat Ping 2,049,718
Human Resources&Risk Mgmt: 1,233,822
Insurance
Finance& Information Systems 2,095,878
Other City Services/Misc 4,571,309
Debt Service
Police 24,593,327
Fire and Emergency Services 17,608,745
Planning/Building/Pub Wks:
Administration 968,358
Development Services 4,688,046
Transportation 5,084,332
Utility Systems&Technical Svc 620,473
Maintenance Services 3,621,324
Community Services:
General Services/Parks 14,013,781
Housing&Human Services 945,953
Comm Dev Block Grants 419,700
Library/Museum 2,237,166
Golf Course
Transfers-Out 263,723
Total Committed Expenditures 65,408,980 14,013,781 8,705,656 419,700 2,237,166 0
Increase to Reserves 0 0 0 0 0 0
Total Expenditures 65,408,980 14,013,781 8,705,656 419,700 2,237,166 0
Fund Balance, January 1 12,927,937 1,324,714 1,707,714 45,471 266,877 0
Total New Revenue 65,021,487 13,902,002 8,519,399 419,700 2,165,166 0
Total Committed Expenditures (65,408,980) (14,013,781) (8,705,656) (419,700) (2,237,166) 0
Fund Balance Plus Reserves 12,540,444 1,212,935 1,521,457 45,471 194,877 0
Operating Reserves 5,912,286 1,212,935 870,566 0 194,877 0
Other Reserves/IBNR 260,000 0 0 0 0 0
Fund Balance(Undesig/Designated) 6,368,158 0 650,891 45,471 0 0
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Details
8-4
2008 Revenue, Expenditures, Fund Sources, All Funds
General Government
010 011 031 201/215
Fire Memorial Fire Wellness Park Memorial Limited GO Total 2008
Revenue
Property Tax 1,518,600 28,384,957
Sales Tax 22,600,731
Sales Tax/Criminal Justice 1,838,970
Admissions Tax 412,726
Utility Tax& Natural Gas Use Tax 14,111,908
Real Estate Excise Tax 2,350,000 2,350,000
EMS Levy Funds 801,932
Gambling Excise Tax 2,817,508
Franchise/Leasehold Excise 1,152,404
Sub-Total Taxes 0 0 0 3,868,600 74,471,136
Business License Fees 746,000
Building Permits 3,030,675
Other Licenses/Permits 228,375
Other Federal/State Grants 528,300
State Shared Revenue 2,576,340
Other Intergovernmental 1,509,500
Charges for Services 4,103,450
Fines and Forfeits 1,585,000
Interest Earnings 100,800 1,127,600
Miscellaneous Revenue 18,500 943,500
Non-Revenue 0
Other Financing Sources 300,000 300,000
Interfund Revenue 3,165,778
Total New Revenue 0 18,500 0 4,269,400 94,315,654
Use of Prior Yr Revenue 15,000 4,000 0 0 776,529
Total Resources 15,000 22,500 0 4,269,400 95,092,183
Expenditures
W, Legislative 291,722
AJLS: Mayor's Office 1,039,843
City Clerk 760,779
City Attorney 1,634,615
y, Hearing Examiner 238,578
Court Services 1,804,091
Econ Dev, Neighbrhds&Strat Ping 2,049,718
Human Resources&Risk Mgmt: 1,233,822
Insurance
Finance&Information Systems 2,095,878
Other City Services/Misc 4,571,309
Debt Service 4,269,400 4,269,400
Police 24,593,327
Fire and Emergency Services 15,000 22,500 17,646,245
Planning/Building/Pub Wks:
Administration 968,358
Development Services 4,688,046
Transportation 5,084,332
Utility Systems&Technical Svc 620,473
Maintenance Services 3,621,324
it Community Services:
General Services/Parks 14,013,781
Housing& Human Services 945,953
Comm Dev Block Grants 419,700
Library/Museum 2,237,166
Golf Course 0
Transfers-Out 263,723
Total Committed Expenditures 15,000 22,500 0 4,269,400 95,092,183
Increase to Reserves 0 0 0 0 0
Total Expenditures 15,000 22,500 0 4,269,400 95,092,183
Fund Balance, January 1' 24,297 19,656 170,300 774,772 17,261,738
Total New Revenue 0 18,500 0 4,269,400 94,315,654
Total Committed Expenditures 15,000 22,500 0 4,269,400 95,092,183
Fund Balance Plus Reserves 9,297 15,656 170,300 774,772 16,485,209
Operating Reserves 0 0 0 0 8,190,664
Other Reserves/IBNR 0 0 0 755,848 1,015,848
Fund Balance(Undesig/Designated) 9,297 15,656 170,300 18,924 7,278,697
Note: "Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Details
8-S
2008 Revenue, Expenditures, Fund Sources, All Funds
Special Revenue
102 108 110 118 125 127 ,
Arter Str Leased City Hotel/Motel Paths 1%Art Cable Com
Revenue
Property Tax
Sales Tax 84,564 232,000
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 84,564 232,000 0 0 35,000
Business License Fees
Building Permits
Other Licenses/Permits
Other Federal/State Grants
State Shared Revenue 580,000
Other Intergovernmental
Charges for Services
Fines and Forfeits
Interest Earnings 5,000 10,000 2,400
Miscellaneous Revenue 1,153,139 65,000 1,500
Non-Revenue
Other Financing Sources 77,505
Interfund Revenue
Total New Revenue 585,000 1,237,703 307,000 0 77,505 38,900
Use of Prior Yr Revenue 0 0 0 0 0 35,878
Total Resources 585,000 1,237,703 307,000 0 77,505 74,778
Expenditures
Legislative
AJLS: Mayor's Office 77,505
City Clerk 74,778
City Attorney
Hearing Examiner
Court Services
Econ Dev,Neighbrhds&Strat Ping 267,000
Human Resources&Risk Mgmt:
Insurance
Finance&Information Systems
Other City Services/Misc
Debt Service
Police
Fire and Emergency Services
Planning/Building/Pub Wks:
Administration
Development Services
Transportation
Utility Systems&Technical Svc
Maintenance Services
Community Services:
General Services/Parks 760,836
Housing&Human Services
Comm Dev Block Grants
Library/Museum
Golf Course
Transfers-Out 585,000 386,000
Total Committed Expenditures 585,000 1,146,836 267,000 0 77,505 74,778
Increase to Reserves 0 90,867 40,000 0 0 0
Total Expenditures 585,000 1,237,703 307,000 0 77,505 74,778
Fund Balance, January 1` 476,327 1,155,934 348,016 3,183 121,357 63,778
Total New Revenue 585,000 1,237,703 307,000 0 77,505 38,900
Total Committed Expenditures (585,000) (1,146,836) (267,000) 0 (77,505) (74,778)
Fund Balance Plus Reserves 476,327 1,246,801 388,016 3,183 121,357 27,900
Operating Reserves 0 0 0 0 0 0
Other Reserves/IBNR 0 0 0 0 0 0
Fund Balance(Undesig/Designated) 476,327 1,246,801 388,016 3,183 121,357 27,900
Note: "Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Details
8-6
2008 Revenue, Expenditures, Fund Sources, All Funds
Special Rev Debt Service Capital Project
135 219 301 303 304 305
Wetlands Mit Unlim G.O. Garage CIP C D Mitig Fire Miticl Trans Miti
Revenue
Property Tax 550,000
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 0 550,000 0 0 0 0
Business License Fees
Building Permits
Other Licenses/Permits 1
Other Federal/State Grants
State Shared Revenue
Other Intergovernmental
Charges for Services 250,000 500,000 700,000
Fines and Forfeits
Interest Earnings 5,000 5,000 40,000 50,000
Miscellaneous Revenue
Non-Revenue
Other Financing Sources
Interfund Revenue
Total New Revenue 0 555,000 0 255,000 540,000 750,000
Use of Prior Yr Revenue 0 0 0 0 0 1,473,229
Total Resources 0 555,000 0 255,000 540,000 2,223,229
Expenditures
Legislative
AJLS: Mayor's Office
City Clerk
City Attorney
Hearing Examiner
Court Services
Econ Dev,Neighbrhds&Strat Ping
Human Resources&Risk Mgmt:
y., Insurance
Finance&Information Systems
Other City Services/Misc
Debt Service 548,750
Police
Fire and Emergency Services
Planning/Building/Pub Wks:
Administration
Development Services
Transportation
Utility Systems&Technical Svc
Maintenance Services
Community Services:
General Services/Parks
Housing& Human Services
Comm Dev Block Grants
Library/Museum
Golf Course
Transfers-Out 300,000 2,223,229
Total Committed Expenditures 0 548,750 0 0 300,000 2,223,229
Increase to Reserves 0 61250 0 255,000 240,000 0
Total Expenditures 0 555,000 0 255,000 540,000 2,223,229
1 Fund Balance, January 1' 448,000 613,560 14,802 1,498,187 2,344,288 4,756,974
Total New Revenue 0 555,000 0 255,000 540,000 750,000
Total Committed Expenditures 0 548,750 0 0 300,000 2,223,229
Fund Balance Plus Reserves 448,000 619,810 14,802 1,753,187 2,584,288 3,283,745
f Operating Reserves 0 0 0 0 0 0
Other Reserves/IBNR 0 0 0 0 0 0
Fund Balance(Undesig/Designated) 448,000 619,810 14,802 1,753,187 2,584,288 3,283,745
Note: `Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Details
8-7
2008 Revenue, Expenditures, Fund Sources, All Funds
Capital Project Enterprise
