HomeMy WebLinkAbout2000 Annual Budget i
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IN Acknowledgements 2000 BU GET
Victoria Runkle
tw Finance&IS Administrator
Paul Kusakabe
Fiscal Services Director
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Linda Honeycutt
Finance Analyst Supervisor
Debbie Scott
Finance Analyst 111
Jill Masunaga
Finance Analyst 11
Gina Jarvis
Finance Analyst Supervisor
Sylvia Doerschel
Finance Analyst Supervisor GOVERNMENT FINANCE OFFICERS ASSOCIATION
DeAnna Fricke Distinguished
Administrative Secretary 11
Budget Presentation
Debbie Willard Award
Print&Mail Coordinator
ill Karl Hurst PRESENTED TO
Print&Mail Operator City of Renton,
Beth Haglund Washington
Document/Data Technician For the Fiscal Year Beginning CI OF RENTON
Brody O'Hanan January 1,1999
InternMAR 2 1
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R
ya-nut Chi RECEIVED
Intern CITY CLERK'S OFFICE
The Government Finance Officers Association of the United States and
Renton City Hail Canada (GFOA) presented an award of Distinguished Budget
1055 South Grady Way
Renton,Washington 98055 Presentation to the City of Renton for its annual budget for the fiscal
sills
Phone:425.430.6858 year beginning January 1, 1999. In order to receive this award, a
Fax:425.430.6855 government unit must publish a budget document that meets program
tar Website:www.ci.renton.wa.us
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
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0� Y of one year. We believe our current budget continues to conform to
' program requirements, and we are submitting the 2000 Budget to
GFOA to determine its eligibility for another award.
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in CITY OF RENTON MAYOR AND CITY COUNCIL
Jesse Tanner
Mayor
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Randy Corman Timothy J. Schlitzer Kathy Keolker-Wheeler
Council President Council President Pro-Tem
Toni Nelson King Parker Don Persson Dan Clawson
C�-WJDGET CITY OF RENTON
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2000 BOARDS, COMMISSIONS, AND COMMITTEES
BOARD OF ADJUSTMENT HUMAN RIGHTS COMMISSIO-NT-1 NISHIWAKI SISTER CITY
4m Wednesday,8 pm,Council Chambers 2^d Monday,6:30 pm,7'h fl.HR cont.room ADVISORY COMMITTEE
Jay Wallace Edythe Gandy 41h Tuesday,5 pm,71h fl.Council conf.room
James Jacques Vern Nichols No meetings during July&August
Greg Guillen Antonio Cube,Sr. Roger Richert*
Sylva Co
George Feighner Thelma Rowlette Coppock
James Jolly Charles Thomas Peter Daniels
Ralph Evans Glenda Williams Steve Dobson
Terry Briere Wyman Dobson
LEOFF BOARD Kathy Kaseburg
CIVIL SERVICE COMMISSION 2nd Wednesday,7:30 am,7th fl.HR cont.room Richard Morris
4m Tuesday,4:30 pm,7th fl.HR conf.room Tony Nelson, City Council Betty Vaughn
William Larson King Parker, City Council
Darrell Igelmund Richard Anderson, Police PLANNING COMMISSION
James Phelan Robert Deines, Fire 1„&3,d Wednesdays,7 pm,Council Chambers
Randall Rockhill Jim Phelan, Member-at-Large Larry Brosman*
Lorna Thompson Rose Anne Jacobs
LIBRARY BOARD Becky Lemke
BOARD OF ETHICS 2"d Wednesday,10 am,Highlands Library Natalie Dohrn f
Convenes as necessary Gene Craig Eugene Ledbury
Rev. Donald Hammond Cynthia Columbi Jeffrey Lukins
Thomas Hellene Judith Milligan Rosemary Quesenberry
Donald Jacobson Ken Ragland Beverly Franklin
Mary Mattson Catherine Corman Richard Wagner
Joy Poff '
PARK BOARD SENIOR ACTIVITY CENTER
FIREMEN'S PENSION BOARD 2nd Tuesday,4:30 pm,Senior Activity Center ADVISORY COMMITTEE
3,d Wednesday,8:30 am,Mayor's conf.room Cynthia Burns 1,1&3,d Monday,10 am,Senior Activity Center
Mayor Jesse Tanner Robert Logue Fern Ziebell
King Parker, City Council Joan Moffatt Hosia Towery
Marilyn Petersen, City Clerk* Michael O'Donin Madeline Donckers
Ray Badleaux, Ret. Firefighter Ronald Regis Ernie Tonda
William Henry, Ret. Firefighter Timothy Searing Dick Tarasuk
William Larson, Ret. Firefighter Marjorie Richter Marie Myers
HOUSING AUTHORITY MUNICIPAL ARTS COMMISSION Shirley WasserHelen Frick
2nd Monday,9 am,970 Harrington Ave.NE 2nd Wednesday,8 am,7Th fl.Council cont.room Elaine Coddington
Edna Bagnariol No meeting July&August Mary Ann Ellingson
Kay Johnson Eileen Cunio Mary Burns-Haley rl
Ernest Tonda Virginia Corder Louise Mathias*
Thomas Trimm Catherine Mosher Florence Gibron
Joyce Nakashima Diana Hagen Vivian Towery
Anthony Ladner, Housing Dir.* Jerri Everett Marie Meyers
Ned Mueller
HUMAN SERVICES COMMITTEE Michael O'Halloran
31d Tuesday,3:30 pm,cont.room#511 Eleanor Simpson
Marilyn Whitley* Doug Kyes
Ronald McDonald Nancy Hoben
Rolf Dragseth
Frank Remengesau
Lynn Acuna
Margie Albritton
Dixon Long ad
Carol Chappelle *Chair/Contact
;mss 000 BUDGET CITY OF RENTON m
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Mission Statement
The City of Renton, in Partnership with Residents and
Businesses is Dedicated to:
. Providing a healthy atmosphere to live and raise families
. Encouraging responsible growth and economic vitality id
. Creating a positive community work environment
. Meeting service demands through innovation
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Vision Statement
A World-Class City Where People Choose To
Live, Work, and Play
:raj2000 BUDGET* CITY OF RENTON
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Business Plan Goals as
and Strategies - Teo
Encourage and Support Economic Development and Downtown
Redevelopment.
♦ Continue aggressive redevelopment efforts downtown
♦ Facilitate quality development of waterfront land
Recruit new businesses to diversify employment base
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Encourage and Support Neighborhood Revitalization.
♦ Create a more viable business district in the Highlands
♦ Continue our progressive programs to support the vitality of
neighborhoods through community involvement
Improve the City's Image in the Community and Region.
♦ Implement the gateways/signage program
♦ Actively recruit civic enhancements that contribute to
Renton's livability
♦ Develop future phases of our comprehensive marketing/public
relations plan
Meet the Service Demands that Contribute to the Livability of
the Community.
♦ Identify services we can trade-off, partner or share with other
organizations
♦ Develop a city-wide reward system for productivity and
innovation
♦ Provide appropriate training, equipment, technology, &
support services
Work with the County and Neighboring jurisdictions to
Influence Agreements that Impact the City.
♦ Develop Growth Management Agreements
♦ Cooperate on region-wide efforts to comply with the
Endangered Species Act
♦ Aggressively pursue mobility improvements that benefit Renton
and the region
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TABLE OF CONTENTS
Acknowledgements, GFOA Award i FINANCE& INFORMATION SERVICES
City of Renton Mayor and City Council Pictures iii Organization Chart 3-47
2000 Boards, Commissions, and Committees iv Finance &Information Services-All Divisions 3-48
Mission Statement, Business Plan Goals &Strategies vi Finance 3-51
Table of Contents viii Information Services 3-56
Reader's Guide to the Budget x Finance & Information Services Position Listing 3-60
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SECTION 1. INTRODUCTION HUMAN RESOURCES a RISK MANAGEMENT
Budget Message from the Mayor 1-1 Organization Chart 3-61
Financial &Operational Goals 1-9 Human Resources & Risk Management-
AII Divisions 3-62
SECTION 2. BUDGET AT A GLANCE Administration and Civil Service 3-65
Corporate Organization Chart 2-1 Risk Management 3-69
The Budget Process and Flow Chart 2-2 HR & RM Position Listing 3-74
Schedule of the Budget Process 2-5
Financial Structure 2-6 POLICE
Table 1: The Total Budget 2-7 Organization Chart 3-75
Graph A: Fund Groups 2-8 Police-All Divisions 3-76
Graph B: Department Budget Percentages 2-9 Administration 3-81
Table 2: Major 2000 Funding Decisions 2-10 Operations Bureau 3-85
Graph C: New Program Decisions Support Services Bureau 3-89
by Business Plan Goals 2-11 Police Position Listing 3-94
Graph D: Annual Departmental Expenditures 2-12
Graph E: Employment History 2-13 FIRE
Graph F: Revenue by Type 2-14 Organization Chart 3-97
Table 3: Revenue Over Time 2-15 Fire-All Divisions 3-98
Graph G:Expenditure by Purpose 2-16 Administration 3-102
Table 4: Expenditure Detail 2-17 Operations 3-105
Economic Overview 2-18 Prevention 3-109
Future Development Map 2-22 Training 3-113
Emergency Management 3-117
SECTION 3. OPERATING BUDGET Fire Position Listing 3-121
Introduction 3-1 Fire Apparatus 3-123
Table 5: Staffing Comparison by Department 3-2
Table 6: Operating Budgets, Capital COMMUNITY SERVICES
Improvements, and Designated Expenses 3-3 Organization Chart 3-125
Community Services-All Divisions 3-126
LEGISLATIVE Administration 3-132
Organization Chart 3-5 Facilities 3-135
Legislative Services/City Council 3-6 Parks:
Legislative Position Listing 3-9 Parks Maintenance 3-139
Maplewood Golf Course 3-144
EXECUTIVE Recreation:
Organization Chart 3-11 Recreation Services 3-149
Executive-All Divisions 3-12 Renton Community Center 3-153
Administration 3-15 Renton Senior Activity Center 3-157
City Clerk 3-22 Human Services 3-161
City Attorney 3-26 Library 3-168
Hearing Examiner 3-29 Community Services Position Listing 3-172
Municipal Court 3-33
Executive Position Listing 3-37 PLANNING/BUILDING/PUBLIC WORKS
Organization Chart 3-177
ECONOMIC DEVELOPMENT, NEIGHBORHOODS, Planning/Building/Public Works-All Divisions 3-178
8t STRATEGIC PLANNING Administration 3-185
Organization Chart 3-39 Development Services 3-189
EDNSP 3-40 Maintenance Services 3-194
EDNSP Staff Position Listing 3-46 Transportation Systems 3-200
Utility Systems 3-206
P/B/PW Position Listing 3-212
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go TABLE OF CONTENTS
NON-DEPARTMENTAL 3-219 Fund 421 -Waterworks Utility Construction 7-35
Fund 424-Municipal Golf Course System
SECTION 4. PERFORMANCE MEASURES Capital Improvement 7-36
Performance Measures 4-1 Fund 451 -Waterworks Revenue Bond 7-37
Fund 501 -Equipment Rental 7-38
SECTION S. DEBT SERVICES Fund 502-Insurance 7-39
Introduction 5-1 Fund 601 -Fireman's Pension 7-40
Table 7: Projected Limitation of Indebtedness
&Tax Rates 5-2 SECTION 8. APPENDIX
Table 8: Long Term Debt 5-4 Table 12: Largest Taxpayers &Principal Employers 8-1
Individual Debt Summaries 5-5 Table 13: City of Renton Full Time Employee Staffing
Table 9: Debt through 2010 5-10 Levels Per 1,000 Renton Citizens 8-2
Table 10: Outstanding Debt 5-11 Table 14: Utility Tax Revenue 8-3
Table 15: Comparison of Renton Taxes
SECTION 6. CAPITAL IMPROVEMENT and Rates 8-4
PROGRAM (CIP) PROJECT LISTING 2000 Index of Salaries & Pay Ranges 8-5
Introduction 6-1 Budget Glossary 8-14
Administration 6-4 Did You Know? 8-21
go Community Services 6-6 City of Renton General Information 8-22
Transportation 6-8 SECTION 9. DETAILS
Renton Municipal Airport 6-10
Maplewood Golf Course 6-12 Table 16: Revenue Detail 9-1
IN Water Utility 6-14 Table 17: Expenditure Detail 9-2
Wastewater Utility 6-16 Table 18: New Programs &Major Funding
Surface Water Utility 6-18 Decisions Detail 9-4
Table 19: 2000 Revenue, Expenditures, 9-6
r" SECTION 7. BUDGET BY FUND Fund Sources
Table 11: Expenditure Budget Comparisons 7-1
Fund 000-General 7-2
Fund 101 -Park 7-3
Fund 102-Arterial Street 7-4
Fund 103-Street 7-5
Fund 104-Community Development Block Grant 7-6
Fund 105-Impact Mitigation 7-7
Fund 106-Library 7-8
Fund 110-Hotel/Motel 7-9
Fund 118-Reserve for Paths and Trails 7-10
Fund 125-1%for Art 7-11
Fund 127-Cable Communications Development 7-12
Fund 201/207/212/215-Limited General
Obligation Bond 7-13
Fund 213/219-Unlimited General Obligation Bond 7-18
Fund 220-L.I.D. Debt Service 7-21
Fund 221 -L.I.D.Guaranty 7-22
rr Fund 301 -City Hall Capital Improvement Project 7-23
Fund 303-Community Development Impact
Mitigation 7-24
Fund 304-Fire Impact Mitigation 7-25
WIN Fund 305-Transportation Impact Mitigation 7-26
Fund 306-Leased City Properties 7-27
Fund 316-Municipal Facilities Capital
to Improvement 7-28
Fund 317-Transportation Capital Improvement 7-29
Fund 320-Local Improvement District
(L.I.D.) Construction 7-30
lu Fund 401 -Waterworks Utility 7-31
Fund 402-Airport 7-32
Fund 403-Solid Waste Utility 7-33
to Fund 404-Municipal Golf Course System 7-34
000 BUDGET CITY OF •
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READERS GUIDE TO THE BUDGET
BUDGET AT A GLANCE
The Reader's Guide highlights the information contained in each section of
the budget. The sections are listed in the order in which they are found in the
budget. Below is a brief description of what can be found in each section. A
complete table of contents is provided at the front of the budget.
BUDGET DOCUMENT ORGANIZATION
The 2000 Budget cover features an artist's rendition of the New City Hall. This
budget is prefaced with the City's address and website, and information
concerning the organization of the City. Included are Renton's Mission
Statement, Business Plan Goals and Strategies, the Table of Contents, and
Reader's Guide to the Budget.
SECTION 1. INTRODUCTION presents the Mayor's budget message articulating
City initiatives and issues for the 2000 Budget. This is followed by the City of
Renton's Financial Operational Goals and Strategies.
SECTION 2. BUDGET AT A GLANCE provides the reader with a condensed view
of the 2000 budget. It begins with the City's Corporate Organizational Chart,
and an explanation of the budget process. This section includes summary
information of the major fund types, and highlights new programs and major
funding decisions. Revenues and expenditures tables comparing current
program levels with those of past years are provided. Discussion of the
economic overview and forecast provide insight to Renton's economic past,
present, and future. To provide points of reference, a color map of Renton
follows.
SECTION 3. OPERATING BUDGET is the information core of the proposed
budget. Tables with staffing comparisons by department/division and +Wil
department operating budget comparisons are provided. The following are
included for each of the nine operating sections: the department's
organization structure, mission, past year accomplishments, current budget
year goals, new funding decisions, position listings and expenditure budgets.
Several departments highlight an operation activity in either text or graphic
form.
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SECTION 4. PERFORMANCE MEASURES includes information relating to the
measurement of selected inputs, outputs, and outcomes that will be used to
measure performance for all departments.
SECTION S. DEBT SERVICES provides an extensive overview of the City's debt
program.
SECTION 6. CAPITAL IMPROVEMENT PROGRAM (CIP) Project Listing provides a
summary list of the six-year Capital Improvement Program plan. Projects are j
listed by activity and by managing department for the proposed CIP.
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000 BUDGET 9 CITY OF RENTON
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READERS GUIDE TO THE BUDGET
BUDGET AT A GLANCE
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SECTION 7. BUDGET BY FUND begins with the expenditure budget
comparisons by funds. This is followed by a display of each fund's revenue,
expenditures, and fund balance comparing current program levels with those
of past years.
SECTION 8. APPENDIX provides selected demographics, economic statistics,
an index of salaries and pay ranges, and general information about Renton.
Also included in this section is the budget glossary of commonly used budget
terms, and information on Renton's marketing campaign, "Renton Ahead of
the curve".
SECTION 9. DETAILS Some tables in this document were compressed for
summary presentation. The tables found in this section provided the basic
detailed information used to create the summarized tables. For example,
• Table 3 in the Budget At A Glance section is based on the detailed Table 16
found in this section.
The ANNUAL DETAIL BUDGET is issued as a separate document to support this
budget. It provides actual and budget revenue and expenditures by
account number, by year.
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CITY OF RENTON
Mayor
Jesse Tanner
January 1,2000
Dear City Council Members and Residents of Renton:
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RENTON: A WORLD CLASS CITY WHERE PEOPLE CHOOSE TO LIVE, WORK AND PLAY.
When this Council and I took office in 1996, we developed the above statement as an
appropriate vision for this great community. We created an aggressive six-year business plan to
move our vision closer to reality. We knew we had to expand our economic base. We wanted
high quality, managed growth; we needed economic growth to maintain services but we also
wanted to keep the quality of life that we have. We did not want to trade this quality of life for
unchecked growth, but we needed growth in order to maintain our quality of life,
OUR CHANGING CITY
As we face the new millennium, many different foundations have been laid; and we even have
some of the framework in place. In our downtown, the heart of the City, new housing is being
built. New retail space is being constructed. A transit center is operating, and the plans for the
final one are completed. Our central park property, the Piazza, was purchased two years ago,
and today work is underway which will transform that acre of grass. We have completed the
purchase of the property north of the Pavilion building for parking to better access the park,
shopping, transit, and housing use. Our downtown is becoming a source of pride and
excitement.
` From that central point, our successes are radiating to our neighborhoods. In the past four years,
we have completed over $1 million in neighborhood street and sidewalk improvements. Three
years ago we implemented a program to help neighborhoods develop cohesiveness and
community spirit. We now have seven active neighborhoods participating in this program with
requests monthly from other areas of our City. We began a pilot program in 1999 offering
matching grants to neighborhood groups for capital improvements. This proved to be quite
successful. I have continued this program in the 2000 budget.
We have a consulting group working on redevelopment concepts for the Highlands
neighborhood. This is an area that offers excellent access to our major thoroughfares,
affordable housing, and outstanding views. We want to continue our investment in that
neighborhood. Our shared vision for that area of the City is one that will offer "human scale"
shopping, density, and all levels of housing that will make the area vibrant, but also safe and
appealing. This plan will be complete in 2000.
Our Lake Washington lakefront neighborhood, Kennydale,is changing daily, and will continue to
change through 2005. We have over 400 multi-family and single-family housing units being built
along the Lake. In addition,we continue to work on the Port Quendall area. This site has serious
challenges. However, if we can resolve the environmental and transportation issues, we will
successfully develop the last large undeveloped piece of property on the lake for housing, retail
and office purposes. Perhaps as important, the Port Quendall development will add over one
mile of trails and open space along Lake Washington for public use, and will significantly
4
improve fish and wildlife habitat.
1055 South Grady Way -Renton, Washington 98055 - (425) 430-6500/FAX(425)430-6523
0 This paper contains 50%regyFled material,20%post consumer
At the south end of the lake, a private developer is beginning the process to develop the Puget
Power generating plant site next to one of our true community treasures, Coulon Park. This
development, called Southport, will include housing, office, retail, and open space. The
development will include a public trail that will connect with the Coulon Park walkway, and
eventually to the Cedar River trail, one of the region's most significant bike and walking trails.
South Renton neighborhood changes are occurring today. By the end of 2001 we will see
another apartment complex and other smaller multi-family housing opportunities. These will
provide affordable homes for families to own or rent.
The Benson Road - Talbot neighborhood is improving with the addition of over 100 new
condominiums and 100 new single-family homes. Housing is also under development on our
eastern boundary. With the annexation of over 100 acres, we have been able to manage the
types of growth that will impact our streets. We have already determined through our
Comprehensive Land Use Plan that our newly annexed areas will be limited to single-family
homes. Many of these homes will be constructed in 2000.
These are just some of the highlights of the major housing changes our City is experiencing.
Families - Renton residents - will reside in these new homes. The homes add to our assessed
value. The community adds to the City's retail base by purchasing goods and services within
the City. Between 1996 - 1999 we had substantial retail and commercial growth, the next two
years appear to focus on residential growth. Housing increases will lead to more demand for
small businesses and services.
BUDGET OVERVIEW
Growth in residential and business communities help generate revenues that provide City
services. With growth, however, comes the necessity to increase resources to ensure that our
overall high-level-of-services does not decline. In 1999, we increased staff for police, fire, street
sweeper, code compliance and building services. During the biennial budget process we
identified other priorities for this second year, 2000, if revenues continued to grow. The changes
to the 2000 budget remain true to these priorities and to our business goals.
OUR GOALS
As we do each year, we ask departments to limit their requests to programs that meet one of
the City's Business Plan goals. The goals for 2000 are as follows:
Encourage and support neighborhood revitalization.
➢ Improve the City's image in the community and region.
➢ Meet the service demands that contribute to the livability of the community.
➢ Encourage and support economic development and downtown redevelopment.
➢ Work with neighboring jurisdictions to influence agreements that impact the City.
BUDGET HIGHLIGHTS
New Programs. To meet some of these goals the 2000 Budget:
adds fire staff;
implements the land use code compliance program tested in 1999;
➢ addresses our ESA compliance requirements;
➢ augments information services and human resources staff;
➢ meets the maintenance requirements of our new downtown park and transit
center;
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➢ allocates a half-million dollars for street overlays and neighborhood street and
sidewalk improvements;
➢ allocates monies to complete the Pavilion building to make the downtown park,
the Piazza, useful for many citizen and revenue generating events;and
constructs a skateboard Park.
Revenue. We have identified key capital projects such as the Pavilion Building, Downtown
r Parking, the Performing Arts Center, and the Highlands Redevelopment Plan as critical to the
success of our business plan. In addition, we must begin to plan for the additional capital costs
of our share of the new (Volley Comm) Regional Emergency Communications facility. For the
past three years, the strong regional economy and our own planned fiscal restraint have
provided us with the luxury of more revenues than we've needed for operations. We, in turn,
have placed those revenues into capital projects and other one-time investments.
The economy has cooled somewhat and our 1999 receipts reflect this. We expect 1999 revenue
trends to continue in 2000 and beyond. However, due to the health of our economy, this
budget does not increase taxes. We are using approximately $600,000 in excess fund balances
to meet 2000 requirements. This is due to the passage of Initiative 695, which eliminated
approximately$500,000 from our 2000 Budget and$750,000 in future years.
Other highlights of the revenue issues in the 2000 Budget include:
➢ No change in the property tax rate;
➢ No increase in City water, sewer and surface water utility rates;
King County's$0.40 increase in sewer costs are passed through to Renton users;
A 2% increase for solid waste costs-pass through from the solid waste vendor-
cost to users$180,000;
A change in the golf lesson fees;
➢ A change in animal license fees - the license is good for two years, and we are
not doubling the costs of the license.
A decrease in the gambling tax rate for non-profit bingo operators as mandated
by a new state law -cost to City$164,000;
Other Changes. We have provided the 2000 programs that meet the City's business goals in an
addendum to the Budget Letter this year. In addition, the 2000 Budget document includes a
few other changes that I would highly recommend you take time to review. First, within this
document, we have included a "Budget at a Glance" section. My staff looks forward to
hearing your comments about that section.
r` Previously,we have had an in-depth discussion of the economy in the budget letter. This section
has moved to the Economic Overview discussion within the "Budget at a Glance." This section,
together with the new "Revenue Manual" will provide more analysis of revenue, and will be used
both at mid-year review and while discussing the Budget.
CHALLENGES
In the early 1990's, the region faced many growth issues. Renton participated fully in solving
these issues. The infill growth and small annexations now occurring within our boundaries are a
result of the adopted regional growth policies.
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The result of these policies has been to ensure affordable housing for working families. Further, in
Renton we also have developed our economic base to provide jobs for our citizens and a
healthy tax base to provide amenities to our citizens. The next decade will bring forth new
challenges to this foundation. In late 1999, State citizens eliminated the Motor Vehicle Excise Tax
(MVET). This tax had been used by Washington State to pay for a great many general
governmental services. The State also provided some of the MVET tax money to cities and
counties for general and specific public safety programs. In addition, these funds were also
used to provide public health services for Washington citizens.
In 1999, the City of Renton received over$725,000 annually from this tax source. Of this total,we
received $638,300 for general public safety purposes. In addition, we received $87,000 for
specific public safety programs. The repeal of the MVET eliminates $638,000 completely from
Renton's resources. We will have to restore money from other general governmental sources or
reduce services for that loss. While our economic base is growing, and we may be able to find
resources to make up for this loss, it means we cannot use our new resources to meet the
demands that have resulted from economic growth.
The State is trying to find money to meet some of the specific public safety items such as
domestic violence and youth programs. Renton will have to wait for the State's actions before
we can develop a plan for these needs. At the time of this writing, the State is trying to fund the
programs through 2001.
The State is also trying to allocate monies to maintain public health services at current levels.
These programs provide low cost vaccinations for preschool children; TB testing; basic
healthcare for low-income citizens, and sexually transmitted disease testing and care. Renton
has a clinic within our geographic boundaries that is heavily used. Our region, like every other
major metropolitan area, has a diverse population. We have tremendous wealth and citizens
who are not sharing in the wealth. The continuation of these public health facilities is vital for
both the community's physical health and to continue to ensure that we are a caring
community. Again, the State is trying to find ways to continue funding this need for all
communities. However,we must remain ever vigilant to make them keep that commitment.
The MVET Initiative 695 brings forth another obstacle. In addition to eliminating a tax source, the
initiative includes a second element, which is that all "tax", and "fee" increases must be voted-
approved. The largest obstacle in this requirement is not that it will cost $40,000 each time we
ask for increased taxes, it is in defining the correct meaning of Initiative 695 requirements. As we o,
begin the 2001 budget process, there are seven legal challenges to Initiative 695 That are just
beginning the process of working through the State's court system. However, none of these
legal challenges deal with all the issues seen by Renton. The challenge for us is how to
determine the meaning of the second element of Initiative 695 and how to plan for the future.
A third challenge facing our City is the Endangered Species Act as it relates to salmon habitat.
This budget includes $100,000 to just begin Renton's plan on how to respond to the salmon
habitat issues. We must remain very aggressive and active in these matter as it will certainly
impact our ability to build, economic growth, maintenance of our water rights, and maintaining
services at an affordable level. It is most probable that this $100,000 investment is but the very
beginning of major costs for Renton.
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SUMMARY
The challenges placed upon us by MVET and ESA issues will translate into significant work for us
during the next few years. The 2000 Budget was put together prior to a clear articulation of
these issues. Our next challenge will be to integrate the impact of these external factors and
maintain the service levels identified in the 2000 Budget.
This budget continues to provide for basic services, responds to the goals of our business plan,
Ir invests in our infrastructure, and provides amenities and improvements that will be a legacy for
future generations. In the past four years, we have provided this City with a clear vision, proven
management, fiscal prudence and a steady hand. I am confident that we can collectively
continue to do so.
I look forward to discussing these recommendations.
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Sincerely,
Jesse Tanner
Mayor
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BUDGET LETTER
ADDENDUM
NEW PROGRAM EXPENDITURES
The City of Renton has a biennial budget process. In the first year of the biennium we analyze all
the programs offered and ask departments to bring forth ideas on how to provide services
differently and more efficiently, or whether certain programs have run their course. From that
process the Mayor recommends and the Council reviews changes to the services provided.
There are always changes that we would like to make that may not be possible in the first year.
It is the City of Renton's operating fiscal direction to add programs that we know can be
sustained in the long term. We understand there are continual needs. All the requests are
prioritized. In the second year of the biennium the Mayor reviews the unfunded requests,
determines which ones best meet the City's Business Goals, and makes changes to the biennial
budget.
The following identifies each of the City's Business Goals and the programs recommended to
meet the goals.
Encourage and support economic development and downtown redevelopment.
➢ Port Quendall funding; $729,000 in grant funding and $170,000 in city capital
funds to begin the transportation studies and work; $66,000 for a transportation
engineer. We expect most of the City's contribution to be reimbursed through
grants or other proceeds. The focus of the work in 2000 will be on environmental
and transportation issues. In addition, the State has dedicated $500,000 for
preliminary design work at the 44th Street Exit of 1-405.
➢ Renovate the Pavilion Building, $1.5 million in one time capital funds; $800,000
that has been reserved for two years for this project. This project will bring more
uses to our downtown core and will bring life to a building that is highlighted by
the new park.
➢ Increase the maintenance of our streets and park in the central core; $99,000.
The budget includes adding $99,000 to the Community Services department for
the maintenance of a downtown park; emptying garbage daily in the summer;
cleaning streets and sidewalks on a continual basis.
Encourage and support neighborhood revitalization.
➢ Fund the Neighborhood Matching Fund; $50,000. In 1999, our first year of the
program, we only had 15 requests for the funds. We matched over $17,000 in
program requests. We are maintaining the amount at $50,000. We believe that
once neighborhoods learn from one another, we will have a greater number of
requests.
➢ Add dollars for Street Overlay Projects; $100,000. The budget recommends we
add $100,000 to our$380,000 current budget for street overlay. Maintenance of
streets is a highly visible element of a city's residential and commercial health.
Just as we added monies for sidewalks over the past few years,we will be adding
monies for street maintenance over the next few years.
➢ Neighborhood analysis, $27,000. The budget recommends we change a
temporary planner to a permanent planning technician to help with analysis and
implementation of neighborhood plans,such as the Highlands redevelopment.
-A
Improve the City's Image in the community and region.
➢ Continue the marketing campaign through 2000,,$150,000.
Neighborhood Improvement Program$75,000. Re-appropriation of the funds and
addition of funds for the purchase of Gateway signs in strategic areas of our City;
for flags and additional solid waste collection cans in certain thoroughfares.
Performing Arts Center, $50,000. The City agreed to contribute $450,000 to the
building of a performing arts center, if the Citizen's Committee could raise
$750,000 from private donations. It appears the match will be met, thus the
Budget includes$50,000 this year and will budget$200,000 in 2001 and 2002.
Meet the service demands that contribute to the livability of the community.
➢ Supervisory Training; $25,000. In 1999 we began to implement many concepts of
earlier business plan objectives. One of the ideas was to have citywide
supervisory training. The first class of 20 went through the program in 1999. In
2000 the Human Resources Department will provide training to at least 60 more
employees. This is a forty-hour program for each employee and is provided by
Green River College.
➢ Additional support staff; $64,000. We have been adding a great deal to public
services. This year we are adding a few positions to help support these services.
➢ We are changing the following positions from limited term to permanent.
Engineering Specialist I, Development Services
➢ Engineering Specialist 1, Utilities
➢ Finance Analyst, Executive Department
Code Compliance Officer, Development Services
The following positions are new permanent support positions.
➢ Secretary Il, Community Services`
.5 Office Assistant, Public Works Administration
.5 Office Assistant, Utilities
➢ Additional services, $112,000. In addition to support positions, the budget
recommends two professional positions be added: Human Resources Specialist
and an IS Help Desk Supervisor.
Human Resources Specialist. In 1999 the City had over 40 positions to fill. We
know the challenges of a changing workforce are complex. Labor issues,
recruitment, training, and employee health are all imperative. We are asking our
employees to do more and more. We must ensure we have the best support
system in place to meet the emerging needs of our workforce.
IS Help Desk Supervisor.. In 1995 we began a highly successful program using
students from Renton Technical College and Highline Community College as Help
Desk interns. Since that time we have added four more servers, messaging, a
new police server,wireless communication, and our own wide area network. The
students need more guidance. This position will be full time supervision and
directing of work on the desk. This position cannot take the place of our intern
program. We have 1.5 students working at any given moment in that program.
➢ Additional fire department staff,• $235,000 and Fire Equipment. The 2000 Budget
includes two additional fire fighters and one new fire inspector. The firefighters will
fully staff Station 14 and provide all various leave coverage. The fire inspector is
necessary because we must, legally, inspect all properties within the City
annually, and with the addition of over one million square feet of construction,
the workload is too large to be handled by our current staff. Also, we are
1-7
keeping with the Fire Equipment Replacement Plan articulated in the 1999 - 2000
Budget. We will be adding a ladder truck and an aid car in the 2000 Budget.
Work with the neighboring jurisdiction to Influence agreements that impact the City.
Endangered Species Act work $100,000. The Economic Development Department
has $100,000 added to the department for the purpose of reviewing requirements
that will be imposed by the ESA.
Regional Information Services Security Issues, $0; No added cost but ongoing staff
resources. The Information Services Division is leading a consortium of cities that
include the City of Seattle, Kent, Auburn, Tukwila, Kirkland and Federal Way in
addressing security issues with Washington State Patrol, King County Sheriff's
Department and the Federal Bureau of Investigation. Onerous security requirements
placed by these jurisdictions make management of our network environments
extremely difficult and will, over time, add to the cost of City operations.
➢ Valley Communications, $0; No added cost, but ongoing staff resources. The cities of
Renton, Auburn, Kent, and Tukwila have had an ongoing relationship for many years
to provide a-911 dispatch center, Valley Communications (Valley Comm). We jointly
own the facility, and we contract out the same services to smaller jurisdictions for a
lower cost than they can purchase from the County. The city of Federal Way has
recently been added as an owner city. Renton staff is taking the coordinating lead
on the building of a new facility and financing and Information Systems needs for
that facility with the staff of Valley Comm. This will result in a new facility large
enough for the next 20 years, with the infrastructure to meet the operational needs
for a-911 service as technology changes.
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E: FINANCE 8L OPERATIONAL GOALS
♦ Policy& Strategy
KEEP THE CITY IN A FISCALLY STABLE POSITION DURING THE SHORT AND
LONG TERM
♦ Ongoing operations of the City shall be funded from ongoing
revenue.
♦,, This policy is also applicable to ongoing costs associated with capital
improvements and rehabilitation/renovation projects.
♦ All operating revenue and expenditures shall be monitored and,
when necessary, adjusted to ensure expenditures do not exceed
revenue over time.
The City continues to improve operating revenue and expenditure
reports to enable managers to make final adjustments.
♦ Six-year budget projections and rate increases for all operating
and capital funds shall be prepared annually.
The City developed a new six-year projection model for forecasting
both revenue and expenditures.
iw
♦ Budget initiatives shall be evaluated as part of the six-year
budget projection.
All initiatives are linked to the City's Business Plan Goals and the City's
six-year projection model to understand the financial impact of
sustaining each initiative for the long term.
♦ Revenue should be conservatively projected, and expenditures
budgeted at 100 percent to help ensure budget solvency.
Current practice.
♦ The City should accept new requirements for service delivery only
when adequate funding is made available.
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The 2000 Adopted Budget was approved based on the following
p(nciples: 1) The budget requests pay for themselves in measurable
dollars; 2) Requests adhere to Council priorities and strategies;
3) Requests have a return on investment? Productivity improvements
and cost effectiveness is measurable; 4) Is the request a non-recurring
item?
MAINTAIN SUFFICIENT FINANCIAL LIQUIDITY TO MEET NORMAL
OPERATING AND CONTINGENCY OBLIGATIONS
♦ Maintain general governmental and enterprise fund balances
equal to one month's (8 percent) operating expenditures for all
operating funds.
Current practice.
R' 2000 BUDGET* CITY OF RENTON
�' 1-9
1
FINANCE 8E OPERATIONAL GOALS
rL:;
cy& Strategy
♦ Maintain an insurance reserve for property, causality, and
medical claims in an amount equal to consultant or actuarial
requirements.
The City is working on the development of an actuarially determined
loss reserve level. At year-end 2000, the City projects a reserve of
$4,521,844, or 8 percent of general governmental expenditures, as a +rN
catastrophic loss reserve in the Insurance Fund.
♦ The insurance reserve portion of the Insurance Fund must be
replenished in the following year by either transfer or premium.
Past and projected claims are reviewed quarterly. In 2000, the budget
includes $1,415,500 for property and liability costs. This is $131,200
below 1999 budgeted levels.
♦ Termination benefits shall be budgeted in non-departmental
budgets in an amount equal to average termination costs.
In 2000, the budget identifies $172,210 for termination payments.
Retirement costs, appropriation for unused sick and vacation leave
time, and other liability issues are included in this amount. This amount '
is $4,550 above the 1999 funding level and reflects the anticipated
cost of retirements and staff attrition.
PROTECT THE CITY FROM CATASTROPHIC LOSSES
♦ Maintain a contingency account equal to 8 percent of general
governmental operating expenses without grants and non-
recurring transfers.
Currently, the City combines its insurance actuarial and contingency
requirements in the Insurance Fund. At year-end 2000, the City
projects to have $4,521,844, or 8 percent of general governmental
expenditures, to meet both insurance actuarial and contingency
needs.
♦ Purchase excess medical, property, and liability insurance to
cover major losses, as deemed appropriate by the City's risk
management program.
The City of Renton carries excess coverage in all areas. These are tri
found in the Insurance Fund information.
♦ The contingency account may be used for either unusual fiscal
conditions or catastrophic losses outside insured limits, with any
expenditure requiring five Council votes.
1: 000 BUDGET CITY OF •
1-10
rr.
FINANCE SL OPERATIONAL GOALS
NOW ♦ Policy& Strategy
Current practice. The contingency account could be reduced as a
result of actual operations. Each year the contingency balance is
analyzed. A plan is developed to ensure the balance is maintained
W per policy. The plan can include transferring savings directly to the
account from other funds, increasing future year premiums to repay
past higher expenditures. or making a budget appropriation from
future year revenue directly to the contingency account.
HAVE SERVICE USERS PAY THEIR FAIR SHARE OF PROGRAM COSTS
♦ City Utilities and the Airport shall be 100 percent user supported.
Utilities and the Airport have met this goal/policy.
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♦ The City's golf course operations shall be self-supporting, with the
original acquisition paid for from general governmental revenue.
The Maplewood Golf Course currently funds 100 percent of operations
with general funds providing approximately 85 percent of acquisition
debt service support.
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♦ User fees shall contribute an average of 50 percent toward all
recreation services and operations, with the exception of the
Renton Senior Activity Center.
Users of recreation and Renton Community Center services fund
approximately 50 percent of the direct costs of operations.
♦ The City shall pay 100 percent of the cost of the Renton Senior
Activity Center operations, with the users paying the full cost of
special events.
Current practice.
♦ Developers shall pay at least 65 percent of the cost of reviewing
and processing their permits.
Current practice.
♦ Interfund charges for service shall occur only when needed for
enterprise, external chargeable, mitigation, or grant related
services and capital projects.
Current practice.
♦ All City fees, charges, and rates shall be reviewed annually to
determine whether they meet targeted cost coverage.
Adjustments shall be made in conjunction with the budget
process.
Current practice.
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1-11
FINANCE 8t OPERATIONAL GOALS
♦ Policy& Strategy
OPERATE UTILITIES IN A RESPONSIVE AND FISCALLY SOUND MANNER
♦ Utility rate studies shall be conducted at least every five years to
update assumptions and ensure the long-term solvency and
viability of City utilities.
A rate study was conducted during 1993. The Comprehensive Plan
update has addressed rate and financial policy issues and a rate
study is not proposed for 2000. In lieu of a rate study, an augmented
annual rate review was conducted. The City ensures each debt
service fund has cash balances of 1.5 times annual debt service
payments for debt service coverage.
♦ Utility rates should be reviewed annually and adjusted, if
necessary, to reflect inflation, construction goals, maintain bond
covenants, and avoid major periodic increases.
Water, wastewater (sewer), surface water (storm drainage), and r
garbage rates are adjusted as required. The 2000 rate increase for
Renton services are as follows: water - 0 percent, wastewater - 0
percent, surface water- 0 percent, and garbage rates at 2 percent
for all customer classes.
♦ The cost of utility contractual services over which the City has no
control shall be passed through to ratepayers in a manner
consistent with Council direction.
Current practice. King County/Metro, tipping fees, and hazardous
waste charges are handled in this manner. Tipping fees are not
projected to increase until 2003.
♦ Rates for the Waterworks Utility shall include an annual capital
contribution equal to 1.5 percent of net assets.
This was a policy set forth in the 1989 Water/Sewer/Storm rate study.
Actual transfers are based on the amount of excess fund balance
available.
♦ Fund balances in enterprise funds shall be maintained at levels
established through rate studies, or at levels equal to a target of
45 days, with a minimum of 30 days, of O&M expenses which are
necessary to meet operating, capital, and contingency
requirements.
Current practice.
♦ Excess fund balances shall be used to off-set rate increases where
possible, with any remaining balances being used for approved
capital purposes.
Current practice.
000 BUDGET CITY OF •
1-12
FINANCE 81 OPERATIONAL GOALS
♦ Policy& Strategy
MAINTAIN AND MEET INFRASTRUCTURE AND CAPITAL NEEDS
♦ When capital funding decisions are made, priority shall be given
to maintaining existing capital assets over the acquisition or
construction of new facilities.
Current practice.
♦ The City shall adopt a six-year Capital Facilities Plan and a six-year
Capital Improvements Program Plan that identify all growth-
related and major maintenance projects and costs. Funding
strategies shall also be identified.
The City adopted a Capital Facilities Plan as a part of its
Comprehensive Plan. A separately issued City of Renton Capital
Improvement Program document has been published for 2000-2005.
♦ The City shall dedicate the first year of property taxes generated
from newly incorporated areas to the Capital Fund.
The City has not incorporated any areas during the last three years.
This policy will be implemented with any future incorporation.
♦ The City shall dedicate 50 percent of sales tax generated from
new businesses each year to the Capital Fund. These dollars shall
provide the basis for the funding strategy.
The practice is to dedicate 50 percent of known revenue. If projects
.r� are expected, but not completed, estimated revenue are also
dedicated to the fund. Sales tax revenue of $300,000 is dedicated to
capital funding from anticipated 2000 sales tax revenue.
♦ The City shall maximize County, State and Federal grants, loan
interest programs, and other intergovernmental sources for
capital needs when it is consistent with City plans and policies.
Voted general obligation bonds and special levies shall be used
to finance infrastructure improvements for public benefits that
support quality of life, and does not necessarily generate cost
savings on revenue streams.
Current practice.
♦ Prior to undertaking a capital project, all ongoing operation and
maintenance costs shall be identified and included as part of the
policy discussion.
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Current practice.
1? 2000 BUDGET 9 CITY OF RENTON _J
rr 1-13
FINANCE ST OPERATIONAL GOALS
♦ Policy& Strategy
PROVIDE A LONG-TERM AND SHORT-TERM DEBT STRATEGY THAT ALLOWS
THE CITY TO MEET CURRENT AND FUTURE NEEDS THROUGH BORROWED
CAPITAL WITHOUT IMPOSING SEVERE FINANCIAL BURDEN
♦ The City shall review all forms of funding to determine the least
costly method and the most appropriate type of financing.
Current practice. The City reviews each project to determine if
Revenue Bonds, LTD's, General Voter-Approved or Councilmanic debt
is the most appropriate. Kiri
♦ When bonds are used to finance debt, the bonds shall be issued
for a maximum of 20 years or for the life of the asset, whichever is
a shorter time period.
Current practice.
♦ The City shall evaluate the cost/benefit of borrowing versus cash
financing programs and projects.
Current practice.
♦ The City shall develop a long-term program to meet equipment
needs, including vehicles, computers and copiers.