316 317 318405/406/407/416 425/426/427 461
Mun Fac Trans CIP So Lk WA W/S/S Util W/S/S Const 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 2,150,000
EMS Levy Funds ,
Gambling Excise Tax
Franchise/Leasehold Excise
Sub-Total Taxes 2,150,000 0 0 0 0 0 '
Business License Fees 1,800,000
Building Permits 100,000
Other Licenses/Permits
Other Federal/State Grants 300,000 7,792,671
State Shared Revenue
Other Intergovernmental 15,034,424 13,000
Charges for Services 30,702,211 500
Fines and Forfeits
Interest Earnings 750,000 189,900 457,000
Miscellaneous Revenue 146,700
Non-Revenue 303,000 2,458,667
Other Financing Sources 479,723 2,958,229 83,244 13,586,435
Interfund Revenue 571,400
Total New Revenue 3,679,723 27,585,324 0 32,096,455 16,515,602 0
Use of Prior Yr Revenue 9,678,277 2,693,347 50,000 11,610,008 0 83,244
Total Resources 13,358,000 30,278,671 50,000 43,706,463 16,515,602 83,244
Expenditures
Legislative
AJLS: Mayor's Office
City Clerk
City Attorney
Hearing Examiner
Court Services
Econ Dev,Neighbrhds&Strat Ping 360,000
Human Resources&Risk Mgmt:
Insurance �s
Finance&Information Systems 360,164
Other City Services/Misc 535,070
Debt Service 5,568,002
Police 250,000
Fire and Emergency Services
Planning/Building/Pub Wks:
Administration 112,596
Development Services 296,800
Transportation 30,278,671 50,000
Utility Systems&Technical Svc 5,569,968 15,526,667
Maintenance Services 17,492,428
Community Services:
General Services/Parks 12,748,000
Housing&Human Services
Comm Dev Block Grants
Library/Museum
Golf Course
Transfers-Out 13,771,435 83,244
Total Committed Expenditures 13,358,000 30,278,671 50,000 43,706,463 15,526,667 83,244
Increase to Reserves 0 0 0 0 988,935 0
Total Expenditures 13,358,000 30,278,671 50,000 43,706,463 16,515,602 83,244
Fund Balance, January V 16,520,688 4,355,803 541,655 10,447,294 2,926,919 3,345,975
Total New Revenue 3,679,723 27,585,324 0 32,096,455 16,515,602 0
Total Committed Expenditures 13,358,000 30,278,671 50,000 43,706,463 15,526,667 83,244
Fund Balance Plus Reserves 6,842,411 1,662,456 491,655 (1,162,714) 3,915,854 3,262,731
Operating Reserves 0 0 0 4,988,972 0 0
Other Reserves/IBNR 1,700,000 0 0 0 0
Fund Balance(Undesig/Designated) 5,142,411 1,662,456 491,655 (6,151,686) 3,915,854 3,262,731
Note: 'Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Details
8-8
2008 Revenue, Expenditures, Fund Sources, All Funds
Enterprise
471 481 402 422 403 404
Rate Stabl W/S Bond Airport Airport CIP Sol Waste Golf Crs
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
Business License Fees
Building Permits
Other Licenses/Permits
Other Federal/State Grants 1,415,000
State Shared Revenue
Other Intergovernmental
Charges for Services 8,000 9,862,000 2,040,626
Fines and Forfeits
Interest Earnings 100 10,000 4,900 15,000
Miscellaneous Revenue 1,025,713 70,516 471,794
Non-Revenue 156,651
Other Financing Sources 75,000 250,000
Interfund Revenue 3,200
Total New Revenue 75,100 0 1,043,713 1,665,000 10,097,267 2,527,420
Use of Prior Yr Revenue 0 0 319,479 230,000 1,087,347 0
Total Resources 75,100 0 1,363,192 1,895,000 11,184,614 2,527,420
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 153,604
Other City Services/Misc
Debt Service
Police
Fire and Emergency Services
Planning/Building/Pub Wks:
Administration
Development Services
Transportation 1,113,192 1,895,000
Utility Systems&Technical Svc 10,799,685
Maintenance Services 231,325
Community Services:
General Services/Parks
Housing& Human Services
Comm Dev Block Grants
Library/Museum
Golf Course 2,518,431
Transfers-Out 250,000
Total Committed Expenditures 0 0 1,363,192 1,895,000 11,184,614 2,518,431
Increase to Reserves 75,100 0 0 0 0 8,989
Total Expenditures 75,100 0 1,363,192 1,895,000 11,184,614 2,527,420
Fund Balance, January 1 15,220 4,632 651,107 525,709 2,350,181 1,032,505
Total New Revenue 75,100 0 1,043,713 1,665,000 10,097,267 2,527,420
Total Committed Expenditures 0 0 (1,363,192) (1,895 000) (11,184,614) (2,518 431)
Fund Balance Plus Reserves 90,320 4,632 331,628 295,709 1,262,834 1,041,494
Operating Reserves 0 0 331,628 0 1,118,461 629,608
Other Reserves/IBNR 0 0 0 0 0 441,358
Fund Balance(Undesig/Designated) 90,320 4,632 0 295,709 144,373 (29,472)
Note: `Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Details
8-9
2008 Revenue, Expenditures, Fund Sources, All Funds
Enterprise Internal Service Fiduciary All Funds
424 501 502/512/522 503 611 Total
Golf CIP Equip R&R Insurance Inform Svc Fire Pension 2008
Revenue
Property Tax 54,054 28,989,011
Sales Tax 2,063,216 344,219 25,324,730
Sales Tax/Criminal Justice 1,838,970
Admissions Tax 412,726
Utility Tax&Natural Gas Use Tax 14,146,908
Real Estate Excise Tax 4,500,000 ,
EMS Levy Funds 801,932
Gambling Excise Tax 2,817,508
Franchise/Leasehold Excise 1,152,404
Sub-Total Taxes 0 2,063,216 0 398,273 0 79,984,189
Business License Fees 2,546,000
Building Permits 3,130,675
Other Licenses/Permits 228,375
Other Federal/State Grants 10,035,971
State Shared Revenue 75,000 3,231,340
Other Intergovernmental 16,556,924
Charges for Services 2,184,259 2,824,665 53,175,711
Fines and Forfeits 1,585,000
Interest Earnings 4,000 80,000 235,000 200,000 3,190,900
Miscellaneous Revenue 1,737,100 13,648,116 1,681,200 20,944,278
Non-Revenue 2,918,318
Other Financing Sources 150,000 ; 317,000 18,277,136
Interfund Revenue 3,740,378
Total New Revenue 154,000 6,381,575 13,883,116 4,904,138 275,000 219,545,195
Use of Prior Yr Revenue 66,000 0 0 653,570 232,807 28,989,715
Total Resources 220,000 6,381,575 13,883,116 5,557,708 507,807 248,534,910
Expenditures
Legislative 291,722 r
AJLS: Mayor's Office 1,117,348
City Clerk 835,557
City Attorney 1,634,615
Hearing Examiner 238,578 *.
Court Services 1,804,091
Econ Dev, Neighbrhds&Strat Ping 2,676,718
Human Resources&Risk Mgmt: 1,233,822
Insurance 13,861,706 13,861,706
Finance&Information Systems 5,557,708 8,167,354
Other City Services/Misc 507,807 5,614,186
Debt Service 10,386,152
Police 24,843,327 .»
Fire and Emergency Services 17,646,245
Planning/Building/Pub Wks:
Administration 1,080,954
Development Services 4,984,846
Transportation 38,421,195
Utility Systems&Technical Svc 32,516,793
Maintenance Services 6,381,575 27,726,652
Community Services: ....
General Services/Parks 27,522,617
Housing&Human Services 945,953
Comm Dev Block Grants 419,700
Library/Museum 2,237,166
Golf Course 220,000 2,738,431
Transfers-Out 17,862,631
Total Committed Expenditures 220,000 6,381,575 13,861,706 5,557,708 507,807 246,808,359
Increase to Reserves 0 0 21,410 0 0 1,726,551
Total Expenditures 220,000 6,381,575 13,883,116 5,557,708 507,807 248,534,910
Fund Balance, January V 260,363 5,060,991 10,910,921 1,019,332 8,168,916
Total New Revenue 154,000 6,381,575 13,883,116 4,904,138 275,000
Total Committed Expenditures 220,000 6,381,575 13,861,706 5,557,708 507,807
Fund Balance Plus Reserves 194,363 5,060,991 10,932,331 365,762 7,936,109
Operating Reserves 0 238,118 0 305,493 0
Other Reserves/IBNR 0 4,822,873 9,553,300 60,269 0
Fund Balance(Undesig/Designated) 194,363 0 1,379,031 0 7,936,109
Note: "Due to the change in accounting from cash to accrual basis in 2007,the 2008 Fund Balance is estimated.
Details
8-10
1
1
1
� Appendix
i
i
1
1
1
1
1
1
1
1
1
1
1
1
1
t
i
r
a Oppw&x
In this section you will find a wide range of economic statistics, demographic data (Did You
Know?) on page 9-7, and general information about the City of Renton on page 9-2. We also
include a glossary of commonly used budget terms starting on page 9-11.
The City of Renton's largest taxpayers and principal employers are listed on page 9-4.
The number of full-time employees working for the City, as well as the number of employees for
every 1,000 Renton citizens, are shown on page 9-5.
The graph and table on page 9-6 compares our taxes and rates to those of surrounding
communities.