The 2000 budget includes $1,200,000 in Municipal Facilities CIP to meet
technology information and copier needs.
♦ Councilmanic (non voter-approved) debt shall be used as an
alternative to other financing options if the capital expenditure is:
urgent, unanticipated, and necessary to prevent an economic
loss, revenue generating, or the most cost-effective alternative.
Current practice.
ESTABLISH ACCOUNTABILITY IN BUDGET MONITORING
♦ The City Council shall set total appropriations at the fund level.
Appropriations are adopted at fund level in the budget.
♦ Department directors are responsible for managing their budgets
within the total appropriated budget.
Current practice.
♦ Any budget adjustment between funds shall be approved by the
Council in budget amendments.
Current practice.
1
.` 1. 111 BUDGET CITY OF -
1-14
err
FINANCE U OPERATIONAL GOALS
♦ Policy& Strategy
♦ Budget adjustments within a fund shall be approved by the
Mayor, and reported to the Council. Adjustments affecting
program implementation require Council approval.
Current practice with Council approving budget amendments.
♦ Departmental expenditures shall be recorded consistent with the
State of Washington Budget and the Accounting, and Reporting
System (BARS); not expenditure accounts where an excess
budget may exist.
Current practice.
ESTABLISH CONSISTENT COMPENSATION STANDARDS FOR THE CITY
♦ The City's compensation policy shall be to set minimum pay levels
at the 60-percentile level when compared with median pay of
comparable jurisdictions.
The 1991 Classification and Compensation Study established 75
percentile for non-public safety personnel. Current compensation is
between 60-75 percentile. Public safety personnel are at the 90 to 95
percentile range.
♦ Reclassification requests shall be reviewed by Human Resources
on a quarterly basis with all recommendations being approved
by the Mayor prior to implementation. Reclassifications involving
a change in pay grade shall be approved by the Council prior to
implementation.
Reclassification requests are reviewed quarterly and any
reclassification approved by Council is effective at July 11t for the first
two quarters of the year and the following January 1st for the last two
quarters.
♦ New hires may be placed up to step "C" without Council
concurrence. Employment placement at a higher step shall be
approved by Council.
Current practice.
11rr
PROVIDE FINANCIAL REPORTS IN A TIMELY AND UNDERSTANDABLE
MANNER
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♦ Monthly budget reports outlining the status of revenue and
expenditures shall be provided to all departments, Mayor, and
Council.
Current practice.
000 BUDGET CITY OF RENTON
1-15
FINANCE U OPERATIONAL GOALS
♦ Policy& Strategy
♦ Quarterly financial reports discussing major trends, the status of
Renton's financial operations, and other related information shall
be distributed to all managers, Mayor, Council, and available to
interested public.
Quarterly reports are prepared and submitted to interested parties.
♦ A Comprehensive Annual Financial Report (CAFR), prepared in
accordance with Generally Accepted Accounting Principles,
shall be distributed to all interested parties and to Government
Finance Officers Association (GFOA) for certification.
The CAFR is prepared and audited annually and submitted for
compliance review. 1W
♦ The City's budget document shall be presented in a format that
provides for logical comparison with prior years whenever
possible.
Current practice.
Will
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1-16
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Budget
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i
`rl CITY OF RENTON
CORPORATE ORGANIZATION STRUCTURE
IN
RENTON CITIZENS
IN --- ®.
CITY COUNCIL
Randy Corman,President,Timothy J.Schlitzer,
Kathy Keolker-Wheeler,Toni Nelson,
King Parker,Don Persson,Dan Clawwn,430.6501
MAYOR —
Jesse Tanner
430-6500
+
CHI EF ADMINI STRATI VE OFFICFR
Jay Covington
430.6500
HUMAN RESOURCES PLANNING/BUILDING/ EXECUTIVE DEPARTMENT FINANCE at
N RISK MANAGEMENT PUBLIC WORKS Jay Covington, INFORMATION SERVICES
Michael Webby,Administrator Gregg Zimmerman,Administrator Chief Admin'ntradve Officer Victoria Runkle,Administrator
430.7650 430.7394 430-6500 4306858
Risk Management Development Services City Attorney Fiscal Services
Jana Hansi Director Larry Warren Paul Kusakabe,Director
Human Resources Tnnsportatbn Systems Heating Examiner
Sandra Meyer,Director Fred Kaufman Budgeting
at Accounting
Gvil Service Commission Utility Systems Municipal Court Judge
Lys Hornsby,Director Terry Lee Jurado Information Services
Plaimenance Services City Clerk
Jack Crumley,Director Marilyn Petersen Priming Services
FIRE DEPARTMENT POLICE DEPARTMENT COMMUNITY SERVICES ECONOMIC DEV,NEIGHBORHOOD
A.Lee Wheeler,Chief Garay Anderson,Chief Jim Shepherd,Administrator 8t STRATEGIC PLANNING
4307501 4307507 430-6604 Sue Carlson,Administrator
4306580
Operations Operations Bureau Facilities Economic Development
Art Larson,Deputy Fire Chief Joseph Peach,Deputy Chief Dennis Culp,Director Betty Nokes,Director
Recreation
Suppression Operations Bureau Sylvia Allen,Director
Parks
- A
Administration/Support Services Support Services Leslie Betlach,Director
Gary Gotd,Deputy Fire Chief
Library
Oark Petersen,Director
Training/SupportSupport Services Bureau
Services Human Services
Karen Marshall,Manager
Fire Prevention —
Capital Improvement Projects
Glenn Kost,Manager
Mt Emergency Management
Safety
tip
DGET CITY OF RENTON
E.M1.rt,
2-1
THE BUDGET PROCESS
L_ BUDGET AT A GLANCE �
The Budget is developed February through September. In each odd
numbered year, the City of Renton adopts a two-year, or biennial, budget. In
the second year of the biennium, the Mayor and Council review the revenue
and the services provided and determine if significant changes need to be
made to the second year.
As the Mayor reviews the anticipated revenue, his first priority in either the
biennium or for the revised second year is to continue the same level of
services currently provided. This may require additional funds because the
same service level may cost more. For example, as our City's population
increases, we need more police officers to maintain the same response times iris
for high crime areas.
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 Departments'
requests and recommends new programs for the Council's approval within
the context of the Council's adopted Business Plan Goals.
The Business Plan Goals are adopted in the Spring of each year during the
Mayor and Council strategic planning retreat. At that time the Executive asks .44
the Council for their policy direction and the priorities they would like to see in
the next budget. That process is also used to ask the Council if the current
level of service is meeting the needs of our community.
The Mayor's proposed budget must be provided to the Council by October
31 for the ensuing year. The Mayor also provides the Council with an estimate
of the revenue expected in order to meet the costs of providing services.
The Council reviews the Budget and the revisions in November and
December. A balanced budget must be approved for all City expenditures Y
by the beginning of the budget year, which is January for the City of Renton.
The Budget is reviewed and analyzed in open meetings with two public
hearings established in order to hear citizens' opinions about the City's
proposed expenditures.
2000 BUDGET CITY OF RENTON
2-2
THE BUDGET PROCESS
BUDGET AT A GLANCE
Once the Budget is adopted, it is the responsibility of the Mayor to ensure that
expenditures are made within legal limits. If the economy changes or
unanticipated needs are identified during the year that require the budget to
change, the Mayor recommends changes to the Budget. All increases must
be approved by a Council adopted ordinance. If the revenues are not
healthy, the Mayor can make decreases to the Budget to ensure the City
does not overspend available resources. In Renton, if that should occur, the
Mayor would work closely with the Council on the changes that have to be
made.
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Basis of Accounting. The basis of accounting used determines
when revenue and expenditures or expenses are recognized in
the accounts and reported in the financial statements. All
err governmental funds are accounted for using the modified
accrual basis of accounting. Their revenue are recognized
when they become measurable and available. Expenditures
r„r are generally recognized under the modified accrual basis of
accounting when the related fund liability is incurred. All
Proprietary Funds and Pension Trust Funds are accounted for
using the accrual basis of accounting. Under this basis of
r" accounting, the revenue are recognized when they are earned
and their expenses are recognized when they are incurred.
it
r
'��� 20BUDGET e CITY OF RENTON
00
` 2-3
BUDGET PROCESS FLOW CHART
BUDGET AT A GLANCE
Mission
Statement
Business Plan
Goals Mayor/Council
Strategic Planning
Retreat rtf
Strategic Plan
Department Goals
and Objectives
TCIP Ordinance Misc. Budget
Amendments
Misc. Budget BUDGET Year End
Amendments Cleanup Ordinance
CIP
Revenue Manual
Debt Manual
Comprehensive Plan
Six Year Forecast Model
Financial and Operational Goals
TCIP: Transportation Capital Improvement Program
CIP: Capital Improvement Program
1 000 BUDGET CITY OF •
2-4
+tw
SCHEDULE OF THE BUDGET PROCESS
BUDGET AT A GLANCE
d
Description a = E a E E v
to
dM 0.•� O > Chi
O Z O
The budget process and time limits are established by State law. The City of Renton adheres to the following procedures.
1. The Mayor,Council and staff meet to set priorities
(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
�► ordinance.
5. Departments prepare and submit new operating programs,
positions and reclassifications,and six-year capital
improvements.
to
6. Departments prepare line item(base line)budget requests
and submit to Finance by the second week of August.
7. 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.
INS 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.
12. Council Committee of the Whole conducts budget
YIII1 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
1 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
Phe ensuing year.
— rrr BUDGET CITY OF •
2-5
RNANCIAL STRUCTURE
BUDGET AT A GLANCE
The City's budget is comprised of seven major fund types or groups. The following is a general overview of each
fund type.
GENERAL GOVERNMENTAL FUNDS CAPITAL IMPROVEMENT FUNDS
These funds are used to account for resources that These funds are used to account for the acquisition
are generally not dedicated for a specific purpose. and construction of major capital facilities and
It is used to meet the basic services that your local equipment. All projects supported by these funds
government provides. can be found in the 2000-2005 City of Renton
Major Revenues Capital Improvement Program.
• Taxes Major Revenues
• Fees, licenses, and permits • Federal and State grants
• Fines and forfeitures • Special assessments
• Intergovernmental (federal,state) • Property Tax
Primary Services • Sales Tax
Police protection ♦ Real Estate Excise Tax
Fire protection/Emergency medical services ♦ Impact Mitigation
• Parks and Recreation Primary Services
♦ Municipal Court/Legal services • Capital improvement projects
♦ Library Services
• Street maintenance/Planning ENTERPRISE FUNDS
• Economic Development/Planning These funds are used to account for the operations
• Administrative functions that are financed and operated in a manner similar
to private business enterprises. 16
SPECIAL REVENUE FUNDS Major Revenues
These funds are used to account for revenues that ♦ Service (user) charges
are to be used for a specific purpose as required by ♦ Federal and State grants
law or administrative action. • Revenue bonds +
Major Revenues ♦ State loans
State and Federal grants Primary Services
♦ Taxes • City Utilities
Primary Services ♦ Renton Municipal Airport
• Economic Development ♦ Maplewood Golf Course
• Cable Communications
♦ Street Overlay INTERNAL SERVICE FUNDS
♦ Art Fund These funds are used to account for the goods and
services furnished by one city department for
DEBT SERVICE FUNDS another department on a cost reimbursement basis. li
These funds are used to account for the Major Revenues
accumulation of dedicated revenue and payment • Charges to other city departments
of principal and interest related to the City's Primary Services
General Obligation bond issues. • Fleet Management
Major Revenues ♦ Insurance, Health/ Property liability
• Property tax levies
• Real Estate Excise Tax FIDUCIARY FUNDS
• Special assessments These funds are used to account for assets held by wiil
the City in a trustee capacity.
Primary Services Major Revenues
♦ Payment of principal and interest on ♦ Investment interest
outstanding bonds Primary Services
• Fire Pension Fund
000 BUDGET CITY OF •
1
2-6
TABLE 1
THE TOTAL BUDGET
ow BUDGET AT A GLANCE
wr General Special Debt Capital Internal
Govmt Revenue Services Imprvmts Enterprise Services Fiduciary TOTAL
REVENUE
to Property Tax $15,656,336 $1,275,000 $52,500 $75,000 $17,058,836
Sales Tax 14,745,000 175,000 300,000 15,220,000
Utility&Natural Gas 8,050,000 30,000 8,080,000
1w Gambling Excise Tax 2,404,328 2,404,328
Other Taxes 2,623,375 637,500 3,260,875
TAXES SUBTOTAL $43,479,039 $205,000 $1,275,000 $990,000 $75,000 $46,024,039
Fees&Permits 1,542,620 1,872,000 22,600 3,437,220
Federal&State Grants 135,000 291,495 2,869,486 652,000 69,000 4,016,981
Intergov&Interfund Revenue 5,787,565 357,950 955,000 964,598 8,065,113
ow Charges for Services 1,663,559 1,050,000 31,085,580 1,645,646 35,444,785
Other Revenues 2,277,250 12,750 460,678 4,373,151 13,249,998 6,848,289 62,000 27,284,116
Operating Revenue $11,405,994 $662,195 $460,678 $11,119,637 $45,974,776 $8,493,935 $131,000 $78,248,215
to
REVENUE TOTAL $54,885,033 $867,195 $1,735,678 $12,109,637 $45,974,776 $8,568,935 $131,000$124,272,254
Use of Fund Balances 2,493,012 94,550 90,500 14,551,923 882,382 200,670 18,313,037
iu TOTAL RESOURCES $57,378,045 $961,745 $1,826,178 $26,661,560 $46,857,158 $8,568,935 $331,670$142,585,291
EXPENDITURES
Legislative $137,345 $137,345
1w Executive 2,281,516 31,750 50,000 2,363,266
Legal 907,372 907,372
Econ Dev,Neigh,Strgic Ping 1,106,619 285,000 983,000 2,374,619
10 Human Resources&RM 635,247 5,738,120 6,373,367
Finance&IS 2,771,724 1,100,000 3,871,724
Police 12,828,105 12,828,105
am Fire 10,649,713 875,000 11,524,713
Ping/Bldg/Public Works 9,081,608 14,597,500 44,408,527 2,493,410 70,581,045
Community Services 10,078,778 291,495 6,588,700 2,448,631 19,407,604
a' Interfund Transfers 2,333,291 353,500 100,000 1,006,360 3,793,151
Non-Departmental 2,575,712 1,461,000 337,405 331,670 4,705,787
Debt Service 1,991,015 1,726,178 3,717,193
EXPENDITURES TOTAL $57,378,045 $961,745 $1,826,178 $26,661,560$46,857,158 $8,568,935 $331,670$142,585,291
it
rwr
��� • •
.Y1
_
J�
2-7
A
G
RAPH
FU
BUDGET AT A GLANCE
FUND GROUPS
General Government Captial Improvement
40.2% 18.7%
Debt Service rl
1.3%
Special Revenue &
Fiduciary Internal Service Mill
0.9% 6.0%
Enterprise
32.9%
,r
General Government $57,378,045
Debt Service $1,826,178
Captial Improvement $26,661,560
Special Revenue $961,745
Enterprise $46,857,158
Fiduciary $331,670
Internal Service $8,568,935
Total 2000 Budget $142,585,291
it
1 000 OF •
2-8
aw F� GRAPH B
DEPARTMENT BUDGET PERCENTAGES
4w BUDGET AT A GLANCE
to
fm DEPARTMENT BUDGET PERCENTAGES
ww
Enterprise/Utilities
27%
ft Community
Services
16%
40
err Debt Service
3%
Inter Departmental
4%
Planning/Building/
Public Works Administrative
23% 10%
it
Police
Fire 9%
rr 8%
to
hw Police $12,828,105
Fire $11,499,713
Planning/Building/Public Works $32,537,851
Enterprise/Utilities $38,885,290
IN Community Services $23,357,273
Debt Service $4,672,193
Inter Departmental $5,055,923
ar Administrative $13,748,943
142,585,291
to
2000 BUDGET CITY OF RENTON2-9
TABLE 2
MAJOR 2000 FUNDING DECISIONS
BUDGET AT A GLANCE
CITY OF RENTON BUSINESS PLAN GOALS
1. Encourage and Support Economic Development and Downtown Redevelopment r
2. Encourage and Support Neighborhood Revitalization
3. Improve the City's Image in the Community and Region
4. Meet the Service Demands that Contribute to the Livability of the Community
5. Work with the County and Neighboring jurisdictions to Influence Agreements that
Impact the City
The following programs and funding decisions were added to the 2000 base budget to further the
Business Plan Goals as established by Departments and adopted by the City Council.
PROGRAMS AND FUNDING DECISIONS AMOUNT GOAL NO.
i
Human Resources and Risk Management
Additional Staff (1 FTE), plus Training and Recruitment $84,200 4
Finance and Information Services
Additional Staff (1 FTE) $62,360 4
f
Economic Development, Neighborhoods, 81: Strategic Planning
Endangered Species Act Requirements $100,000 1,4,5
Additional Staff (1 FTE) $26,970 4
Police
Communication Equipment $75,000 4
Jail Services, Off Site $34,000 3
Fire
Additional Staff (3 FTE) $230,500 1,2,3,4 +rl
Community Services
Additional Staff (1 FTE) $46,530 4
Downtown and River Trail Maintenance $109,210 1,3,4
Planning/Building/Public Works
Additional Staff (1.5 FTE) $75,850 1,3,4
New Support Vehicles and Aid Unit $235,000 1,4
Capital Projects and Maintenance $163,300 1,3,4
Non-Departmental
Municipal Facilities Capital Fund (316):
Capital Facilities Repair and Maintenance $375,000 1,3,4
Technology Upgrades $175,000 13
Planning and Economic Development $221,000 13
Neighborhoods $94,000 2,3,4
000 OF
2-10
GRAPH C
IF NEW PROGRAM DECISIONS BY
BUDGET AT A GLANCE BUSINESS PLAN GOALS
NEW PROGRAM DECISIONS BY BUSINESS PLAN GOALS
Interlocal
Livability of the Agreements
llllr Community 6%
44%
i�
Downtown
Redevelopment
13%
Neighborhood
Community Image Revitalization
18% 19%
40
NEW PROGRAM DECISIONS BY DEPARTMENTS
Capital Projects
41% Administrative
7%
Economic
Development
6%
Public Safety
16%
Community Services
8%
Public Works
22%
�R 21 •
2-11
GRAPH D
ANNUAL DEPARTMENTAL EXPENDITURES
BUDGET AT A GLANCE
irY
ANNUAL DEPARTMENTAL EXPENDITURES "
$160,000,000
$140,000,000
$120,000,000
Will
$100,000,000
$80,000,000
$60,000,000
$40,000,000
$20,000,000
$0
1996 1997 1998 1999 2000
Budget
■Police ■Fire
N Planning/Building/Public Works ❑Enterprise/Utilities
■Community Services ®Debt Service
❑Inter Departmental ❑Administrative
1996 1997 1998 1999 2000 Budget
$110,127,761 $124,168,243 $135,226,236 $132,260,654 $142,585,291
The 2000 Budget for Planning/Public Works includes a material change in budget practice. The
Transportation Division elected to budget all projects in their Transportation Capital Improvement
Program (TCIP). Historically, 50 percent of the projects never materialize. The impact of this election
added $7,000,000 to the overall budget.
During the time period of 1997 and 1998, increases in major capital improvements raised the overall
level of spending. The projects included $15 million for the purchase and remodel of the new city halt +viii
and $11 million for utility and waterworks improvements.
000 BUDGET CITY OF •
2-12
iW
GRAPH E
EMPLOYMENT HISTORY
to BUDGET AT A GLANCE
io
w EMPLOYMENT HISTORY
700.0
600.0 636.7 638.6 643.9
655.1 665.1
500.0
ift 400.0
300.0
200.0
100.0
0.0
1996 1997 1998 1999 2000
Budget
fw
■Police OFire ❑Planning/Public Works
■Enterprise/Utilities ❑Community Services ❑Administrative
IN
Through this time, personnel expansion has focused on the Public Safety Departments, Fire and
Police. In 1997, eight employees were transferred from Planning/Building/Public Works
(P/B/PW) to a new defined Economic Development, Neighborhoods and Strategic Planning
(EDNSP) effort by the city.
THE 2000 BUDGET YEAR INCREASES REGULAR STAFFING BY 8.5 FTE
One staff member each is added to EDNSP, Finance & Information Services, and P/B/PW.
Two staff members have been added to Community Services.
Three additional staff are added to Fire.
One-half staff member is added to Human Resources & Risk Management.
+rr
�r
-� 000 BUDGET* CITY OF RENTON 7
w
2-13
GRAPH F
REVENUE BY TYPE
BUDGET AT A GLANCE
REVENUE BY TYPE
$160,000,000 j
$140,000,000
11�
$120,000,000
$100,000,000
$80,000,000
$60,000,000
$40,000,000
$20,000,000
$0
1997 1998 1999 1999 2000
Actual Actual Budget Actual Budget
■TAX REVENUE ■LICENSES AND PERMITS
■INTERGOVERNMENTAL REVENUE ❑CHARGES FOR SERVICES
MOTHER FINANCING SOURCES
The budget years 1997 and 1998 contain extensive use of accumulated fund
balances and revenue from a bond issue. These funds were directed
towards capital improvement projects including the new city hall.
In November 1999, the voters approved Initiative 695, which reduces the
Motor Vehicle Excise Tax paid by a vehicle owner to $30 per year. In prior
years the base was based on the value of the vehicle. The negative
revenue impact on the Renton's operating funds will be $650,000 in the 2000
budget year and will be higher in future budgets.
A major portion of transportation improvements state-wide are funded from w
this revenue source. Proposed grants funded in Renton by this tax will be
reduced by more than$10 million in the four-year period ending 2003.
2000 BUDGET CITY OF RENTON
a);
2-14
too
TABLE 3
REVENUE OVER TIME'
'� BUDGET AT A GLANCE
w
#jw 1997 1998 1999 1999 2000 %Chg %Chg
REVENUE Actual Actual Budget Actual Budget 98-99 99-2000
TAX REVENUES:
to
Property Taxes 14,234,230 14,509,953 15,740,480 15,650,400 17,058,836 5.2% 8.4%
Retail Sales and Use Tax 13,438,839 14,948,815 15,775,619 15,282,981 16,100,000 12.6% 2.1%
Utility Taxes 6,932,862 7,071,938 7,530,972 7,579,958 8,080,000 6.7% 7.3%
ow Real Estate Excise Tax 1,833,044 2,368,380 1,320,000 2,316,523 1,347,900 36.1% 2.1%
Gambling Excise Tax 1,195,882 1,984,097 1,979,020 2,459,571 2,404,328 49.1% 21.5%
Other Taxes 996,288 573,385 1,134,765 1,108,360 1,032,975 15.5% -9.0%
TOTAL TAX REVENUE $38,631,145 $41,456,568 $43,480,856 $44,397,793 $46,024,039 10.6% 5.8%
OPERATING REVENUES:
LICENSES AND PERMITS:
Business Licenses&Permits 2,298,229 2,597,025 2,105,411 2,572,812 2,438,800 2.1% 15.8%
Building Permits 1,541,514 1,619,621 997,113 1,174,166 948,620 21.5% -4.9%
Non-Business Licenses/Permits 46,157 53,670 30,983 51,045 49,800 -3.2% 60.7%
TOTAL LICENSES AND PERMITS $3,885,900 $4,270,316 $3,133,507 $3,798,023 $3,437,220 7.5% 9.7%
INTERGOVERNMENTAL REVENUE:
Federal Grants 2,716,983 4,231,632 3,704,381 2,433,828 3,547,981 420.0% -4.2%
State Shared Revenue 3,287,859 6,762,893 5,490,469 3,130,236 2,111,044 17.2% -61.6%
Inter Fund Revenue 4,916,590 5,219,592 4,855,840 4,689,130 5,121,568 6.0% 5.5%
Other Intergovernmental Revenue 464,649 397,650 456,379 1,195,704 352,415 16.7% -22.8%
TOTAL INTERGOVERNMENTAL REVENUE $11,386,081 $16,611,767 $14,507,069 $11,448,898 $11,133,008 39.9% -23.3%
1w
CHARGES FOR SERVICES:
Utility&Environment 26,857,754 28,285,771 28,980,131 28,618,502 29,274,025 8.6% 1.0%
we Recreation 2,112,477 2,144,477 2,047,300 2,222,153 2,089,600 4.0% 2.1%
Plan Checking Fees 601,093 582,273 450,000 459,364 450,000 38.5% 0.0%
Planning/Zoning/EIS Fees 205,366 189,024 108,000 178,838 103,397 -26.5% -4.3%
Rents/Leases/Concessions 1,559,039 1,847,085 1,660,531 1,720,560 1,526,830 9.9% -8.1%
40 Other Transportation 5,710 24,034 7,000 7,522 7,000 0.0% 0.0%
TOTAL OTHER REVENUE $31,341,439 $33,072,664 $33,252,962 $33,206,939 $33,450,852 8.5% 0.6%
TOTAL OPERATING REVENUE $46,613,420 $53,954,747 $50,893,538 $48,453,860 $48,021,080 15.9% -5.6%
to
OTHER REVENUES:
Mitigation Fees;Transportation,Fire&F 1,591,132 1,902,886 1,050,000 1,674,173 1,050,000 100.0% 0.0%
wo Interest Earnings 6,228,320 3,764,433 2,388,031 2,992,427 2,022,939 -5.1% -15.3%
Employee Insurance Premiums 3,560,912 3,771,697 4,336,600 4,197,008 4,820,233 16.1% 11.2%
Inter-Department/Fund Service Char( 4,482,126 4,635,057 4,418,364 4,429,555 4,428,641 2.9% 0.2%
Other Revenue 2,626,736 3,761,636 1,820,383 2,292,994 2,386,833 -38.7% 31.1%
to Inter-Fund Transfers 29,695,449 23,856,514 12,31 1,644 19,206,690 16,278,975 72.9% 32.2%
TOTAL OTHER REVENUE $48,184,675 $41,692,223 $26,325,022 $34,792,847 $30,987,621 27.6% 17.7%
TOTAL REVENUES•ALL FUNDS $133,429,240 $137,103,538 $120,699,416 $127,644,500 $125,032,740 16.2% 3.6%
im
W
��. off
•w
2-15
GRAPH G
EXPENDITURE BY PURPOSE
BUDGET AT A GLANCE
,4
EXPENDITURE BY PURPOSE
$180,000.000 ►
$160,000,000
$140,000,000
$120.000,000
$100,000.000
$80,000,000
$60,000,000
$40.000,000
$20.000.000
$0 t
1997 1998 1999 1999 2000
Actual Actual Budget Actual Budget
■SALARIES AND WAGES ■PERSONNEL BENEFITS
■SUPPLIES ❑OTHER SERVICES AND CHARGES
®INTERGOVERNMENTAL SERVICES ■CAPITAL OUTLAY
❑DEBTSERVICE ❑INTERFUND PAYMENTS
Interfund transfers of funds reflect the expansion in capital outlay for the periods
represented above.
Through this time, personnel expansion has been limited. The 2000 budget year
increases staffing by 8.5 FTE. One staff member each has been added to
Community Services; Economic Development, Neighborhoods, & Strategic
Planning; Finance & Information Services; and Planning/Building/Public Works, with
one-half added to Human Resources & Risk Management, and 3 added to Fire.
The total FTE for the city is now 665.1.
A change in the budget pattern for transportation improvements has added $8 ►
million to the overall 2000 budget. Exclusive of this change, the total capital
improvement program for all city divisions reflect a 5.8 percent increase in planned
programmed expenditures.
2-16
I`"" TABLE 4
Ir EXPENDITURE DETAIL ALL FUNDS
to BUDGET AT A GLANCE
No
ow 1997 1998 1999 1999 2000 %Chg %Chg
EXPENDITURES Actual Actual Budget Actual Budget 98.99 99-2000
SALARIES AND WAGES:
1r Salaries 27,814,583 29,512,385 31,784,681 30,418,730 33,275,511 5.9% 4.7%
Overtime 1,227,103 1,376,753 1,443,502 1,653,201 1,507,602 13.3% 4.4%
TOTAL SALARIES AND WAGES $29,041,686 $30,889,138 $33,228,183 $32,071,931 $34,783,113 6.2% 4.7%
to PERSONNEL BENEFITS:
Retirement/FICA 3,888,067 4,273,653 4,523,240 4,029,745 3,989,363 5.6% -11.8%
Medical and Employee Insurance 7,108,039 7,085,298 8,067,667 8,156,108 8,852,475 9.7% 9.7%
aw TOTAL PERSONNEL BENEFITS $10,996,106 $11,358,951 $12,590,907 $12,185,853 $12,841,838 8.2% 2.0%
SUPPLIES:
Operating Supplies/Equipment $3,032,184 $2,930,319 $3,591,085 $3,195,273 $3,513,635 17.1% -2.2%
ill
OTHER SERVICES a CHARGES:
Professional Services 8,627,598 9,559,117 10,862,712 10,219,315 11,145,064 28.0% 2.6%
to Operating Rentals&Leases 2,174,395 2,392,518 2,903,379 2,790,252 3,155,533 39.8% 8.7%
Property/Liability Insurance 2,529,206 2,590,350 3,836,670 3,537,113 2,804,966 48.9% -26.9%
Public Utility Services 7,886,823 8,217,932 8,659,648 8,908,101 8,791,342 6.6% 1.5%
Operating Services and Charges 2,410,455 2,534,821 3,288,269 2,816,653 3,111,523 29.4% -5.4%
TOTAL OTHER SERVICES AND CHARGES $23,628,477 $25,294,738 $29,550,678 $28,271,434 $29,008,428 24.1% -1.8%
INTERGOVERNMENTAL SERVICES:
TOTAL INTERGOVERNMENTAL SERVICES $3,881,767 $4,235,622 $4,337,027 $4,256,162 $4,494,484 6.0% 3.6%
CAPITAL OUTLAY:
Land,Buildings and Equipment 13,142,148 10,521,987 21,670,262 13,908,295 14,047,445 260.3% -35.2%
Construction 16,383,007 22,501,360 26,936,646 12,557,862 26,404,500 159.3% -2.0%
TOTAL CAPITAL OUTLAY $29,525,155 $33,023,347 $48,606,908 $26,466,157 $40,451,945 196.4% -16.8%
DEBT SERVICE:(Principal and Interest)
Principal 7,442,745 4,951,468 5,511,268 5,569,323 5,400,405 12.1% -2.0%
Interest and Related Debt Costs 3,759,206 3,110,918 3,522,835 3,278,944 3,078,400 4.8% -12.6%
TOTAL DEBT SERVICE $11,201,951 $8,062,386 $9,034,103 $8,848,267 $8,478,805 9.1% -6.1%
to Inter-Fund Payments&Transfers $12,860,917 $19,431,735 $16,485,647 $16,965,577 $9,013,043 100.4% -45.3%
TOTAL EXPENDITURES-ALL FUNDS $124,168,243 $135,226,236 $157,424,538 $132,260,654 $142,585,291 47.47o -9.4%
r�
0
•-�� ire � • •
war
2-17
ECONOMIC OVERVIEW
BUDGET AT A GLANCE
The City's health is the reflection of two inter-related components: the quality
and level of services it provides and its ability to pay for those services.
The City's ability to pay is a function of its economic health. In Washington
state our general economic health is primarily a function of property value
and sales tax base. While cities have other sources of revenue, unless Renton
has a healthy base, the other revenue will not occur.
In years past it was easy to determine how our economy was performing
because Renton depended on the fortunes of The Boeing Company. The last
time Renton was so dependent was in the early 1990's. As the graph
illustrates, Boeing accounted for more than 50 percent of our employment
while at the same time, the overall employment at Boeing was rapidly
decreasing.
Boeing Employment
50,000 70%
MTfL Emp
40,000 —tBoeing 60%
50%
30,000 -- 40%
20,000 30%
20%
10,000
10%
0 0%
1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998
While we do not directly receive a great deal of revenue from employment,
there are correlations between Boeing employment and the economic
health of Renton. In the early 1990's, the City actually had negative growth in
assessed valuations because of Boeing's influence on property. While we
were able to maintain sales tax revenue during that period, it was due to a
major State construction project. Sales tax revenue in other categories had
negative growth. This caused significant concern for City policy makers. The
outcome was the initiation of an aggressive economic development '
campaign.
2000 BUDGET CITY OF •
2-18
40
ECONOMIC OVERVIEW
io BUDGET AT A GLANCE
wr
The economic development campaign had three clear objectives
V0 formulated in 1993. They were:
Attract new businesses from a diversity of sectors;
o . Develop business friendly, but also growth friendly practices and
policies; and
• Invest in capital projects to improve the downtown core.
up The results of this plan have been successful. Renton is now home to such
companies as Wizards of the Coast,Wal Mart, Fred Meyer, Multiple Zones, and
IKEA, as well as a variety of other new businesses. In addition,we have a Dally
im multi-use complex completed in Renton's downtown core. Further, we
consolidated all Renton's automobile dealers and many car service
companies into one area of the City that has created a synergy among
,o them.
The results have been positive. As the graph below illustrates, our property tax
valuations have increased a great deal over the past few years. These
increases are coming from two major areas: re-valuations of existing
properties and from new construction. The graph illustrates the distinctions
between the two.
ti New Construction Assessed Valuation Trends
O Base AV
5,000,000,000 -#-Annexation
25,000,000
4,000,000,000 ,� 20,000,000
3,000,000,000 a 15,000,000
2,000,000,000 a 10,000,000
1,000,000,000 5,000,000
0 - 0
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000
to Another major outcome of our economic development program is the
growth in sales tax revenue. The graph below illustrates Renton's sales tax
growth over the past five years has been 8 percent. The 1999 collection was
to not as great as we had expected. Due to a State initiative (1-695) on vehicle
licensing costs, we saw a slowing of car sales in late 1999. We expect this to
recover after the first of 2000.
40
Several major construction projects we had expected were delayed in start-
up. We are beginning to see the construction occur and expect to meet or
exceed our 2000 estimates.
of
off
2-19
ECONOMIC OVERVIEW
BUDGET AT A GLANCE
t
On the positive side, sales tax revenues are growing substantially in the areas
of retail sales. This is completely due to the fact we have located several new r
businesses in Renton. We also see growth in the durable and non-durable
wholesale activities. These are areas that clearly demonstrate an overall
healthy economy
Gambling tax receipts is one area of our tax base that has shown a
substantial increase without major city input. State law changed in 1997,
permitting more card room tables and house-backed games. The outcome
for Renton and many other cities was a substantial increase in gambling tax
receipts. In 1999, the City collected a total of $2,458,353 from gambling. By
the end of 2000, that amount will be$3,443,728.
The commercial and residential growth has also translated into healthy
revenue in the areas of utility taxes. These are generated from electrical,
natural gas, phone, cable TV, city-owned utilities, and a transfer station. In
the past three years we have had an increase of 5 percent in these utilities.
Further, we have had little or no rate increases in most of these utilities over
the same time period. Thus, the change is related to growth.
The same health, of course, is mirrored in our pipe utilities. Again, the City has
not increased water or sewer rates in four years. Yet, since 1995 the City's
utility fund revenue has grown by 4 percent. In addition to this revenue, the
utility funds collect connection fees. These are directly related to the number
of new commercial and housing units built in our city and are used for future
capital purposes. Over the past three years we have collected $4,963,311 in
these types of fees. Between 1990-1995, the City had collected $5,216,929
from this revenue source.
We expect this type of growth to continue, at least through 2002. We have
pre-application building permits for a major new development on the south
shore of Lake Washington. Known as Southport, this development will begin VIII
construction in 2000. When completed it will include at least 50 housing units,
new retail and dining establishments, as well as public amenities such as a
bike and walking trail to connect to Renton's Gene Coulon Memorial Beach
Park. This development will add $75 million to our assessed value upon
completion. We also have over 200 single-family homes in some phase of
construction.
We are also working with private developers to find a way to develop the last
remaining piece of Lake Washington shoreline. Currently, part of it is a small
working mill and the remainder of the site is considered a brownfield. If we
are successful, the area known as Port Quendall will have over 2,300 housing
units, 2,001,000 square feet of commercial space, and over 10 acres of green
space, trails, and other public amenities. Upon completion, this site would W
add over$489,274,100 in assessed value and $74,000,000 in retail sales.
:-fel2000 BUDGETOF •
2-20
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ECONOMIC OVERVIEW
BUDGET AT A GLANCE
While the city has continued to push ahead with new developments, it is also
working hard to aggressively market Renton. In partnership with local
businesses and other governmental agencies such as the Renton School
District, a marketing campaign with the theme of "Renton, Ahead of the
curve" was commissioned. We are already witnessing remarkable success,
based on general comments, newspaper articles, and the number of requests
from people interested in locating in Renton.
" At the same time this is occurring we are also seeing over 200 new homes
being built within our City limits. In every neighborhood we are witnessing
both small infill developments of two to four homes. We also annexed into the
City nearly 50 acres to the east of the City. There we have over 200 single-
family homes being built. These homes will be priced between $225,000 to
$350,000. In the Kennydale area we have single family and multi-family
homes under construction. Once these are finished, the City's AV will
increase by over$25 million.
This brief economic overview is summarized from our Revenue Manual. The
Revenue Manual is a comprehensive approach to understanding Renton's
economy. It provides a great base for comparison, and outlines the
parameters of revenues generated. All of the City's major revenue sources
can be found within those pages. We encourage you to review the
document for a complete education of the economic foundation of the City
of Renton.
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000 BUDGET CITY OF RENTON
'ENN
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2-21
FUTURE DEVELOPMENT
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INTRODUCTION
OPERATING BUDGET SECTION
The Operating Budget section is organized by Department. Each
Department begins with a summary of all divisions within the
department, followed by the detail for each division.
The department segment provides information on the department's
mission, activities performed by all of the divisions, the expenditure
budget, authorized staffing levels, accomplishments, goals, and a
description of changes in budgeted expenditures for the current
budget period.
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BUSINESS PLAN GOALS
Each division section within a department lists the 2000 objectives for
that division as they relate to the City of Renton's Business Plan Goals,
which are shown below. Division objectives are followed by the
number(s) of the Business Plan Goal(s) to which they relate. For
example, one of the 2000 objectives for the Recreation Services Division
of the Community Services Department is to re-open the Highlands
Neighborhood Center. This objective supports g � Business Plan Goal #2
(Encourage and Support Neighborhood Revitalization), #3 (improve the
City's Image in the Community and Region), and #4 (Meet the Service
Demands that Contribute to the Livability of the Community).