The Index of Positions begins on page 9-18. It details specifics on City staffing positions and
pay ranges for all represented and non-represented positions. The percent salary increase for
2008 is noted on each table.
i
' Appendix
9-1
General Information -- City of Renton, Washington
DATE OF INCORPORATION........................September 6,1901 ELECTIONS: ,
FORM OF GOVERNMENT................................Mayor-Council Number of Precincts..................................................................62
TYPE OF GOVERNMENT.....................Non-Charter,Code City Number of Active Registered Voters(2007).....................27,552
LOCATION.............................................11 Miles South of Seattle
LAND AREA.....................................................18.19 Square Miles LICENSES&PERMITS:2007
RANK IN SIZE-STATE OF WASHINGTON.......................13 Business Licenses(includes all businesses).......................3,987
RANK IN SIZE-KING COUNTY..............................................5 Amusement Device (average)................................................ 122
POPULATION Official 4/l/07............................................ 60,290 Animal Licenses(Dog and Cat) ........................................ 1,393
2008 KING CO CERTIFICATION OF ASSESSED VALUATION
For the 2008 Tax Roll Year..................................$9,659,677,654 FIRE&ES PROTECTION:
Number of Commissioned Fire&ES Personnel.....................118
CITY EMPLOYEES-2008 Budget Number of Non-Commissioned Personnel................................17
Full Time Equivalents/FTE......................................................747.3 Total Number of Fire&ES Personnel('08 Budget)...............135
(Does not include Intermittent Employees) Number of Fire Stations(includes FD#25)................................5
Life Support Responses(2007)............................................7,721
2008 PROPERTY TAX LEVY: All Other Responses(2007).................................................2,438
General Levy(Includes Fire Pension).......................$25,750,000 Total Number of Responses(2007)....................................10,159
Special Levy(Excess)................................................... $510,000
TOTAL 2008 PROPERTY TAX LEVY....................$26,260,000 POLICE PROTECTION:
Number of Commissioned Police Personnel...........................123
2008 PROPERTY TAX RATES: (Per$1,000 of Assessed Value) Number of Non-Commissioned Police Personnel..................51.2
City of Renton-General Levy...................................... $2.57052 Total Number of Police Personnel('08 Budget)..................174.2 ,
City of Renton-Special Levy.........................................0.05330 Number of Calls for Service(2007)...................................67,994
TOTAL City of Renton Property Tax Rate ..................$2.62382
King County.....................................................................1.20770PARKS&RECREATION:
Open Port of Seattle...................................................................0.22359 n S S .... ,,160
Hospital District#1..........................................................0.50854 Numberof Developed arks and Playgrounds
Acreage 160
ygrounds......................1
Renton School District#403............................................2.62654 Major Facilities:
State of Washington School Fund....................................2.13233 Liberty Park
Emergency Medical Service.............................................0.30000 Gene Coulon Memorial Beach Park(Lake Washington)
TOTAL 2008 PROPERTY TAX RATES......................$9.77752 Cedar River Trail
Maplewood Golf Course
UTILITY TAX RATES: Renton Senior Activity Center
Electricity,Gas(Utility and Use),and City Utilities Cedar River Park:
(Water Sewer,Storm Drain,and Solid Waste)........................6% Carco Theatre
TV Cable,Telephone,and Cellular Phone..............................6% Renton Community Center
SALES TAX RATE: STREETS:2007
State............ ......................................................................6.5% State Signed Routes(Arterials)..............................................20.6
KingCounty Metro...............................................................0.6% City Arterials..............................................................................60
King County Transportation..................................................0.1% Local Access Streets................................................................142
Transit and Traffic Congestion effective 4/1/01)................0.2% Alleys....................................................................................11.10
o
RTA(effective 4/1/97)..........................................................0.4/oTOTAL STREETS..............................................................233.70
City of Renton Local Option................................................ 1.0% Number of signalized intersections(2007)..............................111
City of Renton Local Option-Criminal Justice...................0.1%
TOTAL SALES TAX RATE....................................................8.9% UTILITIES:2007
WATER UTILITY:
King County Stadium Tax Rate on Food&Beverage Total Water Customers.......................................................16,958
Sales at Restaurants,Bars and Taverns................................0.5% Gallons of Water Produced....................................2,922,852,000
Hotel/Motel Tax....................................................................1.0% Number of Fire Hydrants......................................................3,544
Public Facilities/Rental Car..................................................1.0% Miles of Water Main................................................................300
SANITARY WASTEWATER UTILITY:
ADMISSION TAX RATE: Total Sanitary Wastewater Customers...............................16,024
Theaters and Other Events.......................................................5% Miles of Gravity Sewer and Force Main ...........................206.33
STORM WATER UTILITY:
BUSINESS LICENSE FEE.....$55 per Full-Time Equivalent/Year Number of Accounts...........................................................17,420
Miles of Storm Water..........................................................219.65
TWO-YEAR ANIMAL LICENSE FEES:Not Altered Altered SOLID WASTE UTILITY:(Contracted Services)
Dog License $20.00 $10.00 Total Accounts....................................................................15,269
Cat License $8.00 $4.50
(Lifetime tags for senior citizens offered at one-time fee.) AIRPORT:2007
Areain acres.......................................................................167.21
2008 UTILITY RATES: (Reduced rates for low income senior Feet of Asphalt/Concrete Runway........................................5,382
citizens,and disabled persons available.) Total Operations................................................................94,415
WATER:
Basic Service Charge 3/4"Meter $10.10/Month LIBRARY:2007
CITY SEWER:(Single Family Residence)..........$15.55/Month Libraries(Main and Highlands)..................................................2
METRO SEWER:(Single Family Residence).......$28.51/Month Number of City Resident Borrowers..................................35,935
STORM SEWER:(Single Family Residence).........$7.41/Month Number of Non-Resident/King County Borrowers............14,326
GARBAGE RATES:(Residential) Number of Interlibrary Loan Borrowing Libraries..............1,221
1 can(32 gal)/week,curbside.................................$13.44/Month Total Books/Holdings .....................................................188,359
1 additional can,week] $8.00/Month Total Titles........................................................................132,702
Total Circulation...............................................................491,397
H:\FINANCE\PUBLICATIOWBudget_CurnntBook\working publication_files_DeAnna\09_AppendirzW2_General Info 2008.doc02_Gencrnl Info 2008, Revised 04/29/08,2:52 PM/bh
Am
dW eit*
qJq&tt4L-(U
The City of Renton is located in King County,
Washington, approximately 20 miles southeast of
Seattle and surrounds the southern end of Lake
r
Washington. Renton has a population of 60,290,
which ranks fifth in size of cities in the County. The
City of Renton was incorporated in 1901, and
r operated under the laws of the State of Washington as
an optional municipal code city under a Mayor-
Council form of government with a seven member
City Council. Renton is a general purpose
government that provides police, fire/emergency,
T
water, wastewater, stormwater, street construction
and maintenance,parks and recreation, planning and
zoning, municipal court and general government '°"�`
services to its citizens. The economy of the area is
based-manufacturing, technology-based business, the
Port of Seattle, services industry, tourism, fishing, and
agriculture. The Boeing Company's Renton "" '•'�
Operation is the largest employer accounting for more
than thirty percent of the area's workforce.
U W
ICW. Is
,
Is
Y
NANM
1 Y
i
1
Appendix
9-3
Largest Taxpayers '
Real& Personal Percentage ,
Taxpayer Type of Business Property AV of AV
Boeing Aerospace&Computer Services 629,784,603 7.52%
Paccar Heavy Manufacturing 116,317,925 1.39%
Puget Sound Energy-Elec/Gas Electric/Gas Utility 80,829,517 0.97%
Providence Health Healthcare 57,902,300 0.69%
AMB Property Corp. Commercial Property Owners 49,479,200 0.59%
Renton Properties LLC Real Estate 36,993,300 0.44% '
Qwest Corporation Telephone Utility 30,371,972 0.36%
BRE Properties Real Estate 30,005,710 0.36%
Wal-Mart Retail 28,566,077 0.34%
Axis Grand Holdings(formerly HSC Real Estate Inc. ) Real Estate 28,549,000 0.34%
Total Assessed Valuation-Largest Taxpayers 1,088,799,604 13.01% rr
Total Assessed Valuation-All Others 7,282,002,201 86.99%
Total Assessed Valuation 8,370,801,805 100.00%
Source r�
Assessed Valuation: King County Department ofAssessment, both real and personal property assessment where applicable(2007
taxroll year.)
Principal Employers
2007 Full-Time
Equivalent %of Total
Principal Employers Type of Business Employees Employment
Boeing Company Aerospace&Computer Services 13,224 30.43%
Valley Medical Center Medical Services 2,400 5.52% r
Renton School District Public Education 1,376 3.17%
Paccar Inc Heavy Manufacturing 1,268 2.92%
Federal Aviation Administration Federal Government 997 2.29%
r�
Renton Technical College Technical and Trade School 835 1.92%
City of Renton City Government 641 1.47%
ER Solutions Inc Professional&Technical Services 524 1.21%
Youngs-Columbia of Washington LLC Wholesale Trade, Non Durable 392 0.90% r.
IKEA Retail 356 0.82%
Total number of Employees-Principal Employers 22,013 50.65%
Total number of Employees-All Other Employers 21,448 49.35%
Total Employees working within Renton 43,461 100.00%
Source:City of Renton Business License Records and individual inquiry where applicable.
Note:The table does not include non-profit organizations. ..
The FTE count for the City of Renton does not include temporary employees.
r
Appendix
9-4 r.
4w Full-Time Employee (FTE) Staffing Levels per 1,000 Renton Citizens
The graph below 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 15.9 percent between 1997 and 2007,while the population grew 31.3 percent
6 during the same time period,The number of FTEs per 1,000 Renton citizens remained fairly
constant until 2001. The high was in 1998 at 12.21 FTE per 1000 citizens
Total Population of Renton
�-Employees per 1,000 Population
70,000 - 12.5
60,000 12.0 '
50,000 0-
11.5 a
c
g 40,000 0
11.0 r
0 30,000 a
a
10.5 m
20,000 a
10,000 - __ 10.0 E
w
0 9.5
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
LRegular Employees per Total Population
Year FTE's 1,000 Population of Renton
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
2004 609.2 11.00 55,360
2005 608.0 10.70 56,840
2006 620.0 10.62 58,360
2007 641.0 10.63 60,290
' Source
Population: State of Washington Office of Financial Management
AI other infomtaton: City of Renton Finance Department
Appendix
9-5
Comparison of Renton Taxes and Rates 10
11.83
28.29
16.56
23.35
5.72
5.17
5.15
27.0 11.50
16.25 �0 24.73
9.60
13.23 $90
$55 $50 $50
$50 28.01 $3.22
$0 21.55
$2.88
$1.09 $1.,8 $2.84
13.44 $2.73 15A4 21.57 27.93
1t30 15.30 9.96 9.52
9.90 8.80
14.67 9.81 U.94 '
Renton Auburn Bellevue Kent Redmond Seattle Tukwila
■Wastewater ■Solid Waste O Property Tax ■Business License ■Water ■Storm '
Renton's
Rank Renton Auburn Bellevue Kent Redmond Seattle Tukwila
Population- 4 58,360 48,955 118,200 84,920 49,890 575,000 17,930
Tax Rates
Avg.Prop Tax/$1,000 AV 2 2.88 2.73 1.09 2.56 1.18 3.22 2.84
Electric Utility 1 6.0% 5.0% 5.0% 6.0% 6.0% 6.017o 6.0% '
Cable TV 2 6.0% 5.07o 5.0% 5.097o 5.0% 10.017o 6.0%
B 8,O (1) N/A N/A N/A 0.15% N/A N/A 0.215% N/A
Admissions 1 5.0% 5.0% 3.0% 5.0% 5.0% 5.0% 5.097o
Licenses&Fees
Business-Renewal (2) 3 $55 $50 $0 $50 $90 $90 $50
Golf (18 holes) (3) 5 $32 $35 $33 $37 $49 N/A $30
Dog License (4) 7 $20 $60 $60 $60 $63 $40 $60
Utility Rates(5)
Water (750 CF) (6) 3 27.01 19.60 28.01 16.25 23.35 28.29 24.73
Wastewater(7) 3 14.67 9.81 15.30 10.90 10.94 27.93 8.80
Stormwater(8) 5 5.72 11.50 13.23 5.15 16.56 11.83 5.17
Solid Waste/Garbage 9 5 13.44 11.30 15.44 21.57 9.96 21.55 19.52
Notes: Information collected in 2007.(1)Seattle has a second B&O rate for service related businesses(0.215%). (2)Cities
calculate business license fees using a variety of different methods. Bellevue is participating in a joint licensing program with the
State.No business renewal fee in Bellevue.Kent's fee for the first year is$75,with a lower renewal fee. Tukwila rates are$50
for 0-5 employees,$100 for 6-100 employees,and$200 for 101 employees and above. (3)Kent,Auburn,Tukwila,Bellevue,
and Renton fees differ for weekday/weekend,based on summer weekend rates when applicable. (4)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. (5)Based on single family households (6)Rates were based on 750 cubic feet of water.For Seattle,Kent
and Tukwila,the rates are based on a weighted average of summer and winter rates.(7)Rates were based on 750 cubic feet of
water.Rates do not include King County Wastewater treatment charge of$27.95.(8)Bellevue's rate is an average rate based on a
10,000-12,000 sq.ft.lot area(between 20%and 40%developed).Kent's rate depends on the drainage basin affected,ranging
from$2.67 to$7.62 per month.(9)For the following cities,service is provided and billed by an outside contractor:Bellevue
(Rabanco),Kent,Redmond,and Tukwila. Auburn rates are based on Waste Management services rates.For comparison
purposes,rates are based on 32-gal size can and includes garbage,recycling and yard waste collection.City of Redmond rates are
based on 35-gal size can.
Irl
Appendix
9-6
RE
To
AHEAD OF THE CURVE
Did You Know?
• Respondents to a 2004 Citizen Survey were satisfied with the quality of life in Renton,
with 75%rating Renton as an "excellent" (21%) or "very good" (54%) place to live, an
increase from 63% two years ago. The principal reasons people gave Renton a positive
rating were atmosphere, location, public services, and sense of community.
• Over 58,000 people live in Renton. Housing options range from lake front homes to
urban apartments to affordable family neighborhoods.
• City staff members serve as volunteer liaisons for the City's Neighborhood Program to
provide a direct link between City government and residents. The program serves 32
neighborhoods, over 12,000 residents and 4,500 households with neighborhood picnics,
grant programs, newsletters, and personal contact.
• Since inception, 63 matching grants awarded to 24 different neighborhoods have helped
' fund local neighborhood improvements. While the City has invested nearly $100,000 in
funding the combined projects, neighbors have matched that dollar investment with
volunteer work and sweat equity.
• In addition to maintaining a high standard of drinking water quality, the City of Renton
also diligently maintains 295 miles of pipe, 10 wells, 1 spring, 9 reservoirs, 12 pump
stations, 2 water treatment facilities, 3,440 fire hydrants, and 16,668 metered
connections.
• We operate two large treatment facilities - the Maplewood treatment facility and the
corrosion control facility. In addition, we treat all water with chlorine and fluoride.
These treatments take place at each well house.
• The Renton Police Department responds to emergency calls within 3 minutes. In 2006
they responded to just over 63,000 calls for service, down slightly from 2005. Our
investigation unit cleared 83% of crimes investigated(exceeding our goal of 80%).
• According to a 2004 Citizen Survey, 93% of respondents feel safe in Renton and 95%
gave the Renton Police Department a passing grade in terms of service. Top citizen
priorities include keeping police patrols in neighborhoods and investigating and solving
crimes.
' The Renton Police Department is one of only nine Washington police agencies to meet
the highest policing standards in America and be accredited by the Commission on
Accreditation for Law Enforcement Agencies, Inc.
• The City provides diverse recreation programs for all ages -preschool, youth, teen, adult,
and senior. Leisure programs, organized athletics, fitness and wellness programs, outdoor
recreational opportunities; cultural arts programs; and programs designed to provide
r
Appendix
9-7
social and recreational opportunities to senior citizens and those with special needs all
add to Renton's quality of life.
• Libraries in Renton have made several technological improvements including patron self-
service computer reservations, wireless internet access, in-library and home access to an
online automotive repair database, and the availability of resume writing software.
• The City's Housing Repair Assistance Program helps low to moderate income
homeowners maintain their homes by providing services such as accessibility
modifications (ramps, grab bars, door handles), and basic structure maintenance, as well
as smoke detector and carbon monoxide detector installation. The goal is to increase the
health and safety of Renton residents and keep neighborhoods maintained. In 2006 we
served 168 households and provided 591 health and safety related repairs.
• Over 3,000 individuals participate in various volunteer opportunities and, in 2006,
contributed more then 55,750 hours of service to the City of Renton valued at over
$1,000,000. Available volunteer opportunities include representation on a City Board,
Commission, or Advisory Committee or assisting with community events or one-time
special projects.
• The City of Renton has 28 developed public parks comprising 255 acres, 12.5 miles of
trails, an 18-hole public golf course and 813 acres of public open space for passive and
active recreation. The City also maintains a boathouse, theater, community center, two
neighborhood centers, a museum, two public libraries, and an aquatic center.
• In 2006, 71,351 people visited the new Henry Moses Aquatic Center. Of those surveyed,
92%rated the facility good or excellent and 98%will return. As anticipated,user fees
covered all operating expenses. Revenue was generated from paid admissions,pass cards,
swim lessons, classes,rentals, and concessions.
• The Renton Farmers Market is extremely popular and brings hundreds of people to the
Piazza in downtown Renton every Tuesday from June through September. More than 50
vendors sell a bounty of fresh, locally grown farm products, including organic fruits and
vegetables, cut flowers,baked goods,herbs, and more weekly at the Piazza. '
• Many neighborhood parks feature play equipment for kids. Over the last several years,
older equipment has been replaced with colorful new equipment at many parks, including
Gene Coulon Memorial Beach, Kennydale Beach, Burnett Linear Park, Heritage Park,
Windsor Hills Park,North Highlands,Jones Park, Kennydale Lions, and Sunset Court
Park.
• Gene Coulon Memorial Beach Park, a stunning 55-acre park, has nearly 1.5 miles of ,
Lake Washington waterfront and receives over 1.5 million visitors a year. Major public
events featured at Coulon Beach Park include the Freddie's Club of Renton Fabulous
Fourth of July, the Kidd Valley Family Concert Series in the summer, and Clam Lights in
December.
• Outdoor activities continue to bring people to downtown Renton. The extremely popular
Cinema at Liberty Park features free movies on the silver screen every Saturday in July '
and August. Families will enjoy the best in comedy, drama, and classics with movies
beginning at dusk. Liberty Park also serves as the main festival grounds for Renton's
annual community family celebration, Renton River Days. Since 1986, and held each
year during the fourth weekend of July,nearly 40 events and programs feature
r
Appendix
9-8
.. entertainment, arts, food, recreation, and special activities for residents, families, and
Puget Sound region tourists.
• Along with other local theaters, Carco Theatre has joined the Renton Live Theater
Alliance to promote the arts in Renton. Renton has an impressive public art collection,
two professional theater companies, a youth symphony orchestra, a city concert band,
three theaters, and an active arts community. In July each year, many teens participate in
" the annual Summer Teen Musical at Carco Theatre.
• The award-winning Renton River Days festival attracts nearly 50,000 visitors annually.
The six-day community family festival includes a parade, sports events, golf tournament,
live music, art shows, craft and vendor booths, food galore, and much more. Liberty Park,
in the heart of Renton, is the focal point for the festival with additional events in and
around the downtown core.
• Over 35,000 people are employed in Renton as of March, 2006. This includes 30,200 in
the private sector and 4,800 in the public sector.
• Over the last decade,pro-active economic development efforts have diversified Renton's
employment base. While The Boeing Company and PACCAR remain the two largest
private employers, many other innovative businesses have made Renton their home,
including bar-code technology developer Microscan, internet firm Classmates Online,
and software publisher Topics Entertainment.
• Revitalization efforts continue in downtown Renton with new housing,parks, a
performing arts center, and a transit center. Efforts in the Highlands will focus on
stimulating investment in the area's WWII housing stock and retail centers.