,M 2000 CITY OF RENTON BUSINESS PLAN GOALS
1. Encourage and Support Economic Development and Downtown Redevelopment.
2. Encourage and Support Neighborhood Revitalization.
3. Improve the City's Image in the Community and Region.
4. Meet the Service Demands that Contribute to the Livability of the Community.
5. Work with the County and Neighboring jurisdictions to Influence Agreements that Impact the City.
000 BUDGET* CITY OF RENTON
3-1
IABLE 5: STAFFING COMPARISON BY DEPARTMENT
1997 1998 1999 1999 2000
Department Actual Actual Budget Actual Budget
Regular Full Time,Part Time,Limited Term,Temporary and Intermittent Staff:
LEGISLATIVE SERVICES:
City Council Members 7.0 7.0 7.0 7.0 7.0
City Council Liaison 0.7 0.7 0.7 0.7 0.7
TOTAL LEGISLATIVE 7.7 7.7 7.7 7.7 7.7
EXECUTIVE:
Administration 5.5 6.0 6.0 6.0 6.0
F
Municipal Court 13.6 13.7 13.7 13.7 13.7
Hearing Examiner 1.5 1.5 1.5 1.5 1.5
City Clerk 5.0 5.0 5.0 5.0 5.0
TOTAL EXECUTIVE 25.6 26.2 26.2 26.2 26.2
COMMUNITY SERVICES:
Admin, Facilities, Parks & Recreation 119.7 115.3 116.5 114.6 119.0
Human Services/CDBG 6.4 6.2 6.1 6.2 6.1
Library Services 22.0 21.8 23.5 23.5 23.5
Municipal Golf Course 18.6 19.1 19.4 19.7 19.4
TOTAL COMMUNITY SERVICES 166.7 162.4 165.5 164.0 168.0
ECON DEV, NEIGHBORHDS, u STRATEGIC PLNG
Econ Dev, Neighborhds, &Strategic Ping 3.0 11.3 11.7 11.7 12.7
TOTAL ECON DEV, NEIGHBORHDS, &STRATEGIC PLNG 3.0 11.3 11.7 11.7 12.7
FINANCE 8i INFORMATION SERVICES:
Finance 21.0 20.5 21.5 21.5 21.5
Information Systems 7.7 10.8 10.8 10.8 11.8
TOTAL FINANCE & INFORMATION SERVICES 28.7 31.3 32.3 32.3 33.3
FIRE:
Administration 5.1 5.0 5.0 5.0 5.0
Operations 90.0 93.0 96.0 96.0 98.0
Prevention 9.0 9.0 9.0 9.0 10.0
Training 2.0 2.0 3.0 3.0 3.0
Emergency Management 1.0 1.0 0.0 0.0 0.0
TOTAL FIRE 107.1 110.0 113.0 113.0 116.0
HUMAN RESOURCES/RISK MANAGEMENT:
Administration/Civil Service Commission 5.5 5.4 5.9 5.9 6.4
Risk Management 2.0 2.0 2.0 2.0 2.0
HUMAN RESOURCES/RISK MANAGEMENT 7.5 7.4 7.9 7.9 8.4
PLANNING/BUILDING/PUBLIC WORKS: `
Administration 4.1 4.1 4.1 4.1 4.1
Development Services 36.3 41.7 41.7 41.7 40.7
Transportation 37.2 36.6 36.6 38.8 39.8
Planning/Technical Services 14.2 0.0 0.0 0.0 0.0
Utility Systems 20.8 24.7 24.7 24.7 25.2
Maintenance Services 62.5 63.3 64.8 64.8 64.8
TOTAL PLANNING/BLDG/PUBLIC WORKS 175.1 170.4 171.9 174.1 174.6
POLICE:
Administration 4.0 4.0 3.0 3.0 3.0
Operations Bureau 82.2 82.2 80.2 80.2 80.2 3
Support Services 31.0 31.0 35.0 35.0 35.0
TOTAL POLICE 117.2 117.2 118.2 118.2 118.2
TOTAL ALL STAFFING 638.6 643.9 654.4 655.1 665.1
000 BUDGET CITY OF •
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TABLE 6: OPERATING BUDGETS, CAPITAL IMPROVEMENTS,AND DESIGNATED EXPENSES
111111 1997 1998 1999 1999 2000 %Chg %Chg
Deparawnt Actual Actual Budpt Actual Budpt 98-99 99.2000
LEGISLATIVE:
Legislative(City Council 114,163 112,382 129,642 118,583 137,345 7.5% 5.9%
10 TOTAL LEGISLATIVE 114,163 112,382 129,642 118,583 137,345 7.5% 5.9%
EXECUTIVE:
Executive Administration 578,880 558,652 604,992 597,290 612,176 11.1% 1.2%
Municipal Court 990,857 1,041,182 1,137,630 1,085,635 1,169,893 10.0% 2.8%
City Attorney 828,944 879,921 859,181 992,162 907,372 5.9% 5.6%
im Hearing Examiner 103,366 108,922 115,266 111,014 114,386 4.0% -0.8%
City Clerk 334,499 374,580 403,722 377,485 385,061 4.7% -4.6%
TOTAL EXECUTIVE 2,836,546 2,963,257 3,120,791 3,163,586 3,188,888 8.1% 2.2%
COMMUNITY SERVICES:
111 Admin/Facilities/Parks Maint/Recreation 6,848,363 7,555,233 8,094,280 7,527,260 8,281,600 9.0% 2.3%
Human Services 402,851 404,465 477,061 456,234 458,878 19.2% -3.8%
CDBG Block Grants 281,930 265,352 281,989 263,201 291,495 5.1% 3.4%
Library 1,138,992 1,184,624 1,285,879 1,248,203 1,338,300 7.8% 4.1%
Golf Course 2,300,595 2,266,596 2,451,033 2,354,984 2,156,300 9.4% -12.0%
TOTAL COMMUNITY SERVICES 10,972,731 11,676,270 12,590,242 11,849,882 12,526,573 9.2% -0.5%
ECON DEV,NEIGHBORHDS 8t STRATEGIC PLNG:
Econ Dev,Nei hborhds&Strategic Plng 47,623 1,224,321 999,261 809,021 1,106,619 10.4% 10.7%
TOTAL EDNSP 47,623 1,224,321 999,261 809,021 1,106,619 10.4% 10.7%
FINANCE AND INFORMATIONS SERVICES:
Finance 1,285,995 1,323,703 1,469,464 1,437,924 1,565,020 6.8% 6.5%
Information Systems 861,750 890,685 1,314,517 1,086,031 1,206,704 8.3% -8.2%
TOTAL FINANCE AND INFORMATIONS SERVIC 2,147,745 2,214,388 2,783,981 2,523,955 2,771,724 7.5% -0.4%
X11 FIRE:
Administration 715,593 749,871 816,229 782,464 824,342 6.1% 1.0%
Operations 6,925,671 7,380,483 8,091,493 7,787,887 8,698,342 9.2% 7.5%
Prevention 594,180 629,313 667,351 658,426 752,270 6.6% 12.7%
Training 185,138 274,016 347,434 362,214 355,925 67.9% 2.4%
Emergency Management 97,386 28,552 18,757 14,123 18,834 -81.3% 0.4%
TOTAL FIRE 8,517,968 9,062,235 9,941,264 9,605,114 10,649,713 9.1% 7.1%
HUMAN RESOURCES 8t RISK MGMT:
Personnel Administration/Civil Svc 432,717 470,523 561,287 509,742 635,247 8.8% 13.2%
Risk Management 4,941,014 4,831,077 6,755,100 6,721,471 5,909,120 36.0% -12.5%
TOTAL HUMAN RESOURCES/RISK MGT 5,373,731 5,301,600 7,316,387 7,231,213 6,544,367 33.4% -10.6%
PLANNING/BLDG/PUB WORKS:
Administration 255,503 274,269 289,454 283,308 292,918 4.0% 1.2%
IW Development Services 2,437,267 2,546,666 2,873,844 2,634,938 2,810,201 12.3% -2.2%
Transportation Systems 3,228,746 3,262,889 3,632,592 3,290,760 3,843,128 5.6% 5.8%
Planning/Technical Services 1,038,526 0 0 0 0 N/A N/A
Utility Systems 17,572,048 25,727,403 21,415,844 20,391,284 19,922,611 12.1% -7.0%
IN Maintenance Services 15,331,725 14,272,374 17,480,884 17,148,889 15,776,424 21.8% -9.8%
TOTAL PLANNING/BLDG/PUB WKS 39,863,815 46,083,601 45,692,618 43,749,179 42,645,282 15.0% -6.7%
POLICE:
Administration 1,372,705 1,429,301 1,558,639 1,363,470 1,589,718 9.7% 2.0%
Operations Bureau 6,848,568 6,867,248 7,364,030 7,309,363 7,777,410 4.8% 5.6%
Support Services Bureau 2,574,929 2,831,388 3,305,349 3,164,846 3,385,977 20.4% 2.4%
TOTAL POLICE 10,796,202 11,127,937 12,228,018 11,837,679 12,753,105 9.2% 4.3%
NON-DEPARTMENTAL:
Non-Departmental 5,169,651 8,071,480 3,939,253 4,337,251 4,054,003 39.9% 2.9%
1111 Limited G.O.Bonds 3,066,587 2,082,140 2,009,063 2,008,186 2,846,015 10.6% 41.7%
TOTAL NON-DEPARTMENTAL 8,236,238 10,153,620 5,948,316 6,345,437 6,900,018 28.4% 16.0%
TOTAL OPERATING BUDGET 88,906,762 99,919,611 100,750,520 97,233,649 99,223,634 14.3% -1.5%
CAPITAL IMPROVEMENT PROGRAM(CIP):
Non-Departmental 0 0 535,000 207,105 0 100.0% -100.0%
Police 0 0 325,000 241,142 75,000 100.0% -76.9%
Impact Mitigation 3,302,178 4,486,823 9,044,022 7,585,102 1,977,360 100.0% -78.1%
City Hall 9,846,464 4,687,433 2,921,470 2,921,058 0 100.0% -100.0%
Municipal Facilities 4,468,743 3,522,250 11,544,107 7,017,254 10,086,700 155.9% -12.6%
Open Space 57,171 616,687 0 0 0 N/A N/A
LID Construction (812) 19,426 157,455 157,455 0 100.0% -100.0%
Transportation 5,347,020 6,916,046 17,941,128 6,969,966 15,847,500 274.9% -11.7%
CDBG 45,313 58,003 329,268 136,066 0 357.3% -100.0%
No Golf Course 216,473 69,143 134,725 153,014 623,000 341.7% 362.4%
Waterworks Utility 7,937,097 11,726,402 10,646,000 6,702,470 11,858,000 76.7% 11.4%
TOTAL CIP PROGRAM 8t OTHER CIP COSTS 31,219,647 32,102,213 53,578,175 32,090,632 40,467,560 247.3% -24.5%
OTHER DESIGNATED EXPENSES 4,041,834 3,204,412 3,095,843 2,936,373 2,894,097 -3.2% -6.5%
1w TOTAL EXPENDITURES 124,168,243 135,226,236 157,424,538 132,260,654 142,585,291 47.4% -9.4%
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LEGISLATIVEXITY COUNCIL
e` ORGANIZATION
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Randy Corman
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Julia Medso n�
Council Liaison
aw Timothy J.SchlRzer Kathy Keolker-Wheeler
Council President Pro Tem
dw Toni Nelson King Parker
Don Persson Dan Clawson
CITY COUNCIL MEMBERS St COMMITTEES
Term Committee Time
Council Member Term Expires 2000 Committee Chair Meeting Das .m.
it Randy Corman 4 Years 12/31/01 Committee of the Whole 1 st/2nd/3rd/4th Mondays 6:30
Timothy J.Schlitzer 4 Years 12/31/01 Public Safety Mondays As Needed 6:00
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Dan Clawson 4 Years 12/31/01 Utilities 1 It/31d Thursdays 3:00
Toni Nelson 4 Years 12/31/03 Community Services 1 st/3rd Tuesdays 3:00
King Parker 4 Years 12/31/03 Finance Every Monday 6:00
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Don Persson 4 Years 12/31/03 Transportation/Aviation 1 It/3rd Thursdays 4:00
Kathy Keolker-Wheeler 4 Years 1 12/31/03 IPlanning &Develo ment I 1 st/31d Thursdays 4:00
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LEGISLATIVE 7
LEGISLATIVE SERVICES/CITY COUNCIL
PROGRAM MISSION
The City Council assesses the needs of the public and sets priorities;
develops and adopts ordinances, resolutions and policy alternatives
to meet those needs; and provides coordination and evaluation of
programs and service objectives.
DIVISION OVERVIEW
The Legislative Services/City Council Department is included in the r
General Fund (000).
Expenditure Comparison
$150,000
$120,000
$90,000
$60,000 -
$30,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget j
PROGRAM ACTIVITY
The City Council has all of the powers delegated by the State
Constitution, which are not specifically denied by State law. Renton
operates under the "Optional Municipal Code" as a Non-Charter
Code City, and is responsible for all basic City services, plus other
services as directed by City Council.
City Council meetings are held each Monday at 7:30 p.m., with full
agendas, including public hearings. The Council has six working
committees, and all Council and committee meetings are open to the
public.
C�-rCiRl: 2000 BUDGET CITY OF RENTON
3-6
.r LEGISLATIVE
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STAFFING LEVELS (Full Time Equivalent Employees — FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 7.6 7.6 7.6 7.6 7.6 0.0% 0.0%
Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part Time 0.1 0.1 0.1 0.1 0.1 0.0170 0.0%
Total FTE 7.7 7.7 7.7 7.7 7.7 0.0% 0.0%
*a 1999 ACCOMPLISHMENTS
■ Approved a contract for the design and construction of the Downtown Piazza and
Gateway projects.
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• Extended the moratorium on adult retail uses (book and video stores) to December 14,
1999.
+ + . Authorized the appropriation of $50,000 toward design costs and $400,000 toward
construction of a Performing Arts Center at Renton High School if an additional $1.1
million is raised by the community.
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■ Authorized a contract for development of a Highlands Sub-Area Urban Design plan
proposal to include urban design and economic feasibility elements.
err ■ Initiated a study on the potential redevelopment of the Shuffleton site, located along
Lake Washington adjacent to Gene Coulon Memorial Beach Park, for a mixed
residential and commercial use project.
" 0 Approved the first applications for the City's new Neighborhood Grant Program,
which will be used for community signage, landscaping, and other improvements in
local neighborhoods.
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■ Affirmed the City's position restricting new gambling uses to the Valley industrial area
south of 1-405 and west of SR-167.
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LEGISLATIVE
LEGISLATIVE SERVICES/CITY COUNCIL
APPROPRIATION BY OBJECT OF EXPENDITURE
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1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Ob ect Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 83,956 80,215 87,461 85,201 95,973 4.0% 9.7%
Part Time Salaries 0 0 986 0 1,006 2.0% 2.07o
Personnel Benefits 24,398 23,457 30,941 24,292 30,010 22.217o -3.0%
Supplies 336 931 1,172 1,497 1,183 0.9% 0.9%
Other Services&Charges 5,473 7,779 9,082 7,593 9,173 1.0% 1.0170
Operating Total 114,163 112,382 129,642 118,583 137,345 7.5% 5.9%
CIP 0 0 0 0 0 N/A N/A
Total 114,163 112,382 129,642 118,583 137,345 7.5% 5.9%
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2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $120,547
1999 CHANGES:
Salaries 3,383
Benefits 5,611
All Other 101
1999 BUDGET $129,642
2000 CHANGES: ]
Salaries 8,532
Benefits -931
All Other 102 Will
2000 BUDGET $137,345
2000 BU
DGET CITY OF RENTON
3-8
LEGISLATIVE
�• POSITION LISTING
1997 1998 1999 1999 2000
Grade Title Actual Actual Budget Actual Budget
Legislative Services/City Council
— City Council Members (Elected) 7.0 7.0 7.0 7.0 7.0
N 1 1 City Council Liaison 0.6 0.6 0.6 0.6 0.6
Total Regular Staffing 7.6 7.6 7.6 7.6 7.6
Intermittent Part Time 0.1 0.1 0.1 0.1 0.1
TOTAL LEGISLATIVE SERVICES 7.7 7.7 7.7 7.7 7.7
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000 BUDGET CITY OF RENTON
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EXECUTIVE
IN ORGANIZATION
Mayor Transportation
Jesse Tanner Advisory
1 Committee
10
Chief Administrative
Officer
Jay Covington
1
11
Administrative Support
4
City Clerk/ City Attorney Hearing Examiner Municipal Court
Cable Manager 1.5 13.7
5
wo Total Full-Time Equivalent Employees: 26.2
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000 BUDGET CITY OF RENTON
3-11
EXECUTIVE
THE DEPARTMENT
PROGRAM MISSION
To represent the citizens' interests and provide executive and
administrative direction and management for City of Renton
government, according to the mission, policies and guidelines of the
City.
DEPARTMENT OVERVIEW
Expenditure Comparison
$3,750,000
$3,000,000
$2,250,000 qP
$1,500,000
$750,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget 1
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APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 1,173,945 1,193,081 1,271,592 1,263,935 1,290,666 8.2% 1.5%
Part Time Salaries 23,458 38,298 26,678 20,018 27,212 2.07o 2.07o
Overtime 2,554 4,112 12,180 3,368 12,250 170.7% 0.6%
Personnel Benefits 305,958 323,019 347,513 346,635 318,096 11.4% -8.5%
Supplies 20,561 29,834 39,957 22,908 39,997 34.6% 0.1%
Other Services&Charges 1,264,289 1,322,314 1,368,819 1,467,177 1,461,322 6.5% 6.87o 40
Intergovernmental Services 45,781 47,963 54,052 37,854 39,345 1.07. -27.2%
Capital Outla0 4,636 0 1,691 0 N/A N/A
-Operating Total 2,836,546 2,963,257 3,120,791 3,163,586 3,188,888 8.1% 2.27o
CIP 0 0 0 0 0 N/A N/A
Total 2,836,546 2,963,257 3,120,791 3,163,586 3,188,888 8.1% 2.217o
14
2000 BUDGET CITY OF •
EXECUTIVE
2000
CAPITAL IMPROVEMENT PROGRAM CIP Budget
As shown in the CIP and included in the 316 Fund Appropriations Total. 50,000
Total 50,000
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DIVISIONS BY FUND NUMBER
The Executive Department includes the operations of the following divisions in the General
Fund (000) and Department Number:
Administration (000/003)
Renton Municipal Court (000/002)
City Attorney (000/006)
Hearing Examiner (000/011)
City Clerk (000/012)
ACTIVITY BY DIVISION
r� The Executive Department provides overall administration and management of City
departments; maintains community and intergovernmental relations and provides legal
services to Renton citizens. To carry out these functions, the Executive Department is
organized into five divisions:
Administration provides management direction to City departments; community and
intergovernmental relations. The Mayor's office is also responsible for community relations,
internal and external communications, volunteer coordination, special events, and regional
governmental relations.
Renton Municipal Court handles criminal and domestic violence cases, as well as traffic
and parking violations.
City Attorney legal services are provided by a private local law firm under contract to the
City of Renton.
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The Hearing Examiner administers the City's land use regulatory hearing process and other
hearings as directed by the City Council.
The City Clerk provides legislative support, records management, cable franchise
management, voter registration, election information, microfilming, and videographic
services.
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3-13
EXECUTIVE
MAJOR DEPARTMENT CHANGES
1999:
■ Centennial Planning and Development ($1,500)
This budget is provided to organize community groups and to ensure committee
involvement in the Centennial planning process. It is anticipated that the funds will be
expended for special event informational letters, postage, and other office supplies
necessary in the Centennial preparation.
2000:
■ None
EXPENDITURE BUDGET BY DIVISION
1997 1998 1999 1999 2000 %Chg %Chg
Divisions Actual Actual Budget Actual Budget 98-99 99-2000
Administration 578,880 558,652 604,992 597,290 612,176 11.1% 1.2%
Municipal Court 990,857 1,041,182 1,137,630 1,085,635 1,169,893 10.0% 2.8%
City Attorney 828,944 879,921 859,181 992,162 907,372 5.9% 5.6%
Hearing Examiner 103,366 108,922 115,266 111,014 114,386 4.0% -0.8%
City Clerk 334,499 374,580 403,722 377,485 385,061 4.7% -4.6%
Operating Total 2,836,546 2,963,257 3,120,791 3,163,586 3,188,888 8.1% 2.217c
CIP 0 0 0 0 0 N/A N/A
Total 2,836,546 2,963,257 3,120,791 3,163,586 3,188,888 8.1% 2.2%
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STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees - FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Division/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Administration 5.5 6.0 6.0 6.0 6.0 20.017o 0.0%
Municipal Court 13.6 13.7 13.7 13.7 13.7 0.07. 0.0%
City Attorney 0.0 0.0 0.0 0.0 0.0 N/A N/A
Hearing Examiner 1.5 1.5 1.5 1.5 1.5 0.0% 0.0170
City Clerk 5.0 5.0 5.0 5.0 5.0 0.0% 0.017o
Total FTE 25.6 26.2 26.2 26.2 26.2 4.07o 0.0%
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EXECUTIVE
ADMINISTRATION
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PROGRAM MISSION
Provide executive leadership and administrative direction and
management for the City of Renton, according to the mission, policies
and guidelines adopted by the Renton City Council, and carrying out
the specialized functions that reside in this division. This division also
directs the work of the other divisions of the Department.
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DIVISION OVERVIEW
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Expenditure Comparison
$750,000
$600,000
$450,000
$300,000
$150,000
$0 -11 1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
EXPENDITURE BUDGET
` 1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 578,880 558,652 604,992 597,290 612,176 11.1% 1.217o
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PROGRAM ACTIVITY
wr
Directing and managing the affairs of the City; supervising and
training according to the City's Vision, Mission Statement, and Business
Plan Goals; representing Renton's interests through participation in
regional organizations; managing intergovernmental relations; working
with local business and community organizations; overseeing internal
and external communications, and special events; and ensuring
Renton business and citizen concerns and interests are addressed.
Functional activities within this division include:
rr
000 BUDGET 9 CITY OF RENTON
r
3-15
EXECUTIVE
ADMINISTRATION Will
Community Relations: Coordinating Renton's Sister-City program with Nishiwaki, Japan,
assisting with the City's Neighborhood Liaison Program and promoting cooperation between '
City departments and the community.
Volunteer Coordination: Coordinating and recruiting for the City's various volunteer
opportunities.
Special Events Coordination: Overseeing the annual Renton River Days festival,
Independence Day celebration and other community events.
Communications and Public Information: Producing the City's employee and community
newsletters, informational brochures, the City's award winning website, as well as writing and
transmitting press releases. Providing customer service to both internal and external
customers. Facilitating the resolution of citizen concerns regarding various issues.
STAFFING LEVELS (Full Time Equivalent Employees — FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 5.0 6.0 6.0 6.0 6.0 20.07o 0.070
Temporary Part Time 0.0 0.0 0.0 0.0 0.0 0.070 0.0%
Intermittent Part Time 0.5 0.0 0.0 0.0 0.0 0.0% 0.0% 0
Total FTE 5.5 6.0 6.0 6.0 6.0 20.0% 0.0170
1999 ACCOMPLISHMENTS
Administration
■ Conducted Mayor/Council retreat to refine City's Vision, Mission, and six-year Business
Plan.
■ Provided executive oversight ensuring the completion of various elements of the 00
Business Plan.
■ Implemented 1999 portion of Business Plan contained in the City's annual operating
budget.
■ Provided leadership and direction to regional issues including the Regional
Wastewater Services Plan, Endangered Species Act, Water Resource Inventory Area `
coordination and planning, regional transportation, and other regional efforts.
■ Worked with State and Federal Legislators to bring legislative and monetary assistance Milli
to Renton.
2000 BUDGET CITY OF RENTON
3-16
wo
EXECUTIVE
No ADMINISTRATION
■ Provided strategic direction and oversight for city operations including the annual
1• Comprehensive Plan update, the preparation of year 2000 budget, and overall City
operations.
10
Mayor's Office
■ Coordinated the city portion of the Renton Community Marketing Campaign.
Prepared press releases and advertisements, wrote editorials, and organized and
supervised production of Renton Community Calendar with three community
stakeholder groups to position Renton ahead of the curve.
tier
■ Successfully coordinated and disseminated public information through press releases,
a bi-monthly community newsletter (CitySource), and an award-winning web site.
Expanded the web site to include public meetings, a comprehensive park guide, land
use applications, and downloadable permits and forms. Provided in-house
consultation to staff on public information, brochures, and newsletters.
■ Successfully coordinated the 14th annual Renton River Days community festival, Clam
Lights Festival, Volunteer Recognition Banquet for city volunteers, and annual tour of
municipal facilities for 1,000 third grade students in the Renton School District.
�r
■ Coordinated through the Sister City Program a 'good will' visit of eleven
representatives from the Renton Community to Nishiwaki, Japan. Began selection of
ow community residents to serve on the Centennial Task Force to begin planning for
Renton's Centennial Celebration in 2001.
■ Provided continued customer service to both internal and external customers.
to Facilitated resolution of citizen's concerns regarding various issues. Responded to
approximately 800 telephone calls and/or office visits. Provided written
communication to more than 100 citizens.
DIVISION HIGHLIGHT
While the following graph certainly does not represent all functions of the Executive
Department, it does represent the effectiveness of one of its primary communications efforts.
In a joint effort between the Executive Department and Information Services Division of the
Finance & Information Services Department, the City of Renton launched its first website in
May of 1997. A Web Team made up of employees from each city department create and
maintain the site's various pages.
A new site design, allowing easier navigation, was launched in January 1998 causing an
increase in site visits. Additionally, as new features or additions to the web site are
advertised, site visits increase. Site visits usually level off in the summer months and during
holidays.
tir
3-17
s
EXECUTIVE
ADMINISTRATION d
In October 1998, the City of Renton web site received national honors from City-County
Communications and Marketing Association (3CMA). 3CMA is the leading national
organization in local government focused on developing better two-way communication
with citizens. The City was awarded a second-place Silver Circle award, competing against
cities in the 45,000 - 100,000 population range. Award-winning entries were recognized for
their creativity in communication and marketing government issues with citizen customers
while providing a source of inspiration and insight to other communities.
ilk
RENTON'S WEB SITE 1997 1998 1999
Homepage Hits 8,389 34,993 57,429
Hits to Other Pages 29,044 192,203 352,339
Total Website Hits 37,433 227,196 409,768
TOTAL ANNUAL WEBSITE HITS
www.d.renton.wa.us
450,000 •-
375,000
300 000 ■Hits to other
pages
225,000 -
150,000 - ■Homepage hits
75,000
0
1997 1998 1999
ril
2000 BUDGET CITY OF RENTON
�-1R
aw EXECUTIVE
to ADMINISTRATION
2000 OBJECTIVES AS RELATED GOAL #
+m TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
Administration
40 ■ Conduct annual update of City's Vision, Mission, and six-year Business Plan 1,2,3,4,5
Goals.
io ■ Provide strategic direction and oversight for the annual update of the 1,2,3,4,5
Comprehensive Plan and 2001-2002 Budget.
■ Secure assistance from State and Federal legislatures for the Port Quendall 13
to project.
■ Continue to provide strategic leadership and direction in the region for ESA 5
as response and finalizing the Regional Wastewater Services Plan.