• Renton is becoming known as the place to be for regional retailers. Building on the
success of IKEA,which opened its only Northwest U.S. store in Renton in 1994, new
Fry's Electronics and Sam's Club stores bring millions of dollars to the local economy. In
2006, total sales tax revenue increased by almost 10 percent, hotel/motel tax revenue
increased by 11.2 percent, and construction revenue increased by 7.7 percent.
• On average the City of Renton repairs 12,565 square feet of sidewalk each year. The
focus is on areas where trip hazards are most severe and on public right-of-way where the
City is responsible for maintenance and repairs.
1 • The City of Renton maintains and operates 23 sanitary sewer lift stations and two
stormwater pumping stations, 199 miles of stormwater pipe, and 164 miles of sanitary
sewer pipe. Crews clean an average of 86,000 feet of stormwater pipe and 180,000 feet of
sanitary sewer pipe each year to help prevent flooding and overflows.
0 The City of Renton sweeps approximately 6,650 lane miles of roadway each year. Last
year, 840 tons of leaves and debris were removed from Renton's streets, making them
cleaner and safer.
• Through an aggressive recycling program, Renton residents diverted over 47% of
recyclable residential waste and 9% of recyclable multi-family waste from the landfill.
• Along with restoring street pavement after excavation by the various City of Renton
utilities, crews repair approximately 179,925 square feet of pavement each year. This
helps to limit potholes, maintain the streets Overall Condition Index rating of 80 or better,
' and make streets safer, smoother, and more pleasant to drive on.
Appendix
9-9
• 1° gave the Renton Fire Department a passing
,
According to a 2004 Citizen Survey, 9 /o ga p p g
grade in terms of service,with 60% giving them an "A" grade. Top citizen priorities
include putting out fires and limiting damage and providing emergency medical services. '
• Twenty-four hours a day, 365 days a year, the Renton Fire Department provides
professional and cost-effective protection of life and property to the citizens of Renton ,
and King County Fire District#25.
• The Renton Fire Department responded to 14,466 calls for service in 2006 that included
response to fires, emergency medical, hazardous material rescue and service types of ,
incidents. Department average response time to priority calls from the time of receipt of
the alarm to arrival on scene was 5 minutes and 32 seconds.
• The best way to avoid the devastation of a fire is to prevent it from happening. The
Renton Fire Department inspects businesses for fire hazards, investigates fires,reviews SII
construction plans, and hosts public education activities. The Department provides annual
fire prevention programs to local schools, CPR training, senior citizen programs, and
disaster preparedness training, and participates in a countywide intervention program for nU
juvenile fire-setters.
• Renton Library system's collection offers a variety of media to meet the information and
entertainment needs of the City's residents, including roughly 171,000 books, 10,000
videos, 5,000 books-on-tape, 550 DVDs, and 450 magazine subscriptions for a total of
187,000 items. ,
• The City maintains communications systems and support for 745 network devices, 50
miles of fiber optic and 30 miles of copper cabling, 600 phone sets, 4 PBX phone
switches, 650 GB of data backups, 32 network servers, 550 workstations, and 24
enterprise class software applications. In addition, the City handles over 723,000
outbound mail parcels annually.
• The City provides funding to a number of area human service providers using both
General Funds and Community Development Block Grant funds. For 2005, $327,422
was allocated to 28 different human service programs serving Renton residents. $391,910
was allocated to 7 agencies for capital projects and employment service programs.
• The City's records management program, mandated by law, ensures the timely retrieval
of information and the proper retention and disposition of the City's public records. More
than 1,800 boxes of City records are stored in inactive storage areas, the second to last ■r
step in the records life cycle, which includes creation, filing, active use, inactive storage,
and ultimate disposition by means of confidential destruction or transfer to the State
Archives.
• For many consecutive years the City has received the annual Government Finance
Officers Association Distinguished Budget Award and the Excellence in Financial
Reporting Award. State Auditor Brian Sonntag commended the City of Renton at a
Council meeting in 2006 for its strong record and commitment to financial excellence.
• The City's credit rating was improved by Standard and Poor's, as well Fitch Rating
services in 2006 from A+to AA- (on a scale of AAA). This recognizes strong financial
programs, reserves,budgetary controls, and other attributes that make the City a good
credit risk with respect to the purchase of its bonds which finance public improvements.
Appendix
9-10
i
i Budget Glossary
Accounting System: The total set of records and procedures, which are used to record, classify,
i 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
6 a given product or service.
Ad Val Orem Taxes: A tax levied on the assessed value of real property.
LAgency Fund:A fund used to account for assets held by a government as an agent for
individuals,private organizations, other governments, and/or other funds.
6 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.
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 January 1 st, including
amendments through December 31 st, of the current year.
' 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 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
Appendix
9-11
a
ali
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. The City of
Renton budgets on a cash basis.
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. as
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 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, capital 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.
Contingency:A budgetary reserve set-aside for emergencies or unforeseen expenditures not
.r
otherwise budgeted for.
Cost Center: An organization budget/operating unit within each City division or department.
Councilmanic Bonds: Councilmanic 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.
Councilmanic 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.
Appendix
9-12
r. 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.
Deficit: (1) The excess of an entity's liabilities over its assets (see Fund Balance). (2) Expenses
■r exceeding revenue during a single accounting period.
Department. Basic organizational unit of City government responsible for carrying out a specific
function.
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 an expense during a particular period.
Division: A group of homogeneous cost centers within a department.
.. ECC: The Emergency Coordination Center is located at Fire Station 14 and is used by the
Emergency Management Team as the command center in the event of an emergency in the
greater Renton area.
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.
Expenditures: Where accounts are kept on the accrual or modified accrual basis of 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.
l
Appendix
9-13
go
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 the Debt Service Funds
and Capital Improvement Funds.
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
ri
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 all
includes interf ind repairs and maintenance.
Intergovernmental Services: Intergovernmental purchases of those specialized services typically
performed by local governments.
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 r
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 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.
rr
Appendix
9-14
rr.
�• 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 budgeted exempt or non-exempt position with full or prorated
r. 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.
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
and prepaid insurance. All governmental funds, expendable trust funds, and agency funds are
accounted for using the modified accrual basis of accounting.
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
"r 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.
Appendix
9-15
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 2004 Original Budget plus salary and benefit reallocations due to union
contracts settled after the passage of the 2004 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.
as
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.
Revenue Bonds: Bond issued pledging future revenue (usually water, sewer, or drainage
charges)to cover debt payments in addition to operating costs.
.r
Revenue Estimate: A formal estimate of how much revenue will be earned from a specific
revenue source for some future period, typically, a future fiscal year.
Revenue Manual.A manual that provides comprehensive reference material and information on
City of Renton revenue including legal authority and parameters.
Revenue for Reserve: Revenue placed in a fund balance reserve account.
Salaries and Wages:Amounts paid for personal services rendered by 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. r
Special Revenue Fund: A fund used to account for the proceeds of specific revenue sources that
are legally restricted to expenditure or specified purposes. as
Supplemental Appropriation:An appropriation approved by the Council after the initial budget
appropriation.
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 equipment.
TIP: Transportation Improvement Program is a comprehensive program used to identify specific
transportation projects for improvement to enhance local,regional, State, and Federal
transportation systems. r►
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.
r
Appendix
9-16 ad
r
�.. 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.
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):
r.
Labor union representing all regular non-exempt personnel, grades 1 through 29.
Appendix
9-17
Index of Positions and Pay Ranges-Elected Officials, Management, and Non-Union Supervisory
.. ................................ ..................................
............ .................
............................. ............ ...... ..................................
.........................
.. ........ ..........................
............ .................
...... ...............**..................... ................................ ..... ..............................................
...... ................................ ............................ ................................ ...
................................
'M6i::::Akihi6�l:::12:Mbii: A66661: A!—:M........... ............ .. ..... h,U,
...... ............... ............... M
..................... ................................
......................... ..... ......
................
Grade:St ItisP.661tion7ift ::Step7&: wS
otar
...................... ..... ............
..p .Y Stpp.:D: S ...Y.:::
e10 Mayor (3.0%increase for 2008 10,255 123,060
e09 City Council Members** 950 11,400
e08 1 7,874 94,488 1 8,274 99,288 8,691 104,292 9,131 109,572 9,591 115,092
ell IMunicipal Court Judge (Salary is effective from September 2007-August 2008&is 95%of District Court Judge Salary) 10,627 127,524
::::::::MAN*PEMENT.:&.S.U.PE!Rv,5QIRY.::::::::
........ ...... . .
Nok
.............................. ........
ON
..... ... . ..... ...