■ Provide oversight to comprehensive marketing campaign. 3
■ Continue to provide strategic leadership and oversight for the City's business
"" and operational plans scheduled for implementation in 2000 including:
■ Development of the South Port and Port Quendall waterfront projects. 13
"" ■ Finalization of plans and beginning of construction on the Pavilion 13
Building project as a keystone of downtown development.
to ■ Finalization of the development strategy for the Highlands Revitalization 2
Plan.
■ Development of alternatives to deal with the impacts of 1-695. 4
r�r
■ Continuation of efforts to improve employee training and performance. 4
�r
6W
to
to
up
■r
�r
Rr2000 BUDGET CITY OF RENTON
3-19
EXECUTIVE
ADMINISTRATION +1
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
Mayor's Office
■ Continue to coordinate and disseminate public information through press 3,4
releases, a bi-monthly community newsletter (CitySource), and the City's
award-winning web site. Continue to expand web site to include a
comprehensive and interactive map, volunteer opportunities, board and
commission information and city artwork.
■ Coordinate City portion of Phase II of the Renton Community Marketing 3
Campaign. Organize internal communications group to help generate ideas
and market opportunities that continue to regionally position Renton ahead
of the curve.
■ Continue to coordinate City special events, the volunteer program, and the 3
Sister City Program.
■ Coordinate continued planning for the Renton's Centennial Celebration in 3
2001.
■ Provide continued customer service to internal and external customers. 3,4
Facilitate resolution of citizen's concerns regarding various issues.
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Ex endffure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 350,616 338,519 356,205 364,529 361,548 13.1% 1.5% s
Part Time Salaries 11,933 6,318 9,399 2,652 9,587 2.0% 2.0%
Overtime 0 368 0 0 0 N/A N/A
Personnel Benefits 82,193 82,522 86,538 90,384 79,823 17.4% -7.8%
Supplies 5,679 10,380 13,076 7,654 12,197 327.0% -6.7%
Other Services&Charges 128,459 118,050 139,774 132,071 149,021 -2.7% 6.6%
Capital Outla0 2,495 0 0 0 N/A N/A t
OperatingOperofing Total 578,880 558,652 604,992 597,290 612,176 11.1% 1.2%
CIP 0 0 0 0 0 N/A N/A
Total 578,880 558,652 604,992 597,290 612,176 11.1% 1.2%
G
111 BUDGET CITY OF RENTON
��n
s EXECUTIVE
to ADMINISTRATION
2000 FUNDING DECISIONS
ON
1998 ADOPTED BUDGET: $544,715
tirr
1999 CHANGES:
Salaries 13,884
Benefits 4,704
Equipment Rental 904
+r
Limited Term Salary & Benefits 35,600
Office/Operation Supplies 9,000
+r All Other 1,524
Other Charges 1,500
Centennial Planning & Development 1,000
1999 BUDGET $612,831
err
2000 CHANGES:
Municipal Arts Commission -7,917
Salaries 5,531
Benefits -6,715
+r All Other 8,446
2000 BUDGET $612,176
fw
ow
40
iw
to
2000 BUDGET* CITY OF RENTON
3-21
EXECUTIVE
CITY CLERK
r
PROGRAM MISSION
To provide legislative support; administer City-wide records
management and microfilm programs; provide voter registration and t
election information; operate government access cable television
channel and administer cable franchise agreement and cable
ordinance; serve the public and staff as an information center; and
oversee the City Hall lobby information desk volunteer program.
DIVISION OVERVIEW
Expenditure Comparison
$500,000 -
$400,000 -
$300,000 -
$200,000 -
$100,000 -
$0
300,000$200,000$100,000$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 334,499 374,580 403,722 377,485 385,061 4.7% -4.6%
PROGRAM ACTIVITY
Legislative support includes preparing the City Council agenda;
posting and legal publication of public hearing notices; providing staff
support at Council meetings; preparing Council meeting minutes,
index, and meeting calendar; preparing and distributing referrals to
Council Committees and staff; initiating correspondence advising
Council action; and ensuring that all legal requirements are met. The
City Clerk Division also administers procedures for annexations, local
improvement districts, street vacations, release of easements, land use
appeals, claims for damage, bid openings, contract execution and
C#�5 rr0 BUDGET e CITY OF RENTON --
3-22
No EXECUTIVE
40 CITY CLERK
compliance with bid laws, ordinances and resolutions, codification of Renton Municipal
to Code and Renton policy and procedure manual. Division staff serves as City-wide records
managers, ensuring updated file maintenance in the records center; and record legal
documents with proper County offices, implement retention and destruction schedules, and
to update the records index. Voter registration and election information services are provided
to elected officials and the public by staff. The microfilm program converts documents onto
film or fiche to retain and retrieve permanent records.
it
This Division is charged with negotiation and administration of the City's cable franchise
agreement, administration of the cable ordinance, and operation of the government
+ access television channel including video production and cablecast programming and
scheduling. The Division oversees the City Hall lobby information desk, which is staffed by 10
senior volunteers who each receive a per-shift meal allowance.
�r.
STAFFING LEVELS (Full Time Equivalent Employees - FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
a w Regular 5.0 5.0 5.0 5.0 5.0 0.017. 0.017.
Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 5.0 5.0 5.0 5.0 5.0 0.0% 0.0%
1 1999 ACCOMPLISHMENTS
■ Produced neighborhood liaison program video.
up ■ Initiated City-wide vital records identification and disaster recovery program.
■ Continued negotiations for joint-use AT&T South County public access television studio.
it
■ Consolidated, indexed, and transferred 1,000 boxes of records to archive storage
area.
■ Produced and distributed Channel 21 program guide to residents.
1W
DIVISION HIGHLIGHT
r
The City Clerk's Office processes, records, and archives several documents and other items
to to meet various state and local requirements and to provide accessible and timely
information for the City's needs. The graph below shows a sampling of the types and
number of items processed in the City Clerk's Office over the last three years.
SO
n-N
3-23
EXECUTIVE
CITY CLERK rl
TYPES AND NUMBER OF ITEMS PROCESSED
400 -
350 -
00
350 ®Contract Addenda
300 Processed
250 ■Contracts Processed
200 9p, (new)
150 ❑Resolutions Processed
100 �
■Ordinances Processed
50 --
0 -
1997
001997 1998 1999
+
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ Complete property acquisition history project for records index. 4
• Develop contract procedure handbook and provide staff training. 4
■ Continue City-wide vital records identification and disaster recovery 4
program.
• Produce video programs spotlighting community organizations and school 2,3,4
district.
■ Continue live cablecast of weekly Council meetings and Committee of the 3,4
Whole meetings as well as pre-recorded and City-produced videos on
Channel 21.
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 200,322 214,174 228,127 230,240 231,549 8.4% 1.5%
Personnel Benefits 53,026 59,812 63,946 62,515 60,295 7.27. -5.7%
Supplies 5,767 6,224 4,911 7,395 5,610 1.0170 14.2%
Other Services&Charges 29,603 44,266 52,686 38,322 48,262 -7.87o -8.4%
Intergovernmental Services 45,781 47,963 54,052 37,854 39,345 1.07. -27.2%
Capital Outla0 2,141 0 1,159 0 N/A N/A
Operating Total 334,499 374,580 403,722 377,485 385,061 4.7% -4.6% 111
CIP 0 0 0 0 0 N/A N/A
Total 334,499 374,580 403,722 377,485 385,061 4.7% -4.6%
mill
42000 BUDGET CITY OF • «
3-24
00 EXECUTIVE
is CITY CLERK
2000 FUNDING DECISIONS
err
1998 ADOPTED BUDGET: $385,654
am
1999 CHANGES:
"" Salaries 17,606
Benefits 4,306
All Other 1,156
Codification -10,000
Microfilming -10,000
1999 BUDGET $3881722
vw
2000 CHANGES:
Salaries 3,422
as Benefits -3,651
All Other -13,432
Codification 10,000
2000 BUDGET $385,061
err
err
wr
■r
rrr
in
two
au
000 . OF •
wr
3-25
EXECUTIVE
CITY ATTORNEY
to
PROGRAM MISSION
To provide day-to-day legal advice and misdemeanor prosecutions
for the City, including ordinance drafting, review of contracts,
representation at administrative appeals, and other legal services as
necessary and requested. The City Attorney's office also provides
legal representation to the City in all court actions. 10,
DIVISION OVERVIEW
Expenditure Comparison
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000 40
Budget
Ifs
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg Milli
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 828,944 879,921 859,181 992,162 907,372 5.9% 5.6%
PROGRAM ACTIVITY
The City Attorney's Office provides consultation to the City Council,
City Boards and Commissions, and City staff as needed. A member of
the City Attorney's Office is always available by telephone to answer
pressing questions. As a routine matter, the City Attorney's Office
reviews contracts, covenants, interlocal agreements, and other legal
and quasi-legal documents. A significant portion of time in the office "
is expended defending lawsuits. The pace of litigation growth
000 BUDGET CITY OF RENTON
3-26
�. EXECUTIVE
CITY ATTORNEY
appears to have accelerated. The filing of administrative appeals has expanded rapidly in
the last few years. In general, the lawsuits that are being defended are not those that could
have been avoided by risk management.
STAFFING LEVELS (Full Time Equivalent Employees - FTE)
The City Attorney Division is supported through a professional service contract with a local
law firm. The staffing level matrix has therefore been deleted.
1999 ACCOMPLISHMENTS
■ Resolved staffing issues and procedural demands involved in new driving under
influence laws.
■ Provided legal services for downtown redevelopment, finalized property acquisition in
downtown area, and commenced new property acquisition for parking in downtown
area.
errE Participated in multideparmental Code enforcement activities.
■ Settled or obtained dismissals of several lawsuits against the City.
■ Continued efforts to finalize Quendall Terminals agreements.
DIVISION HIGHLIGHT
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ Finalize property acquisition for parking in downtown Renton. 1
■ Provide legal assistance to create more viable business district in the 2
Highlands.
■ Provide appropriate training and resources to provide more efficient and 3,4
responsive legal services.
0 Successfully handle several pending major lawsuits. 4
■ Provide in-depth counseling and services involved in Endangered Species 5
�w Act issues.
C-9`3 )GET CITY OF RENTON
r.
3-27
v
EXECUTIVE
x.
CITY ATTORNEY
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Supplies 0 0 3,199 0 3,231 1.07. 1.07. 14
Other Services&Charges 828,944 879,921 855,982 992,162 904,141 6.0% 5.6%
Operating Total 828,944 879,921 859,181 992,162 907,372 5.9% 5.6%
CIP 0 0 0 0 0 N/A N/A
Total 828,944 879,921 859,181 992,162 907,372 5.9% 5.6%
2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $811,070
1999 CHANGES:
All Other 8,111
Increase Prosecutor Services 20,000
Increase Legal Staff Services 20,000
1999 BUDGET $859,181
2000 CHANGES:
Legal Staff Services 20,000
Prosecutor Services 20,000
All Other 8,191
2000 BUDGET $907,372
Mill
lot
3-28
io r�
EXECUTIVE
ow qR HEARING EXAMINER
wr
PROGRAM MISSION
The Hearing Examiner function provides a single, efficient, lawful,
integrated land use regulatory hearing system which implements the
adopted Comprehensive Plan and City ordinances.
DIVISION OVERVIEW
Expenditure Comparison
$150,000
$120,000
ft $90,000
$60,000
$30,000
00 $0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
up
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
to Total Appropriation 103,366 108,922 115,266 111,014 114,386 4.0% -0.817o
PROGRAM ACTIVITY
The Hearing Examiner is responsible for the administration of the City's
r land use regulatory hearing process, and acts on behalf of the City
Council in considering and applying land use regulatory codes;
dw receives and examines all available information; conducts public
hearings and prepares a record thereof, entering findings and
conclusions. Appeals of SEPA and Administrative decisions are also
heard by the Hearing Examiner. The Hearing Examiner also conducts
hearings as delegated by the Renton Chief of Police such as vehicle
impounds and property seizure and forfeiture hearings. In addition,
the Hearing Examiner conducts land use and police forfeiture hearings
for the City of Tukwila on a contractual basis.
�r
2000 BUDGET * CITY OF RENTON
3-29
EXECUTIVE
HEARING EXAMINER
STAFFING LEVELS (Full Time Equivalent Employees — FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 1.5 1.5 1.5 1.5 1.5 0.0170 0.0%
Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 1.5 1.5 1.5 1.5 1.5 0.0% 0.017o
1999 ACCOMPLISHMENTS
■ Forty-eight (48) land use hearings.
■ Ten (10) appeals of SEPA (State Environmental Policy Act) and Administrative
Decisions.
■ Nine (9) other jurisdiction hearings.
■ Nineteen (19) police hearings, i.e. property forfeitures and vehicle impounds (more
than triple 1998).
DIVISION HIGHLIGHT
The Hearing Examiner's Office hears, examines, and produces decisions concerning various
land use issues within the Renton area. The graph below details the types and number of
cases heard over the last three years.
TYPES AND NUMBER OF CASES HEARD
120 -
100 -
80 -
60 -
40 -
20 -
01,
2010080604020 0
1997 1998 1999
2000 BUDGET CITY OF •
��n
to EXECUTIVE
io HEARING EXAMINER
Types of Cases Heard 1997 1998 1999
to Property Forfeitures 2 2 8
Vehicle Impounds 2 4 10
SEPA Appeals 2 3 5
,,w Admin.Appeals 9 4 5
Other Jurisdiction Cases 4 12 18
Conditional Use Permits 2 10 12
Preliminary Plats 2 6 8
Site Approvals 4 12 14
Short Plats 3 4 5
Variances 1 6 7
Special Permit for Fill & Grade 2 3 4
Rezones 11 4 5
Shoreline Management 0 5 6
Conditional Approvals 0 0 0
Final Plats 0 0 0
Waiver of Street Improvements 0 0 0
Total Cases 44 75 107
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
qw ■ Consider and apply land use regulatory codes. 3,5
■ Hear appeals regarding SEPA or Administrative decisions. 3
as
APPROPRIATION BY OBJECT OF EXPENDITURE
err
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
ow Regular Salaries 86,287 91,084 95,473 93,730 96,905 4.0% 1.5%
Personnel Benefits 15,652 16,474 17,242 15,944 14,904 4.7% -13.6%
Supplies 278 136 591 118 597 1.07. 1.017.
wW Other Services&Charges 1,149 1,228 1,960 1,222 1,980 1.07. 1.07.
Operating Total 103,366 108,922 115,266 111,014 114,386 4.017o -0.817o
CIP 0 0 0 0 0 N/A N/A
on Total 103,366 108,922 115,266 111,014 114,386 4.07. -0.8%
am
000 BUDGET 9 CITY OF •
wr
3-31
EXECUTIVE
HEARING EXAMINER
2000 FUNDING DECISIONS x
1998 ADOPTED BUDGET: $110,793
1999 CHANGES:
Salaries 3,672
Benefits 775
All Other 26
1999 BUDGET $115,266
2000 CHANGES:
Salaries 1,432
Benefits -2,338
All Other 26
2000 BUDGET $114,386
Ali
(�1 000 BUDGET CITY OF RENTON
3-32
rlr
EXECUTIVEto 11 '
MUNICIPAL COURT
err
PROGRAM MISSION
4r
To perform all court functions in accordance with the National Trial
Court Performance Standards of: Access to Justice, Expedition and
to Timeliness; Equality, Fairness and Integrity; Independence and
Accountability; and Public Trust and Confidence.
to
DIVISION OVERVIEW
4W Expenditure Comparison
$1,500,000
$1,200,000
$900,000 -
$600,000 -
$300,000
900,000$600,000$300,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
r Budget
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 990,857 1,041,182 1,137,630 1,085,635 1,169,893 10.0% 2.87o
wr
PROGRAM ACTIVITY
The Municipal Court filings are misdemeanors, gross misdemeanors,
and infractions charged under portions of state law that have been
adopted by the City and City ordinances. The Court also has
jurisdiction in civil domestic violence orders. The Court holds hearings
Monday through Friday. Procedures include motions, arraignments,
pre-trial conferences, and trials both to the bench and to juries. The
Municipal Court Division is responsible for recording, docketing, and
tracking all cases, as well as the collection and disbursement of all
monies collected on bail, bail forfeitures, costs, penalties, and fines
assessed by the Court. Monthly statistics reported to the State are
compiled and published in the annual report titled "Caseloads for
Courts of Limited Jurisdiction."
�> 000 BUDGET e CITY OF RENTON
3-33
EXECUTIVE
MUNICIPAL COURT
STAFFING LEVELS (Full Time Equivalent Employees - FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 13.0 13.0 13.0 13.0 13.0 0.01yo 0.0170
Temporary Part Time 0.4 0.7 0.7 0.7 0.7 0.017. 0.0170
Intermittent Part Time 0.2 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 13.6 13.7 13.7 13.7 13.7 0.0070 0.0%
1999 ACCOMPLISHMENTS
■ In 1999 the Court evaluated the Trial Court Performance Standards as published by
the National Center for State Courts and the Bureau of Justice Assistance, U.S.
Department of Justice.
■ Renton Municipal Court personnel attended a total of over 260 hours of training and
education.
■ Obtained education regarding safety/security measures that will aid the Court in
establishing a City of Renton Courthouse Security Committee.
■ In 1999 Court staffing was analyzed utilizing two weighted caseload studies, the King
County Clerical and the Office of the Administrator for the Courts.
■ The Court converted its parking infraction system from the City of Renton WANG
computer to the Washington State District Court Information System.
DIVISION HIGHLIGHT
The graph represents the total expenditures for the Prosecutor, Legal Services, and Public
Defender offices for 1995 -1999, and the 2000 budget. The Prosecutor's cost increased 67.6
percent during this period, from $177,755 to $297,973. The Public Defender's cost increased
60.4 percent during this period, from $127,983 to $205,290. The Legal Services cost increased
17.3 percent during this period, from $513,278 to $601,860.
The Prosecutor's costs rise as the number of cases the office prosecutes grows. With the
addition each year of new crimes and infractions from the Legislature, the volume of cases
in Municipal Court increases.
The costs for Legal Services has risen as the City Attorney's office increases staff to remain
efficient, prompt, and to enable City prosecutors to remain aggressive in the prosecution of
criminals.
The increase in Public Defender costs is due to an increase in service, as well as an increase
in the cost of securing services. Even with the Public Defender increase, the cost is still less
than what similar jurisdictions incur.
000 BUDGET CITY OF RENTON
3-34
EXECUTIVE
MUNICIPAL COURT
EXPENDITURE GROWTH FOR PROSECUTOR,
PUBLIC DEFENDER AND OTHER
LEGAL SERVICE
$1,300,000
$975,000 0 Legal Service
$650,000 ■Public
Defender
$325,000 B Prosecutor
$0 - 0
1995 1996 1997 1998 1999 2000
Budget
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ The Court will meet with stakeholders of the Criminal Justice System to 1,2,3,4
promote prompt, efficient and fair access to justice in the City of Renton.
■ The Court will provide and promote continued training and education for all 3,4
r
Court personnel.
■ In order to provide safety for all people in City Hall, the Court will establish a 1,3,4
Security Committee that will enact and implement comprehensive safety
measures.
■ To improve compliance with Court imposed penalties the staff will seek to 3,4
improve results of collection efforts.
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■ The Court will implement changes in procedure to conform with City of 2,3,4
Renton Ordinances, Washington State Legislation and Federal Laws.