.'A:iridn3as6iFdr:2.0.0.8.
m53 Chief Administrative Officer 10,332 123,984 10,856 130,272 11,405 136,860 11,981 143,772 12,580 150,960
m52 10,079 120,948 10,587 127,044 11,129 133,548 11,693 140,316 12,275 147,300
m51 9,832 117,984 10,332 123,984 10,856 130,272 11,405 136,860 11,981 143,772
m50 9,591 115,092 10,079 120,948 10,587 127,044 11,129 133,548 11,693 140,316
m49 Community Services Administrator 9,359 112,308 9,832 117,984 10,332 123,984 10,856 130,272 11,405 136,860
Economic Development Administrator
Finance/Information Services Administrator
Fire Chief***
Human Resources&Risk Mg-t Administrator`**
Planning/Bldg/PW Administrator
Police Chief***
m48 9,131 109,572 9,591 115,092 10,079 120,948 10,587 127,044 11,129 133,548
m47 8,910 106,920 9,359 112,308 9,832 117,984 10,332 123,984 10,856 130,272
m46 8,691 104,292 9,131 109,572 9,591 115,092 10,079 120,948 10,587 127,044
m45 Assistant Chief Administrative Officer 8,480 101,760 8,910 106,920 9,359 112,308 9,832 117,984 10,332 123,984
Deputy Fire Chief***
Deputy P/B/PW Administrator-Transportation
Police Deputy Chief
m44 8,274 99,288 8,691 104,292 9,131 109,572 9,591 115,092 10,079 120,948
m43 8,071 96,852 8,480 101,760 8,910 106,920 9,359 112,308 9,832 117,984
m42 7,874 94,488 8,274 99,288 8,691 104,292 9,131 109,572 9,591 115,092
m41 7,683 92,196 8,071 96,852 8,480 101,760 8,910 106,920 9,359 112,308
m40 7,496 89,952 7,874 94,488 8,274 99,288 8,691 104,292 9,131 109,572
m39 7,313 87,756 7,683 92,196 8,071 96,852 8,480 101,760 8,910 106,920
m38 Communications Director 7,135 85,620 7,496 89,952 7,874 94,488 8,274 99,288 8,691 104,292
Development Services Director
Economic Development Director
Emergency Management Director
Facilities Director
Fiscal Services Director
Information Services Director
Library Director
Maintenance Services Director
Parks Director
Recreation Director
I Utility Systems Director
m37 1 6,963 83,556 7,313 87,756 7,683 92,196 8,071 96,852 8,480 101,760
m36 Police Commander.... 6,791 81,492 7,135 85,620 7,496 89,952 7,874 94,488 8,274 99,288
Police Manager****
m35 Hearing Examiner 6,625 79,500 6,963 83,556 7,313 87,756 7,683 92,196 8,071 96,852
m34 Information Services Manager 6,461 77,532 6,791 81,492 7,135 85,620 7,496 89,952 7,874 94,488
m33 Current Planning Manager 6,304 75,648 6,625 79,500 6,963 83,556 7,313 87,756 7,683 92,196
Development Engineering Supervisor
Long Range Planning Manager
Transportation Design Supervisor
Transportation Operations Manager
Transportation Planning Supervisor
Utility Engineering Supervisor
Water Maintenance Manager
m32 Airport Manager 6,151 73,812 6,461 77,532 6,791 81,492 7,135 85,620 7,496 89,952
Building Official
Golf Course Manager
Community Development Project Manager
m31 6,001 72,012 6,304 75,648 1 6,625 79,500 6,963 83,556 1 7,313 87,756
m30 City Clerk/Cable Manager 5,856 70,272 6,151 73,812 1 6,461 77,532 6,791 81,492 1 7,135 85,620
Court Services Director
Appendix
9-18
"" Index of Positions and Pay Ranges-Elected Officials, Management, and Non-Union Supervisory
LI�ON�tJIVION:-:04ritinued:::::::
m30 Fleet Manager 5,856 70,272 6,151 73,812 6,461 77,532 6,791 81,492 7,135 85,620
Human Resources Manager
Information Systems Supervisor
m29 5,709 68,508 6,001 72,012 6,304 75,648 6,625 79,500 6,963 83,556
m28 Facilities Manager 5,574 66,888 5,856 70,272 6,151 73,812 6,461 77,532 6,791 81,492
Human Services Manager
Parks Maintenance Manager
Recreation Manager
m27 Assistant Library Director 5,438 65,256 5,709 68,508 6,001 72,012 6,304 75,648 6,625 79,500
Transportation Maintenance Supervisor
m26 Assistant Fire Marshal 5,305 63,660 5,574 66,888 5,856 70,272 6,151 73,812 6,461 77,532
Financial Services Manager
Waste Water/Special Operations Manager
m25 Community Services Resource&Funding M 5,175 62,100 5,438 65,256 5,709 68,508 6,001 72,012 6,304 75,648
Recreation Supervisor
Senior Finance Analyst
Solid Waste Coordinator
to m24 Principal Financial&Administrative Analyst 5,051 60,612 5,305 63,660 5,574 66,888 5,856 70,272 6,151 73,812
m23 U Open Space Coordinator 4,923 59,076 5,175 62,100 5,438 65,256 5,709 68,508 6,001 72,012
m22 Community Relation&Events Coordinator 4,807 57,684 5,051 60,612 5,305 63,660 5,574 66,888 5,856 70,272
Museum Manager
to Sr HR AnalysUCivil Service Coordinator
m21 Golf Course Supervisor 4,689 56,268 4,923 59,076 5,175 62,100 5,438 65,256 5,709 68,508
m20 Community Center Coordinator 4,574 54,888 4,807 57,684 5,051 60,612 5,305 63,660 5,574 66,888
Employee Benefits Analyst
IN Golf Professional
Human Resources Analyst
Safety Officer
Senior Services Coordinator
M19 4,464 53,568 4,689 56,268 4,923 59,076 5,175 62,100 5,438 65,256
M18 4,352 52,224 4,574 54,888 4,807 57,684 5,051 60,612 5,305 63,660
m17 City Council Liaison 4,248 50,976 4,464 53,568 4,689 56,268 4,923 59,076 5,175 62,100
Deputy City Clerk
Executive Secretary
NON-.UNi4N -CLE1�1CAi;:OTHEF2�::
...............................
(3;0%a inaiiiase foi X008)::::::::
n16 Finance Analyst III 4,127 49,524 4,336 52,032 4,551 54,612 4,783 57,396 5,021 60,252
n15 4,020 48,240 4,228 50,736 4,442 53,304 4,667 56,004 4,904 58,848
n14 3,927 47,124 4,127 49,524 4,336 52,032 4,551 54,612 4,783 57,396
n13 Finance Analyst II 3,829 45,948 4,020 48,240 4,228 50,736 4,442 53,304 4,667 56,004
Lead Payroll Analyst
n12 3,740 44,880 3,927 47,124 4,127 49,524 4,336 52,032 4,551 54,612
n11 Admin Secretary II(Com Svc,Fire,P/B/PW,l 3,645 43,740 3,829 45,948 4,020 48,240 4,228 50,736 4,442 53,304
Admin Secretary II/Economic Assistant
Admin Secretary II/Risk Mgmt Assistant
Assistant Golf Professional
Human Resources Systems Technician
Payroll Analyst
n10 Finance Analyst 1 3,556 42,672 3,740 44,880 3,927 47,124 4,127 49,524 4,336 52,032
n09 3,472 41,664 3,645 43,740 3,829 45,948 4,020 48,240 4,228 50,736
n08 3,386 40,632 3,556 42,672 3,740 44,880 3,927 47,124 4,127 49,524
n07 Secretary II EX 3,304 39,648 3,472 41,664 3,645 43,740 3,829 45,948 4,020 48,240
n06 3,222 38,664 3,386 40,632 3,556 42,672 3,740 44,880 3,927 47,124
n05 Secretary I EX 3,145 37,740 3,304 39,648 3,472 41,664 3,645 43,740 3,829 45,948
n04 3,069 36,828 3,222 38,664 3,386 40,632 3,556 42,672 3,740 44,880
n03 2,996 35,952 3,145 37,740 3,304 39,648 3,472 41,664 3,645 43,740
n02 2,922 35,064 3,069 36,828 3,222 38,664 3,386 40,632 3,556 42,672
n01 2,855 34,260 2,996 35,952 3,145 37,740 1 3,304 -39,648 3,472 41,664
LONGEVITY SCHEDULE
NON-UNION
'In addition to salary receives$4,800 annual car allowance. Completion of 5 Yrs 2%Step a13E $93 per month
"Council members salary set per Ordinance 4757(01/01/99) Completion of 10 Yrs 3%Step a13E $139 per month
Not eligible for Longevity/Education or Uniform Allowance Completion of 15 Yrs 4%Step a13E $185 per month
Receive Education/Longevity&Uniform Allowance Completion of 20 Yrs 5%Step a13E $231 per month
based on Union Contract Completion of 25 Yrs 6%Step a13E $278 per month
The City contributes 2%of employee's base wage per year to a deferred compensation account
for Management and Non-Represented employees except for CAO receives$8,500 per year
Appendix
9-19
Index of Positions and Pay Ranges-Local 2170
................................................................
....... ....................... ....................... ................. .................
..................... .........................
.. .................. .......................
.....' ..,.,..... ...... ... ..,............:...-.....................
....................:... .
. ....
.. . ...................................
...
NFO
.
......... .. .. .............
*.B..... . ....... .. . . . ..
�deS1OttPo0idi:T . . ....... Salary:.S ep ....
N�:-:I:�CAG:217#1:::::::::: ,
a34 ......... .0/0.Increase for 20 0'8')' 6,374 76,488 6,693 80,316 7,029 84,348 7,380 88,560 7,750 93,000
a33 6,219 74,628 6,534 78,408 6,867 82,404 7,213 86,556 7,571 90,852
a32 Network Systems Supervisor 6,069 72,828 6,374 76,488 6,693 80,316 7,029 84,348 7,380 88,560
a31 Principal Civil Engineer-Transportation Divi s 5,917 71,004 6,219 74,628 6,534 78,408 6,867 82,404 7,213 86,556
Utility/GIS Engineer
a30 Application Support Supervisor 5,774 69,288 6,069 72,828 6,374 76,488 6,693 80,316 7,029 84,348
a29 Program Development Coordinator 11 5,635 67,620 5,917 71,004 6,219 74,628 6,534 78,408 6,867 82,404
Mapping Coordinator
a28 5,497 65,964 5,774 69,288 6,069 72,828 6,374 76,488 6,693 80,316
a27 Civil Engineer 111 5,363 64,356 5,635 67,620 5,917 71,004 6,219 74,628 6,534 78,408
a26 5,231 62,772 5,497 65,964 5,774 69,288 6,069 72,828 6,374 76,488
a25 Capital Project Coordinator 5,104 61,248 5,363 64,356 5,635 67,620 5,917 71,004 6,219 74,628
Facilities Coordinator
Financial Systems Coordinator
Neighborhood Program Coordinator
Program Development Coordinator I
Property Services Agent
a24 Database Technician 4,979 59,748 5,231 62,772 5,497 65,964 5,774 69,288 6,069 72,828
Lead Construction Inspector
Lead Fire Inspector
Senior Economic Development Specialist
Senior Network Systems Specialist
Senior Planner
Senior Systems Analyst
Transportation Planner
a23 Assistant Airport Manager 4,860 58,320 5,104 61,248 5,363 64,356 5,635 67,620 5,917 71,004
Building Plan Reviewer
Business Systems Analyst
Civil Engineer 11
Engineering Specialist III
Fire Plan Reviewer/Inspector III
Pavement Management Technician
Street Maintenance Services Supervisor
Waste Water Maintenance Services Supervisor
a22 Librarian 4,742 56,904 4,979 59,748 5,231 62,772 5,497 65,964 5,774 69,288
a21 Building Inspector-Electrical 4,625 55,500 4,860 58,320 5,104 61,248 5,363 64,356 5,635 67,620
Building Inspector/Combination
Construction Inspector 11
Facilities Supervisor
Fire Inspector III
Hazardous Materials Specialist
Help Desk Technical Support Coordinator
Park Maintenance Supervisor
Signal/Electronics Systems Technician 11
Systems Analyst
Water Maintenance Services Supervisor
Water Utility Maintenance Supervisor
a20 --Associate Planner 4,511 54,132 4,742 56,904 4,979 59,748 5,231 62,772 5,497 65,964
Economic Development Specialist
Housing Repair Coordinator
Network Systems Specialist
a19 Accounting Supervisor 4,400 52,800 4,625 55,500 4,860 58,320 5,104 61,248 5,363 64,356
Civil Engineer I
Code Compliance Inspector
Energy Plans Examiner/Permit Representative
Engineering Specialist 11
Fire Inspector 11
Fire Plan Reviewer/Inspector 11
HVAC Systems Technician
Appendix
9-20
t" Index of Positions and Pay Ranges-Local 2170
IJNIOf�:-:Li1GAL 2'170:Goritirii►eQ::::
a19 Lead Vehicle&Equipment Mechanic 4,400 52,800 4,625 55,500 4,860 58,320 5,104 61,248 5,363 64,356
a18 CDBG Specialist 4,297 51,564 4,511 54,132 4,742 56,904 4,979 59,748 5,231 62,772
Development Services Representative
Lead Water Utility Pump Station Mechanic
fa Probation Officer
Recreation Program Coordinator
a17 Custodial Services Supervisor 4,189 50,268 4,400 52,800 4,625 55,500 4,860 58,320 5,104 61,248
Fire Inspector I
Fire Plan Reviewer/Inspector I
Help Desk Support Technician
Library Supervisor
Maintenance Buyer
Signal/Electronic Systems Tech I
Traffic Sign&Paint Supervisor
Water Quality/Treatment Plant Operator
a16 Assistant Planner 4,090 49,080 4,297 51,564 4,511 54,132 4,742 56,904 4,979 59,748
Lead Golf Course Maintenance Worker
Lead Maintenance Services Worker
Lead Park Maintenance Worker
a15 Facilities Technician II 3,985 47,820 4,189 50,268 4,400 52,800 4,625 55,500 4,860 58,320
Grounds Equipment Mechanic
Lead Judicial Specialist
Planning Technician II
Vehicle&Equipment Mechanic I
Water Utility Maintenance Technician
al4 Lift Station Technician 3,892 46,704 4,090 49,080 4,297 51,564 4,511 54,132 4,742 56,904
Recreation Specialist II
a13 Engineering Specialist 1 3,795 45,540 3,985 47,820 4,189 50,268 4,400 52,800 4,625 55,500
Facilities Technician
Print&Mail Coordinator
Signal/Electronics System Assistant II
Solid Waste Program Specialist
al2 Desktop Publishing Operator 3,705 44,460 3,892 46,704 4,090 49,080 4,297 51,564 4,511 54,132
Fire Inspector Trainee
Golf Course Maintenance Worker III
Maintenance Services Worker III
Multimedia/Records Specialist
10 Parks Maintenance Worker III
Traffic Maintenance Worker II
all Administrative Secretary II 3,613 43,356 3,795 45,540 3,985 47,820 4,189 50,268 4,400 52,800
Airport Maintenance Worker
Fleet Management Technician
Payroll Analyst
Records Management Coordinator
Recreation Specialist I
a10 Form/Graphic Technician 3,525 42,300 3,705 44,460 3,892 46,704 4,090 49,080 4,297 51,564
Judicial Specialist/Trainer
Permit Technician
a09 Accounting Assistant IV 3,438 41,256 3,613 43,356 3,795 45,540 3,985 47,820 4,189 50,268
Administrative Secretary I
Fire District Liaison
Library Assistant 11
Mechanic's Assistant
Planning Technician I
Records Management Specialist
Signal/Electronics Systems Assistant I
a08 Golf Course Maintenance Worker II 3,355 40,260 3,525 42,300 3,705-44,460--3,892 46,704 4,090 49,080
Golf Course Operations Specialist
Housing Repair Technician
Judicial Specialist
Appendix
9-21
i
Index of Positions and Pay Ranges-Local 2170
Nigiv:=:tcacai:2 o:cor►t�;uea::::::::::
a08 Lead Office Assistant 3,355 40,260 3,525 42,300 3,705 44,460 3,892 46,704 4,090 49,080
Maintenance Services Worker II
Parks Maintenance Worker II
Probation Clerk
Purchasing Assistant
Traffic Maintenance Worker I
a07 Accounting Assistant III 3,275 39,300 3,438 41,256 3,613 43,356 3,795 45,540 3,985 47,820
Hearing Examiner's Secretary
Library Technical Assistant
Maintenance Custodian
Print&Mail Operator
Secretary II
a06 3,198 38,376 3,355 40,260 3,525 42,300 3,705 44,460 3,892 46,704
a05 Accounting Assistant II 3,118 37,416 3,275 39,300 3,438 41,256 3,613 43,356 3,795 45,540
Office Assistant III
Secretary I
Water Meter Reader
a04 Golf Course Maintenance Worker 1 3,044 36,528 3,198 38,376 3,355 40,260 3,525 42,300 3,705 44,460
Lead Custodian
Maintenance Services Worker I
Parks Maintenance Worker I
Pro Shop Assistant
Solid Waste Maintenance Worker
a03 Accounting Assistant 1 2,969 35,628 3,118 37,416 3,275 39,300 3,438 41,256 3,613 43,356
Library Assistant I
Office Assistant II
a02 2,900 34,800 3,044 36,528 3,198 38,376 3,355 40,260 3,525 42,300
a01 Custodian 2,826 33,912 2,969 35,628 3,118 37,416 3,275 39,300 3,438 41,256
Office Assistant I
LONGEVITY SCHEDULE
LOCAL 2170
Completion of 5 Yrs 2%Step a13 E $93 per month
Completion of 10 Yrs 3%Step a13 E $139 per month
Completion of 15 Yrs 4%Step a13 E $185 per month
Completion of 20 Yrs 5%Step a13 E $231 per month
Completion of 25 Yrs 6%Step a13 E $278 per month
The City contributes 2%of employee's base wage per year to a deferred compensation account
i
T
t
Appendix
9-22
Index of Positions and Pay Ranges—Fire &Emergency Services Department, Commissioned Officers
3.00% Increase for 2008
t
f A...qa. I2:Mbs ..... l::24
.......
ry.............................. s:::Annu........Mos:::::Annu ::;::::::::::::::::::::::::::::::::::
Grade:::Pbsitlori Title :::.......$fep A Salary:... Step B.::...Satary:::::St�p C::::: Salary Stefs D.. :Salary.:
so
f70 Fire Fighter 4,272 51,264 4,365 52,380 4,714 56,568 5,731 68,772
to f71 Lieutenant (15%over D Step Fire Fighter) 6,591 79,092
f72 Captain (13%over Lieutenant) 7,448 89,376
f73 Battalion Chief 05%over Captain) 8,565 102,780
Deputy Fire Chief For salary information,see Management&Supervisory Matrix,Grade m45
Fire Chief For salary information,see Management&Supervisory Matrix,Grade m49
FIRE DEPARTMENT LONGEVITY SCHEDULE
Longevity is based on the following schedule,rounded to the nearest whole dollar.
%of D Step Fire Fighter Salary= $5,731
..................................................................
':Monttify;:
Percent AnidUf?t:
11�
Completion of 5 years---------------- 2% $115
Completion of 10 years--------------- 4% $229
Completion of 15 years---------------- 6% $344
Completion of 20 years---------------- 10% $573
Completion of 25 years---------------- 12% $688
Completion of 27 years in LEOFF Retirement Sysi 22% of base Wage
FIRE DEPARTMENT DAY SHIFT DIFFERENTIAL
'ersonnel assigned to day shift for 30 consecutive days or more(excluding light duty).
Grades 71,72 and 73:5%of base wage per pay period
ar
FIRE DEPARTMENT EDUCATIONAL INCENTIVE PAY
%applicable to base firefighter's salary,rounded to nearest whole dollar.
Monthly
% Step D
Fire Science Certification 2% 115
Fire Science Degree(Two Year) 4% 229
Four Year&Fire Science Degrees 6% 344
Above%for Grades 70,71 and 72 only;%Based on D Step Firefighter Base Pay.
Four Year&Fire Science Degrees 2% 115
Above%for Grade 73 only,%Based on D step Firefighter Base Pay
r DEFERRED COMPENSATION/INCOME PROTECTION PLAN
For Grades 70,71,72&73:The City contributes 3.5%of employee's base wage per year to a deferred compensation
or other income protection plan.
For Grades 70,71,72,and 73,the City will contribute 2.5%of employee's base wage per year to deferred compensation plan 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 1.25%of top step of firefighter annual base pay.
HOURS OF WORK: 2,430 Hours/Year;46.6 Hours/Week.