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000 BUDGET* CITY OF RENTON
3-35
EXECUTIVE
MUNICIPAL COURT
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 536,722 549,304 591,787 575,436 600,664 6.0% 1.5%
Part Time Salaries 11,525 31,980 17,279 17,366 17,625 2.0% 2.07o
Overtime 2,554 3,744 12,180 3,368 12,250 170.7% 0.6%
Personnel Benefits 155,086 164,211 179,787 177,792 163,074 10.9% -9.3%
Supplies 8,836 13,094 18,180 7,741 18,362 1.0% 1.0%
Other Services&Charges 276,134 278,849 318,417 303,400 357,918 16.1% 12.4%
Capital Outla0 0 0 532 0 N/A N/A
Operating Total 990,857 1,041,182 1,137,630 1,085,635 1,169,893 10.0% 2.8%
CIP 0 0 0 0 N/A N/A
Total 990,857 1,041,182 1,137,630 1,085,635 1,169,893 10.0% 2.8%
2000 FUNDING DECISIONS r
1998 ADOPTED BUDGET: $1,034,105
1999 CHANGES:
Salaries 34,111
Benefits 10,617
All Other 2,923
Additional Court Operating Expenses 28,374
Judges Pro Tem 13,000 „
Court Overtime 7,500
1999 BUDGET $1,130,630
2000 CHANGES:
Salaries 9,293
Benefits -9,713
Court Operating Expense 20,000
All Other 3,683
Interpreter 10,000
Defender/Conflict Appointment 6,000
2000 BUDGET $11169,893
■r
.r+
. ' ' oil • •
3-36
�. EXECUTIVE
POSITION LISTING
1997 1998 1999 1999 2000
Grade Title Actual Actual Budget Actual Budget
Executive Administration
Mayor(Elected) 1.0 1.0 1.0 1.0 1.0
as M43 Chief Administrative Officer 1.0 1.0 1.0 1.0 1.0
M17 Community Relations Specialist 1.0 1.0 1.0 1.0 1.0
N13 Executive Secretary 1.0 1.0 1.0 1.0 1.0
IN N13 Finance Analyst II 0.0 1.0 1.0 1.0 1.0
N12 Development Assistant 1.0 1.0 1.0 1.0 1.0
er
Total Regular Staffing 5.0 6.0 6.0 6.0 6.0
Temporary Part Time 0.0 0.0 0.0 0.0 0.0
Intermittent Part Time 0.5 0.0 0.0 0.0 0.0
TOTAL ADMINISTRATION 5.5 6.0 6.0 6.0 6.0
Judicial(Municipal Court)
Municipal Court Judge (Elected) 1.0 1.0 1.0 1.0 1.0
M30 Court Services Director 1.0 1.0 1.0 1.0 1.0
All Judicial Specialist (Lead) 2.0 2.0 2.0 2.0 2.0
A8 Judicial Specialist 9.0 9.0 9.0 9.0 9.0
Total Regular Staffing 13.0 13.0 13.0 13.0 13.0
Temporary Part Time 0.4 0.7 0.7 0.7 0.7
Intermittent Park Time 0.2 0.0 0.0 0.0 0.0
TOTAL JUDICIAL 13.6 13.7 13.7 13.7 13.7
Hearing Examiner Services
an M35 Hearing Examiner 1.0 1.0 1.0 1.0 1.0
A7 Hearing Examiner's Secretary 0.5 0.5 0.5 0.5 0.5
rr
TOTAL HEARING EXAMINER 1.5 1.5 1.5 1.5 1.5
City Clerk
M30 City Clerk/Cable Manager 1.0 1.0 1.0 1.0 1.0
M17 Deputy City Clerk 1.0 1.0 1.0 1.0 1.0
All Records Management Coordinator 1.0 1.0 1.0 1.0 1.0
A9 Multimedia/Records Coordinator 1.0 1.0 1.0 1.0 1.0
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A7 Records Management Specialist 1.0 1.0 1.0 1.0 1.0
TOTAL CITY CLERK 5.0 5.0 5.0 5.0 5.0
Total Regular Staffing 24.5 25.5 25.5 25.5 25.5
Total Temporary Part Time 0.4 0.7 0.7 0.7 0.7
Total Intermittent Part Time 0.7 0.0 0.0 0.0 0.0
TOTAL EXECUTIVE 25.6 26.2 26.2 26.2 26.2
2000 BUDGET* CITY OF RENTON
3-37
LUIL .JL
Ahead of the Curve
"7
)3
3-38
Development
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ECONOMIC DEVELOPMENT)
NEIGHBORHOODS.,8L
ORGANIZATION STRATEGIC PLANNING
rr
Administrator
Sue Carlson
1
Administrative Support
2
Economic Development,
Neighborhoods,and
Strategic Planning
9.7
too
Its
aw
to
1w
to
till
Total Full-Time Equivalent Employees: 12.7
go
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3-39
1
ECONOMIC DEVELOPMENT,
NEIGHBORHOODS 8T
THE DEPARTMENT STRATEGIC PLANNING
PROGRAM MISSION
To plan and support economic development efforts that will ensure
quality developments occur City-wide and actively pursue new
business recruitment while providing neighborhood enhancements for
our citizens. To provide leadership, management, and administrative
functions for the department. To encourage quality development,
increase and diversify employment base, and build the City's financial
base in order to generate additional revenue to maintain and
improve services to the citizens of Renton. To analyze trends,
anticipate impacts, and develop and set in motion strategies that will rtl
result in a more prosperous Renton community.
DEPARTMENT OVERVIEW
Expenditure Comparison
$1,500,000
$1,200,000 The Economic Development,Neighborhoods and AL
$900,000 Strategic Planning Department was created in 1997.
$600,000
$300,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget1
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 7.Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 33,913 520,949 582,418 517,037 640,055 4.0% 9.9%
Part Time Salaries 0 27,220 60,572 11,715 42,943 27.2% -29.1%
Overtime 0 1,475 1,336 2,802 1,356 4.0% 1.5%
Personnel Benefits 6,564 135,861 165,583 130,926 168,519 6.6% 1.8%
Supplies 723 7,688 23,078 19,093 23,763 25.5% 3.0%
Other Services&Charges 1,787 517,537 166,274 121,162 229,983 44.9% 38.3% rli
Capital Outla4,636 13,591 0 6,286 0 -100.0% N/A
Operating Total 47,623 1,224,321 999,261 809,021 1,106,619 10.4% 10.7%
F
CIP 0 0 0 0 0 N/A N/A
Total 47,623 1,224,321 999,261 809,021 1,106,619 10.4% 10.770
{
.F 2000 BUDGET CITY OF RENTON
3-40
ECONOMIC DEVELOPMENT, NEIGHBORHOODS & STRATEGIC PLANNING
CAPITAL IMPROVEMENT PROGRAM(CIP) 2000
Budget
As shown in the CIP and included in the 316 Fund Appropriation Total. 983,000
ft Total 983,000
ir. ACTIVITY BY DIVISION
Prior to 2000 this department was divided into three divisions: Administration, Economic
■ Development, and Neighborhoods and Strategic Planning. The department has now been
reorganized into one division. One feature of the reorganization was to replace an unfilled
Planning Director position with a lower grade Development Manager position.
Administration provides overall management and coordination of the Department ensuring
that the business goals and mandates established by the City Council are met regarding
as downtown/neighborhood redevelopment/expansion, with activities including personnel
administration, budget management, policy development, and representation on regional
agencies and boards. Administration is also responsible for proactive legislative review,
rr analysis and contact; the marketing campaign; and customer service facilitation for local
City processes.
rr Economic Development, in concert with the business community, actively promotes and
develops economic activity in the City with the goal of strengthening Renton's tax base and
quality of life. It acts as a business liaison using a common sense, customer-service
approach to resolving potential conflicts with local City processes. It is responsible for the
coordination of public and private improvements contained in the downtown
redevelopment plan, expansion of the neighborhood redevelopment plan, and is
responsible for initiating proactive lobbying and contact with state and federal delegations
regarding legislative issues. In addition, it is responsible for implementing the marketing
campaign (brochures, trade show booth, new business solicitation, and inquiry response).
ar Neighborhoods and Strategic Planning provides management and implementation of
comprehensive and sub-area plans and strategies for the long-range development of
Renton. It provides assistance to departments with growth management compliance;
analyzes policy issues and provides SEPA review on legislative actions; develops, prepares,
and implements zoning, development, and environmental ordinances. It processes
annexation proposals, updates and amends the City of Renton 1995 Comprehensive Plan,
and oversees expansion of neighborhood revitalization programs, including housing sub-
areas plans and the strategy and zoning review for the community redevelopment plan. It
also administers the City's Neighborhood Program, analyzes growth trends, and assists the
economic development efforts of the City.
off
3-41
ECONOMIC DEVELOPMENT, NEIGHBORHOODS U STRATEGIC PLANNING
MAJOR DEPARTMENT CHANGES
1999:
■ Office Assistant ($13,000)
Increase for a .4 position approved to assist with celebrations and coordinate the news
page for the Neighborhood Program Projects and Activities. This program will directly
benefit the City by increasing involvement and pride in the community.
2000:
■ Department Reorganization
This department has now been reorganized from three divisions into one division. This
eliminates the Planning Director position and creates a lower grade development
Manager position. Will
■ Planning Technician ($26,970)
This position will be utilized for data collection and mapping by both Planning/Building/
Public Works and EDNSP, and would also provide data for interjurisdictional work
programs.
■ Endangered Species Act ($100,000) rlrl
This funding is necessary to provide consultant services to comply with the Endangered
Species Act.
STAFFING LEVELS (Full Time Equivalent Employees — FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 3.0 10.0 10.0 10.0 11.0 0.0170 10.07.
Temporary Part Time 0.0 0.7 1.1 1.1 1.1 57.1% 0.070
Intermittent Part Time 0.0 0.6 0.6 0.6 0.6 0.017. 0.01fo
3
Total FTE 3.0 11.3 11.7 11.7 12.7 3.5% 8.5%
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Vill
Y
,1
:(7W 2000 BUDGETOF •
3-42
am ECONOMIC DEVELOPMENT, NEIGHBORHOODS 8E STRATEGIC PLANNING
O.
to 1999 ACCOMPLISHMENTS
• Continued aggressive downtown redevelopment efforts by attracting two new
residential mixed-use developments; a new Safeway Store; Walgreens; Performing Arts
m Center; and professional Sports Team.
• Raised $1.2 million for the Renton Community Performing Arts Center.
10 . Marketed historic City Hall as a high-tech "incubator" for internet start-up companies
and secured the first tenant.
■ Attracted $750 million dollars of new investment to the City including redvelopment of
key waterfront parcels.
■ Secured over $1 million in grand funding for Port Quendall clean up and
transportation funding.
■ Created the Highlands Urban Design Master Plan.
■ Established the neighborhood grant program, distributing grants to twelve
neighborhoods.
■ Implemented seven major ordinance changes, completed five Comprehensive Plan
Amendments, and developed updated land use data for transportation planning
models.
■ Implemented Phase I of the Renton Community Marketing Campaign by partnering
with key community stakeholders, resulting in an additional $400,000 of free media
coverage for Renton. Won a national award for this program.
r ■ Processed annexations for an additional 300 acres into the Renton city limits.
DIVISION HIGHLIGHT
Southport Redevelopment: The Department attracted a significant commitment to private
re-investment in the Shuffleton Steam Plant site, 17 acres located on the shores of Lake
Washington that was historically used for heavy industrial activities. The site was evaluated
for a significant change of use at the request of SECO Development. The Department
worked with the City Council to establish policies within the Comprehensive Plan, re-zoning,
amendments to development regulations, a development agreement and a Planned
Action EIS for the site. The policy and legislative framework needed to support this
redevelopment was accomplished in 10 months. These entitlements will allow the future
development of a project comprised of three office buildings totaling over 500,000 gsf, a 220
room luxury hotel on the waterfront with restaurant and retail space, and 400 residential units
housed in two separate buildings with over 300,000 gsf of area. Circulation throughout the
community will be via Southport Boulevard, which accesses a series of public piazzas ringed
with retail shops, housing and offices. Restaurants and retail shops will face a boardwalk
promenade at the water's edge. The Southport promenade is the direct link to the
neighboring 67-acre Gene Coulon Park.
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3-43
ECONOMIC DEVELOPMENT, NEIGHBORHOODS 81 STRATEGIC PLANNING
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ Continue aggressive redevelopment efforts by putting in place plans and 1,23
agreements attracting private investment to Downtown, the Highlands, and
undeveloped properties. Goal: Secure 500,000 sq. ft of redevelopment.
■ Implement Phase II of the Comprehensive Community Marketing Campaign 13
with emphasis on attracting more hi-tech companies to Renton. Goal:
Create diversity in the employment base by changing the existing mix by 5%.
■ Improve City development regulations by amending codes as needed to 1,5 r
implement plans and policies. Continue implementation of Comprehensive
Plan policies through improvements to zoning and other development
standards. Goal: Write and Process 10 Code amendments.
■ Comply with the Endangered Species Act by identifying needed 5
amendments to regulations and operating procedures. Goal: Identify and
prioritize top ten major program changes and identify costs associated with
these programs.
■ Expand the Neighborhood Program over 1999 program levels by 30%. Goal: 2
a) publish revised procedures handout and promotional materials, b)
Support 15 grants, c) Serve 12 neighborhoods, d) recruit and support 14
liaisons.
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-
3-44
ECONOMIC DEVELOPMENT, NEIGHBORHOODS 81 STRATEGIC PLANNING
2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $904,898
1999 CHANGES:
Salaries 23,405
Benefits 9,275
Capital Outlays -7,500
Office Assistant 13,000
Neighborhood Celebrations 5,000
Training 3,000
Communication Materials 5,000
All Other 1,333
1999 BUDGET $9571411
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2000 CHANGES:
Salaries 23,728
Benefits -7,734
Endangered Species Act 100,000
Planning Technician 26,970
All Other 6,244
2000 BUDGET $11106,619
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;( 000 BUDGET CITY OF RENTON
3-45
ECONOMIC DEVELOPMENT, NEIGHBORHOODS 8E STRATEGIC PLANNING
POSITION LISTING
1997 1998 1999 1999 2000
Grade Title Actual Actual Budget Actual Budget
M43 Economic Development Administrator 1.0 1.0 1.0 1.0 1.0
M38 Economic Development Director 0.0 1.0 1.0 1.0 1.0
M38 Planning Director 1.0 1.0 1.0 1.0 0.0
M32 Development Manager 0.0 0.0 0.0 0.0 1.0
M32 Principal Planner 0.0 1.0 1.0 1.0 1.0
A23 Senior Planner 0.0 2.0 2.0 3.0 3.0
A19 Associate Planner 0.0 1.0 1.0 0.0 0.0
A16 Economic Development Specialist 0.0 1.0 1.0 1.0 1.0
A13 Planning Technician 0.0 0.0 0.0 0.0 1.0
N11 Admin Secretary 11/Economic Assistant 1.0 1.0 1.0 1.0 1.0
A09 Admin Secretary 1 0.0 1.0 1.0 1.0 1.0
Total Regular Staffing 3.0 10.0 10.0 10.0 11.0
Temporary Part Time 0.0 0.7 1.1 1.1 1.1
Intermittent Part Time 0.0 0.6 0.6 0.6 0.6
TOTAL ECONOMIC DEVELOPMENT, NEIGHBORHOODS& 3.0 11.3 11.7 11.7 12.7
STRATEGIC PLANNING DEPARTMENT
�If
000 BUDGET CITY OF •
3-46
40
lin
• Information ServIces
it
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FINANCE 81 INFORMATION SERVICES
ORGANIZATION
Administrator
60 Victoria Runkle
1 11
Io Administrative Printing&Mail
Support Services
1 2.5
Finance Information Services
19.5 9.3
Operations Operation
-UHIffy Billing Database Management
Budgeting�� Special Projech
Payroll ���...... Network Operations
Accounting
Total Full-Time Equivalent Employees: 33.3
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3-47
A
FINANCE 8T INFORMA=SERVICES
;THEPARTMENT
PROGRAM MISSION
Provide for fiscal, financial, and information resource allocations that
comply with applicable Federal, State, and local statutes and policies.
�i
DEPARTMENT OVERVIEW
This department provides two distinct city government services: a
central accounting, payroll, and reporting support system which
includes utility billing, budget development and monitoring, and all
financial management responsibilities; and installation and
maintenance of all the city's information technology systems.
Expenditure Comparison
$3,000,000
$2,400,000
$1,800,000
$1,200,000
x
$600,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
r
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 1,081,734 1,262,716 1,477,185 1,332,318 1,566,880 7.311c 6.1%
Part Time Salaries 48,024 79,830 46,920 125,886 48,414 2.017o 3.2%
Overtime 15,226 9,716 6,848 55,317 6,879 242.417o 0.5%
Personnel Benefits 285,094 322,621 395,259 352,415 401,635 6.2% 1.6%
Supplies 102,258 116,230 110,327 114,570 115,100 -0.4% 4.3%
Other Services&Charges 611,737 412,384 725,447 517,032 607,821 9.8% -16.27o
Capital Outla3,672 10,891 21,995 26,417 24,995 0.070 13.6%
Operating Total 2,147,745 2,214,388 2,783,981 2,523,955 2,771,724 7.5% -0.417o
CIP 0 0 0 0 0 N/A N/A
Total 2,147,745 2,214,388 2,783,981 2,523,955 2,771,724 7.5% -0.4%
3-48
as FINANCE & INFORMATION SERVICES
DIVISIONS BY FUND NUMBER
The Finance and Information Services Department includes the operations of the following
two divisions of the General Fund (000): Finance, and Information Services.
ACTIVITY BY DIVISION
The Finance Division is comprised of two sections: Budget and Finance Services. The
Budgeting Section is responsible for preparation and monitoring of budgetary and financial
information. This includes monthly budgeting reports on revenue and expenditures activity
for all city departments. This section prepares the annual preliminary and final budget
document. The Finance Services section of this division consists of Accounting Services, Utility
Billing and Fiscal Services. This section conducts the day-to-day accounting and payroll
support for the city, including internal audit, annual state audit, and preparation of the
Comprehensive Annual Financial Report (CAFR).
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The Information Services Division ensures that all primary computer systems function as
efficiently and effectively as possible. The division provides design and research support
that addresses new information technologies and augments existing systems. All print
communication is published by the City's Print Shop, which is part of the Information Services
Division.
MAJOR DEPARTMENT CHANGES
rr
1999:
■ Limited Term Senior Finance Analyst ($60,000 Fund 316)
Funding for a limited term position to provide leadership in the planning and
implementation of a new payroll system. (This position is budget in fund 316,Muncipal
Facilities Capital Improvement Fund)
2000:
■ Department Proposes Reorganization
The proposed reorganization eliminates the Fiscal Services Manager position and
creates a Financial Planning Supervisor position; upgrades the Accountant and Senior
Finance Analysts positions to Finance Analyst Supervisors. This reorganization eliminates
a mid-level manager and creates a team approach for auditing, budgeting,
,r accounting, and the payroll system. By integrating the financial systems department,
team knowledge will be spread across Finance sections.
■ Continuation of Limited Term Senior Finance Analyst ($45,000)
Funding to extend the position for one year to provide leadership in the planning and
implementation of the new automated timekeeping system Kronos.
000 BUDGET- CITY OF RENTON
3-49
FINANCE 8E INFORMATION SERVICES
■ Help Desk Supervisor ($62,360)
Since 1996, calls to the Help Desk have grown over 100 percent. This has increased
demands on both the Help Desk and IS Operations. This position brings much needed
continuity during intern staff changes and will provide stability to the Help Desk as the
City of Renton and the FIS Department continues its partnership with local secondary
educational institutions. The position was combined with the division's purchasing
activities so that timely delivery and implementation of products will be achieved since
product arrival will be better coordinated with customer needs. ]
EXPENDITURE BUDGET BY DIVISION
1997 1998 1999 1999 2000 %Chg %Chg
Divisions Actual Actual Budget Actual Budget 98-99 99-2000
Finance 1,285,995 1,323,703 1,469,464 1,437,924 1,565,020 6.8% 6.5%
Information Services 861,750 890,685 1,314,517 1,086,031 1,206,704 8.3% -8.27o
Operating Total 2,147,745 2,214,388 2,783,981 2,523,955 2,771,724 7.5% -0.417o
CIP 0 0 0 0 0 N/A N/A
Total 2,147,745 2,214,388 2,783,981 2,523,955 2,771,724 7.5% -0.4%
Will
STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees — FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Division/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Finance 21.0 20.5 21.5 21.5 21.5 4.9% 0.0%
Information Services 7.7 10.8 10.8 10.8 11.8 0.0% 9.37o
Total FTE 28.7 31.3 32.3 32.3 33.3 3.276 3.1%
rl
2000 BUDGET CITY OF RENTON
s11i1
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3-50
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IF FINANCE 8E INFORMATION SERVICES
Irr FINANCE
PROGRAM MISSION
Provide financial information and fiscal management, which helps
optimize the City of Renton's financial decisions while complying with
all applicable Federal, State, and local law.
e„ DIVISION OVERVIEW
�r7r
Expenditure Comparison
$2,000,000
$1,600,000
$1,200,000
$800,000 -
$400,000
X111 $0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
io
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
to Total Appropriation 1,285,995 1,323,703 1,469,464 1,437,924 1,565,020 6.8% 6.5%
` PROGRAM ACTIVITY
The Financial Planning section is responsible for preparation and
monitoring of budgetary and financial information. This includes
internal services and user rate analysis; revenue forecasting; preparing
operating and capital budgets; analyzing optimal fund balances and
reserves requirements; and preparing various financial reports and
analyses. The Fiscal Services section conducts the day-to-day
accounting activities, culminating with the annual audit and
preparation of the Comprehensive Annual Financial Report (CAFR).
Other tasks include receipting and billing over $28 million dollars in
utility accounts, plus Local Improvement District, and other
receivables; processing over$69 million dollars in vendor and
11rr
2000 BUDGET* CITY OF RENTON
3-51
FINANCE $t INFORMATION SERVICES 4
FINANCE r j
contractor payments, processing wage, benefit and taxes for over 600 employees and
managing a cash investment portfolio of over$50 million dollars. wr
STAFFING LEVELS (Full Time Equivalent Employees — FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 20.5 20.5 21.5 21.5 21.5 4.9% 0.01fo
Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A -.
Intermittent Part Time 0.5 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 21.0 20.5 21.5 21.5 21.5 4.9% 0.07.
1999 ACCOMPLISHMENTS
■ The Payroll section, with the help of Operations staff, implemented a new payroll
system within six months. The staff migrated the old WANG proprietary payroll system
into an open database environment that is an extension of our General Ledger
accounting software. This required creating over 125 different pay code tables,
entering over 900 employees into the system, auditing the system, understanding the rrrl
differences in the new system, creating reports, and producing correct payroll. The
first payroll creation on the new system was 100 percent correct. The 3.5 FTE
dedicated to this project did this job in addition to their day-to-day duties of
maintaining and producing payroll in the former system.
■ The Utility Billing section implemented a new utility billing system. While this system is
from a vendor that represents many cities in the Puget Sound area, we were the first
city to use them for solid waste billing. The staff implemented the new system for over
15,000 accounts, while concurrently maintaining current billing for all customers. The
system required parallel runs, integrating the billing system with the internal print and
mail processes, and auditing all bills for accuracy.
■ The Operations staff continued learning the General Ledger system implemented as a at
beta test site five years ago. The staff learned new reporting software to permit them
to create and produce general ledger information for other departments. Staff
learned to develop templates within the Accounting System -- producing ongoing
reports for other departments. They began to teach others within the City how to
develop reports that will make use of the flexibility of an open data base accounting
system - resulting in more "on time"information gathering. i
■ The Financial Planning staff learned and utilized the automated budgeting system
provided as a part of our general ledger system. This automation resulted in significant
changes in the time needed to produce assumptions and requirements for the
budget. It has resulted in less overtime costs.
2000 BUDGET CITY OF RENTON
3-52
FINANCE 8t INFORMATION SERVICES
FINANCE
■ The Accounting and Operations sections worked throughout the year to improve
processes in internal controls and cash management. The changes made in 1998
resulted in having one of the highest audit ratings provided to any city in the State of
Washington. The staff is continually analyzing and improving systems to ensure the
best audits are a reputation of our City.
DIVISION HIGHLIGHT
The Utility Billing section has experienced a steady rise in the total number of monthly billings
sent to utility customers. The combination of new single-family residence, multi-family
housing and new business construction is the primary driver of the increase in the number of
new utility customers. The chart below shows annual billings growing 9.6 percent from 1995
to 1999. Among the utilities, the growth ranges from 7.9 percent to 11.0 percent.