Note: Please refer to 2006/2008 labor agreement for specific information.
Appendix
9-23
Index of Positions and Pay Ranges—Fire &Emergency Services Department, Commissioned Officers
3.00% Increase for 2008
................ ....... .............
......................I..... ........... ........ .................
.. ....... ... ................ ...... ..... .......
n 24:M66:::::Arm
........ ..............................
........... . .... .. I
............................ ......................................... .. .... ...................
...... ....... ....8, 8 --
Grade: alarY4. f16. Y y p
............. ..... ........
f70 Fire Fighter 4,272 51,264 4,365 52,380 4,714 56,568 5,731 68,772
f71 Lieutenant (15%over D Step Fire Fighter) 6,591 79,092
f72 Captain (13%over Lieutenant) 7,448 89,376
f73 Battalion Chief (15%over Captain) 8,565 102,780
Deputy Fire Chief For salary information,see Management&Supervisory Matrix,Grade m45
Fire Chief For salary information,see Management&Supervisory Matrix,Grade m49 —
FIRE DEPARTMENT LONGEVITY SCHEDULE
Longevity is based on the following schedule,rounded to the nearest whole dollar.
%of D Step Fire Fighter Salary= $5,731
................................................... ....
.... . .......... . .... ...... ......... .... ..
...................... ......................................
....... ...... . ourl.
Completion of 5 years---------------- 2% $115
Completion of 10 years---------------- 4% $229
Completion of 15 years---------------- 6% $344
Completion of 20 years---------------- 10% $573
Completion of 25 years--------------- 12% $688
Completion of 27 years in LEOFF Retirement Sysi 22% of base Wage
FIRE DEPARTMENT DAY SHIFT DIFFERENTIAL
Personnel assigned to day shift for 30 consecutive days or more(excluding light duty).
Grades 71,72 and 73:5%of base wage per pay period
FIRE DEPARTMENT EDUCATIONAL INCENTIVE PAY
%applicable to base firefighters salary,rounded to nearest whole dollar.
Monthly
% Step D
Fire Science Certification 2% 115
Fire Science Degree(Two Year) 4% 229
Four Year&Fire Science Degrees 6% 344
Above%for Grades 70,71 and 72 only;%Based on D Step Firefighter Base Pay.
Four Year&Fire Science Degrees 2% 115
Above%for Grade 73 only,%Based on D step Firefighter Base Pay
DEFERRED COMPENSATION/INCOME PROTECTION PLAN
For Grades 70,71,72&73:The City contributes 3.5%of employee's base wage per year to a deferred compensation
or other income protection plan.
For Grades 70,71,72,and 73,the City will contribute 2.5%of employee's base wage per year to deferred compensation plan 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 1.25%of top step of firefighter annual base pay.
HOURS OF WORK: 2,430 Hours/Year;46.6 Hours/Week.
Note: Please refer to 2006/2008 labor agreement for specific information.
Appendix
9-24
Index of Positions and Pay Ranges-Police Department, Non-Commissioned Officers
66
1:Z:kilos:::ArYn iaf:::::::1:2:�ifos:::::::i4nntial:::: 2los:;:;:Arintial::::... :Mos:;:Anntial::::tZ:Allos::::Annual::
rr Positi iir:Title tep A .:Salary::...Step S Salary Step C:: Sa1w 5te�z:D: $alafy .:Step E SWdtv::
....
Traffic Controller 2,636 31,632 2,865 34,380 3,186 38,232 3,539 42,468 3,712 44,544
Police Secretary 2,928 35,136 3,162 37,944 3,480 41,760 3,829 45,948 4,018 48,216
Animal Control Officer 3,390 40,680 3,664 43,968 4,030 48,360 4,432 53,184 4,653 55,836
r Jailer 3,390 40,680 3,664 43,968 4,030 48,360 4,432 53,184 4,653 55,836
Evidence Technician 3,593 43,116 3,879 46,548 4,269 51,228 4,697 56,364 4,937 59,244
Police Community Program
Coordinator 3,818 45,816 4,125 49,500 4,532 54,384 4,886 58,632 5,132 61,584
Electronic Home
Detention Jailer 3,767 45,204 4,066 48,792 4,477 53,724 4,921 59,052 5,166 61,992
+� Police Service Specialist Lead
7.5% above Specialist step 1 4,613 55,356
Police Service Specialist Supervisor
15% above Specialist step E 4,935 59,220
r. Jail Sergeant
15%above Jailer step E 5,351 64,212
WIN 3,397 40,764 3,692 44,304 4,102 49,224 4,509 54,108 4,746 56,952
Crime Analyst 3,564 42,768 3,871 46,452 4,303 51,636 4,729 56,748 4,979 59,748
Domestic Violence Victim
` Advocate
Police Service Specialist 3,127 37,524 3,376 40,512 3,717 44,604 4,089 49,068 4,291 51,492
(Position is Non-Union/Salary Increases&Benefits Based on those Negotiated by Police Non-Commissioned)
1:2:Mtis:Artiiiiat:::::::1?:Mos>: Aiiriiial:::: Z:Mos:::aiintil::::1:2:Mos: Asiriiial::::12:Mi�s::Annual
......................................................... .....................................
o.....e $tep:S::::::::Sslary::::Stip:C:::::::Sa#ary::::Step:D:::::Salaiy:::Step: ::::::Salaiy.
Police Administrative
Assistant 3,664 43,968 3,851 46,212 4,044 48,528 4,249 50,988 4,465 53,580
POLICE NON-COMMISSIONED PREMIUM PAY
LPercent Grade
Bilingual Premium.......................... 2% Base Pay
Jail Staff&Jail Sergeants 12 Hr. Differential....... 5.24%
Training Pay/Police Service Specialist/Jailer. 1 hr of straight pay for each day as Trainer
Crisis Communication Unit........................ F'aid at rate of double time with 3 hours minimum.
T
Appendix
9-25
Index ofPositions and Pay Ranges—Police Department, Commissioned Officers
pc60 Police Officer 4,282 51,384 4,645 55,740 5,010 60,120 5,369 64,428 5,731''.68,772'.1 1
pc6l Sergeant 6,591 79,092 6,877 82,526
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 m36(non-com missioned)
`
COMMISSIONED POLICE OFFICER'S HAZARD DUTY AND PREMIUM PAY
Percent
Patrol Officer- 12 Hr Differential— 5.24%
Civil Disturbance Unit---------------Paid at rate of double time with 3 hrs.
minimum when called to emergency.
Crisis Communication Unit------Paid at rate of double time with 3 hrs.
minimum when called to assist SRT. so
POLICE COMMISSIONED
MONTHLY LONGEVITY INCENTIVE PAY SCHEDULE
FQ-6m:0jbted:Yrs:6f:S6rV,iqp. 5 1 10 15 20 1 2&5 ]
MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE
�
The City also contributes 3.0%of employee's wage base toward deferred compensation.
�
The City will contribute 3.0%of employee's wage base toward deferred compensation for passing physical fitness prior to beginning of each calendar year.
Police Patrol: Effective 7-1-95, schedule revised bo 12 hour(3on/3off)shift ,
resulting inadditional 1OShours worked per offioerper year. 2.189hours per year total. �
Effective January 1,2008,Sergeants assigned to Investigation and Traffic Unit will not receive the 3%premium m�
othey have been mthe position mrSergeant for z4months.
~
NOTE:� please refer m2006/2*mlabor agreement for specific information "
�
Appendix �
9-zo ��
2008 Vehicle Replacements
Vehicle Budgeted
Department Replaced Equipment Type Replaced by Type Amount
Police Admin (02) A378 Crown Victoria 30,000
Police Investigations (03) A348 Ford Taurus 30,000
B067 Chev Blazer 32,000
C165 Ford Pickup 28,000
Admin Services A362 Ford Taurus 30,000
Police Traffic (07) A367 Crown Victoria Dodge Charger 30,000
Police Patrol (08) A398 Crown Victoria Dodge Charger 30,000
A425 Crown Victoria Dodge Charger 30,000
W A427 Crown Victoria Dodge Charger 30,000
A435 Crown Victoria Dodge Charger 30,000
A436 Crown Victoria Dodge Charger 30,000
A437 Crown Victoria Dodge Charger 30,000
New Dodge Charger 36,000
New Dodge Charger 36,000
Police K-9 (09) A426 Crown Victoria Dodge Charger 30,000
PB/PW Inspect/Permits (15) 8072 Jeep Cherokee 30,000
B078 Jeep Cherokee 30,000
Solid Waste Maint (18) D090 Dodge Flatbed Dump W/CRANE 65,000
Waste Water Utility (19) New Standard Sedan 25,000
New Vactor 300,000
Trans Syst Maint (23) C196 Ford Pickup 30,000
°u Street Maint (25) E108 Street Sweeper 175,000
S123 Sand Spreader 12,000
Water Utility Maint (27) B074 Dodge Van 30,000
B077 Jeep Cherokee 30,000
B079 Chev Step Van 50,000
E095 Case Backhoe/Loader 105,000
f S149 Sand Spreader 12,000
S161 Trailer mtd Air Compressor 10,000
S188 Snow Plow 7,000
1W New Cargo Van 25,000
Park Fac Maint (31) C190 GMC Pickup 25,000
C176 Chev Pickup 30,000
D053 Chev Pickup 50,000
D072 Chev Pickup 1 ton 45,000
B057 Chev Step Van 35,000
C175 Chev Pickup 25,000
New Wood/Brush Chipper 35,000
Gen Service Facilities C166 GMC Pickup 25,000
C177 Chev Pickup 25,000
New Ford Ranger PU 20,000
Waste Water Maint (42) C220 Ford TV Truck(Sewer) 210,000
Neighborhood Program (48) New Ford Expedition 30,000
Appendix
9-27
This page is intentionally left blank
mi
■1
Appendix
9-28