TOTAL ANNUAL BILLINGS FOR THE
WATER, SEWER, STORM, METRO, SOLID
WASTE AND UTILITIES
750,000-
725,000-
700,000-
675,000-
650,000
50,000725,000700,000675,000650,000
625,000-
1995 1996 1997 1998 1999
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ In 2000 the Finance Department will update the internal costs report. This 4
analysis will review the operating costs for the new building and other
overhead costs, and will result in new overhead rates for internal and
external customers.
■ Payroll staff will implement automated timekeeping across all departments. 4
By the end of 2000, all employees will key their time worked into an
automated time keeping service. This will permit the payroll staff to audit the
time sheets, not key the time in, thereby reducing the number of payroll
adjustments over the course of the year.
000 BUDGET e CITY OF RENTON
�r
3-53
FINANCE 8z INFORMATION SERVICES
FINANCE
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) viiii
■ The Financial Planning staff will, working with Human Resources staff, analyze 4
the Insurance Fund revenues and expenditures. The goal is to ensure all
funds are being charged appropriately. This work will involve reviewing the
claims costs of the past three years; the charges to the various departments
and funds; and presenting a report outlining any discrepancies.
■ In 2000 all departments will use the automated budget system initiated by 4
the Financial Planning staff in 1999. This work will involve training various
departmental representatives, auditing budgets, and analyzing different
approaches to implement across all departments.
■ The Financial Operations and Accounting sections will develop the City's 4
plan to implement the new accounting standards as defined by the
Government Accounting Standards Board (GASB). Working with the State
Auditor, the Mayor and Council, the staff will have an implementation plan
developed by the end of 2000. This work will include explaining the changes
to the elected officials and the public; recommending changes to the City's
account structure; and analyzing the workload and budgetary impact of
the new requirements. These changes need to be implemented by 2002,
but will require a significant amount of accounting work to accomplish. This
plan will identify the process to meet all deadlines in a manner that requires .r
the least amount of staff and financial resources.
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APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 803,629 866,825 969,010 870,374 1,047,945 4.07o 8.1%
Part Time Salaries 14,143 24,548 0 40,926 0 N/A N/A
Overtime 11,611 4,550 6,848 44,361 6,879 242.4% 0.5%
Personnel Benefits 206,950 213,053 265,518 227,194 266,743 6.5% 0.5%
Supplies 37,742 35,290 14,850 21,639 15,600 1.0170 5.1% l
Other Services&Charges 209,089 168,546 213,238 222,820 227,853 19.317o 6.9%
Capital Outla2,831 10,891 0 10,610 0 N/A N/A
Operating Total 1,285,995 1,323,703 1,469,464 1,437,924 1,565,020 6.8% 6.5%
CIP 0 0 0 0 0 N/A N/A
Total 1,285,995 1,323,703 1,469,464 1,437,924 1,565,020 6.8% 6.5% "1
a
2000 BUDGET CITY OF RENTON
Old
3-54
40 FINANCE 8z INFORMATION SERVICES
im FINANCE
2000 FUNDING DECISIONS
err
1998 ADOPTED BUDGET: $1,376,444
it
1999 CHANGES:
to Salaries 37,350
Benefits 16,236
All Other 1,934
Overtime 4,768
Training 7,500
Bank Fee 5,232
Software Costs 20,000
rr 1999 BUDGET $1,469,464
2000 CHANGES:
Salaries 78,966
Benefits 1,225
i
All Other 15,365
2000 BUDGET $1,565,020
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3-55
FINANCE 8E INFORMATION SERVICES
INFORMATION SERVICES
PROGRAM MISSION
To provide communication and data support to meet departmental
functions and record keeping, and supply technical support services
to all computer system users in the City. +
DIVISION OVERVIEW
Expenditure Comparison
$1,500,000
$1,200,000
$900,000
$600,000 -
$300,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 861,750 890,685 1,314,517 1,086,031 1,206,704 8.3% -8.2%
PROGRAM ACTIVITY
The Information Services Division is charged with ensuring all primary
computer systems function and data is transferred as effectively as
possible. These systems include, but are not limited to, central
financial systems; police incidents, citations, jail operations and
parking tickets;judicial records; Fire Department work schedules; state
incident reporting, and training data; public works maintenance task
management and fleet maintenance; the City's Library system;
Recreation reservation system; City Clerk records, and the Council
referral system. In addition, the division is charged with designing
systems that will operate within the parameters of the new
technologies that include storing data in different locations, while
;a
3-56
FINANCE at INFORMATION SERVICES
r,r INFORMATION SERVICES
permitting appropriate access to various departments. All print communication is published
• in the City's Print Shop, a section of this division.
STAFFING LEVELS (Full Time Equivalent Employees — FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98- 99 99-2000
Regular 6.0 9.0 9.0 9.0 10.0 0.0% 11.1%
Temporary Part Time 0.5 0.5 0.5 0.5 0.5 0.0% 0.0%
Intermittent Part Time 1.2 1.3 1.3 1.3 1.3 0.0170 0.07C
Total FTE 7.7 10.8 10.8 10.8 11.8 0.0% 9.3%
frli
1999 ACCOMPLISHMENTS
■ Researched, planned and supported the installation of systems to address Community
Services and Public Works Departments' year 2000 compliance.
■ Installed upgrades to the Maintenance Management and Fleet Management systems
for the Maintenance Services Division of the Public Works Department.
■ Upgraded the building permit tracking system for the Development Services Division of
the Planning/Building/Public Works Department.
■ Assisted in the implementation of a new recreation registration program for the
Recreation Division of the Community Services Department.
■ Supported the implementation of a new Payroll and Human Resources Information
system and Utility Billing system for the Finance Division of the F.I.S. Department.
err
DIVISION HIGHLIGHT
The Information Services Division employs Interns from local secondary educational
institutions to staff a Help Desk. The program has been a success for both the City of Renton
r
and the individual interns. Since 1996, total calls to the Help Desk have grown close to 200
percent. The service calls for Vendor services have decreased during this time period due to
our specifying a specific workstation configuration and to the Interns handling some calls
r�
internally.
r
000 BUDGET CITY OF RENTON
3-57
FINANCE 8t INFORMATION SERVICES
INFORMATION SERVICES
TOTAL CLOSED CALLS
a
3,750
3,000
■Vendor 131S
2,250-
1,500-
750-
0
,2501,5007500
1996 1997 1998 1999
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ Assist the Maintenance Services Division of the Public Works Department 3
replace the current DOS based Maintenance Task Management Program.
■ Provide support to the Finance Division of the F.I.S. Department in the 3
implementation of Phase II Kronos Timekeeping for staff real-time input.
■ Complete the City's Wide Area Network utilizing City fiber network. 5
■ Develop public mapping capabilities utilizing the City's Web Site for both 1
staff and citizens.
■ Implement voice recognition capability for the Development Services 1
Division of the Public Works Department for the City's Permitting System.
APPROPRIATION BY OB]ECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 278,105 395,891 508,175 461,944 518,935 14.2% 2.1%
Part Time Salaries 33,881 55,282 46,920 84,960 48,414 2.076 3.27o
Overtime 3,615 5,166 0 10,956 0 N/A N/A
Personnel Benefits 78,144 109,568 129,741 125,221 134,892 5.7% 4.0%
Supplies 64,516 80,940 95,477 92,931 99,500 1.0% 4.2%
Other Services&Charges 402,648 243,838 512,209 294,212 379,968 6.0% -25.87o
Capital Outla841 0 21,995 15,807 24,995 0.070 13.6%
Operating Total 861,750 890,685 1,314,517 1,086,031 1,206,704 8.3% -8.2%
CIP 0 0 0 0 0 N/A N/A
Total 861,750 890,685 1,314,517 1,086,031 1,206,704 8.3% -8.2%
2000 FUNDING DECISIONS
000 BUDGET CITY OF •
:1--58
FINANCE 8t INFORMATION SERVICES
irrr INFORMATION SERVICES
1998 ADOPTED BUDGET: $11213,548
1999 CHANGES:
Salaries 18,715
Benefits 6,973
Professional Services/IS Director 24,000
All Other 5,781
1999 BUDGET $1,269,017
2000 CHANGES:
Telephones Moved to Non-Departmental -170,769
Salaries 8,434
Benefits -7,889
All Other 45,551
IS Help Desk Supervisor 62,360
2000 BUDGET $1,206,704
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000 BUDGET- CITY OF RENTON
3-59
FINANCE 8x INFORMATION SERVICES 4
POSITION LISTING
1997 1998 1999 1999 2000
Grade Title Actual Actual Budget Actual Budget
Finance
M43 Finance &Information Services Administrator 1.0 1.0 1.0 1.0 1.0
M37 Fiscal Services Director 1.0 1.0 1.0 1.0 1.0
M30 Fiscal Services Manager 1.0 1.0 1.0 1.0 0.0
M25 Finance Analyst Supervisor 0.0 0.0 0.0 0.0 3.0 ff
M21 Senior Finance Analyst 1.0 1.0 2.0 2.0 1.0
A18 Accountant 1.0 1.0 1.0 1.0 0.0
A13 Grant Accountant 0.5 0.5 0.5 0.5 0.5
A13 Business License Coordinator 1.0 1.0 1.0 1.0 1.0
A13 Accounting Supervisor 1.0 1.0 1.0 1.0 1.0
A13 Utility Accounts Supervisor 1.0 1.0 1.0 1.0 1.0
N13 Finance Analyst II 3.0 3.0 3.0 3.0 3.0 1�
N 1 1 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
N10 Payroll Technician 1.0 1.0 1.0 1.0 1.0
A9 Accounting Assistant IV 4.0 4.0 4.0 4.0 4.0
A7 Accounting Assistant III 3.0 3.0 3.0 3.0 3.0
Total Regular Staffing 20.5 20.5 21.5 21.5 21.5 1
1111111
Temporary Part Time 0.0 0.0 0.0 0.0 0.0
Intermittent Part Time 0.5 0.0 0.0 0.0 0.0
TOTAL FINANCE DIVISION 21.0 20.5 21.5 21.5 21.5
Information Systems
M32 Technical Services Manager 0.0 1.0 1.0 1.0 1.0
M27 IS Operations Supervisor 1.0 1.0 1.0 1.0 1.0
A24 Help Desk Supervisor 0.0 0.0 0.0 0.0 1.0
A24 Network Systems Supervisor 0.0 1.0 1.0 1.0 1.0
A20 Systems Analyst 1.0 1.0 1.0 1.0 1.0
A20 Systems Analyst/Data Base 1.0 1.0 1.0 1.0 1.0
A20 Systems Analyst/Network Systems 1.0 1.0 1.0 1.0 1.0
Al2 Print &Mail Coordinator 1.0 1.0 1.0 1.0 1.0
A8 Document/Data Technician 0.0 1.0 1.0 1.0 1.0
A7 Print &Mail Operator 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 6.0 9.0 9.0 9.0 10.0
Temporary Part Time 0.5 0.5 0.5 0.5 0.5
Intermittent Part Time 1.2 1.3 1.3 1.3 1.3
TOTAL INFORMATION SYSTEMS 7.7 10.8 10.8 10.8 11.8
Total Regular Staffing 26.5 29.5 30.5 30.5 31.5
Total Temporary Part Time 0.5 0.5 0.5 0.5 0.5
Total Intermittent Part Time 1.7 1.3 1.3 1.3 1.3
TOTAL FINANCE& INFORMATION SERVICES 28.7 31.3 32.3 32.3 33.3
Note: 2000 Budget numbers include 1.5 limited term positions in the Finance Division.
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HUMAN RESOURCES 8T
W. ORGANIZATION RISK MANAGEMENT
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Administrator
wa Michael Webby
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Human Resources Civil Service Risk Management
4.5 Commission 2
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Total Full-Time Equivalent Employees: 8.4
3-61
HUMAN RESOURCES 8E
THE DEPARTMENT RISK MANAGEMENT
PROGRAM MISSION
Provide policy and direction for all human resource programs and
activities within the City. To manage the City's financial exposure to a
variety of risk claims through employee training, as well as employee
involvement in city-wide loss control activities.
DEPARTMENT OVERVIEW
Expenditure Comparison
a
$7,500,000
$6,000,000
$4,500,000
$3,000,000
$1,500,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget 1
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 335,325 292,816 374,174 361,616 417,884 4.3% 11.7%
Part Time Salaries 8,212 25,421 7,405 8,551 7,553 2.0% 2.0%
Overtime 0 0 2,080 148 2,111 4.076 1.5%
Personnel Benefits 3,303,385 3,131,040 3,560,542 3,767,252 3,935,896 9.4% 10.5%
Supplies 4,000 11,560 4,113 91,735 8,750 2.2% 112.7%
Other Services&Charges 1,563,862 1,633,905 3,198,573 2,832,437 1,997,673 89.076 -37.5% Iiiii
Intergovernmental Services 2,945 1,011 3,500 0 3,500 0.01% 0.0170
Capital Outlay 0 14,078 0 3,474 0 N/A N/A
Interfund Payments 156,002 160,214 166,000 166,000 171,000 3.6% 3.0% i
Residual Equity Transfer Out 0 31,555 0 0 0 N/A N/A
Operating Total 5,373,731 5,301,600 7,316,387 7,231,213 6,544,367 33.476 -10.6%
CIP 0 0 0 0 0 N/A N/A
Total 5,373,731 5,301,600 7,316,387 7,231,213 6,544,367 33.4% -10.6%
1W HUMAN RESOURCES a RISK MANAGEMENT
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DIVISIONS BY FUND NUMBER
60
The Human Resources & Risk Management Department includes the operations of the
following divisions: General Fund (000): Administration, Civil Service Commission, and the
No Insurance Fund (502): Risk Management.
• ACTIVITY BY DIVISION
Human Resources Administration provides policy and direction for human resource programs
and activities within the City, through the administration of recruitment, testing and selection
of personnel programs and activities; salary and classification program; employee benefit
program; staff/organizational training; labor contract administration; safety and wellness
program coordination; unemployment compensation; affirmative action; equal
employment, and the facilitation of various employee committees and programs.
+r Civil Service Commission provides and administers fair, impartial and practical selection
procedures for all classified civil service personnel and acts as a quasi-judicial board to hear
and resolve disputes over application of the civil service rules.
Risk Management provides comprehensive program administration by organizing,
coordinating and directing activities related to liability insurance, safety, workers'
compensation and tort liability claims filed against the City; and by identifying, analyzing
and controlling exposure to financial, personnel and property losses.
MAJOR DEPARTMENT CHANGES
1999:
■ Recruitment/Advertising ($29,800)
Increase funding for the City-wide Leadership program. The program is designed to
provide supplies, training, recruitment and other supervisory/leadership training
activities.
■ Reduction in Funding of other Programs (-$15,000)
Several line items, such as Medical Services/Airborne Pathogens and Drug and
Alcohol Testing, have temporarily been reduced in order to help off-set the cost of the
City-wide Leadership Training Program.
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DGET e CITY OF
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3-63
HUMAN RESOURCES 8L RISK MANAGEMENT
2000:
■ Recruitment/Advertising ($10,000)
Increase funding necessary to cover the increased cost of recruiting activities across all
City departments
■ City-Wide Leadership Training Program ($25,000)
Funding for continued program development and delivery in the year 2000 and
beyond.
■ Human Resource Specialist ($49,000)
This position is needed to provide support and assistance to the City's staff in meeting '
service demands in accordance with the business plan goals.
EXPENDITURE BUDGET BY DIVISION
1997 1998 1999 1999 2000 %Chg %Chg
Divisions Actual Actual Budget Actual Budget 98-99 99-2000
Administration 357,005 389,914 466,848 436,604 538,122 10.0% 15.37o
Civil Service 75,712 80,609 94,439 73,138 97,125 3.4% 2.8% "
Risk Management 4,941,014 4,831,077 6,755,100 6,721,471 5,909,120 36.0% -12.5% td
Operating Total 5,373,731 5,301,600 7,316,387 7,231,213 6,544,367 33.4% -10.6%
CIP 0 0 0 0 0 N/A N/A
Total 5,373,731 5,301,600 7,316,387 7,231,213 6,544,367 33.4% -10.6%
STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees - FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Division/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Administration 4.6 4.5 5.0 5.0 5.5 11.1% 10.0%
Civil Service 0.9 0.9 0.9 0.9 0.9 0.070 0.0%
Risk Management 2.0 2.0 2.0 2.0 2.0 0.0% 0.0%
Total FTE 7.5 7.4 7.9 7.9 8.4 6.817o 6.3%
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3-64
w
HUMAN RESOURCES 8L
ADMINISTRATION AND CIVIL SERVICE RISK MANAGEMENT
PROGRAM MISSION
wo
Provide efficient and effective administrative and civil service support
to achieve the goals and objectives of the Human Resources & Risk
ow Management Department.
DIVISION OVERVIEW
Expenditure Comparison
r.
$750,000 -
$600,000 -
$450,000 -
$300,000 -
$150,000
750,000$600,000$450,000$300,000$150,000
'w $0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
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EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 432,717 470,523 561,287 509,742 635,247 8.8% 13.2`
PROGRAM ACTIVITY
Human Resources Administration provides policy and direction for
human resource programs and activities within the City through the
administration of recruitment, testing and selection of personnel; salary
and classification programs; employee benefit programs;
staff/organizational training; labor contract administration; safety and
wellness program coordination; unemployment compensation; equal
employment opportunity, and the facilitation of various employee
committees and programs.
Civil Service Commission provides and administers fair, impartial and
practical selection procedures for all classified civil service personnel
and acts as a quasi-judicial board to hear and resolve disputes over
application of the civil service rules.
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3-65
HUMAN RESOURCES 8E RISK MANAGEMENT
ADMINISTRATION AND CIVIL SERVICE r
STAFFING LEVELS (Full Time Equivalent Employees — FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Administrative 4.6 4.5 5.0 5.0 5.5 11.1% 10.070
Civil Service 0.9 0.9 0.9 0.9 0.9 0.0% 0.0%
Total FTE 5.5 5.4 5.9 5.9 6.4 9.3% 8.5%
1999 ACCOMPLISHMENTS
• Successfully reached multi year Labor agreements with four of the five City's
bargaining units. Completed the fifth Labor agreement in January 2000.
a:
■ Updated the Police and Fire Civil Service Rules and Regulations affecting all
uniformed employees and established employment and promotional Eligibility
Registers for City positions that include Police Officer, Jailer, Fire Captain and
Firefighter.
■ Completed the annual review of the Self-Funded Health Care Program including
exploration of cost saving measures and completed a major revision of the self-
funded medical and dental plan documents.
■ Developed and implemented Management Training and New Employee Orientation
Programs in accordance with the City's Mission and Business Plan Goals as well as
provided comprehensive City wide training, including Computer Software training,
continuing education through Eastside Cities Training Consortium and Interpersonal
Skill training.
■ Significantly enhanced the HR web page on the City web site by providing a clear
comprehensive description of Employee Benefits and added general information
regarding the application process for Civil Service positions.
DIVISION HIGHLIGHT
The Training and Support Group organized and implemented two new programs in 1999, the
Employee Orientation Program and the Management Training Program.
The Human Resources Department manages the Employee Orientation Program.
Approximately 30 individuals participated in 3 orientation classes in 1999.
A pilot program for the Management Training Program began in the fall of 1999. Twenty "t
individuals participated in the 40-hour class. Three sessions are scheduled for the year 2000.
2000 BUDGET CITY OF RENTON
3-66
HUMAN RESOURCES 8E RISK MANAGEMENT
ADMINISTRATION AND CIVIL SERVICE
2000 OBJECTIVES AS RELATED GOAL #
� . TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ Expand the use of technology by incorporating a new automated Human 4
Resource Information System & enhancing the department's web site.
■ Create a new and revised series of Human Resources & Risk Management 4
Policies and Procedures.
r ■ Provide comprehensive staff training and development, including 4
Management Training, General Skills Training encompassing; Computer
r
Software, Customer Service, Communication and Teambuilding.
■ Review internal procedures to identify and implement cost containment 4
measures and refine our Customer Service support in all sections of the
Wrr Human Resources & Risk Management department.
■ Establish Civil Service Employment Eligibility Registers through competitive 4
selection procedures that will include Police Deputy Chief, Commander,
Sergeant, Officer, Specialist, Fire Battalion Chief and Lieutenant.
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 253,115 222,103 287,374 280,138 328,384 4.8% 14.3%
Part Time Salaries 8,212 25,421 7,405 8,551 7,553 2.07. 2.0%
Overtime 0 0 2,080 0 2,111 4.0% 1.5%
Personnel Benefits 64,936 58,914 74,642 69,142 80,976 6.1% 8.5%
Supplies 4,000 11,560 4,113 4,695 8,750 2.2% 112.7%
Other Services&Charges 102,454 138,447 185,673 143,742 207,473 17.5% 11.7%
Capital Outla0 14,078 0 3,474 0 N/A N/A
Operating Total 432,717 470,523 561,287 509,742 635,247 8.87o 13.2%
irr
CIP 0 0 0 0 0 N/A N/A
Total 432,717 470,523 561,287 509,742 635,247 8.8% 13.2%
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3-67
HUMAN RESOURCES U RISK MANAGEMENT
ADMINISTRATION AND CIVIL SERVICE
2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $515,741
1999 CHANGES:
Salaries 13,517
Benefits 4,277
All Other 1,622
City-wide Leadership Training Program 29,800
Restoration of Programs Reduced in 1999 -15,170
Miscellaneous 11,500
1999 BUDGET $561,287
2000 CHANGES:
Salaries 4,489
Benefits -5,166
All Other -12,963
Recruitment/Advertising 10,000
City-wide Leadership Training Program 25,000
City of Renton Ethics Board 1,000
New Human Resource Specialist 49,200
Exams for Two New Firefighters 2,400
2000 BUDGET $635,247
({�1: 000 BUDGET CITY OF •
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3-68
r..
HUMAN RESOURCESq1 8L
RISK MANAGEMENT RISK MANAGEMENT
PROGRAM MISSION
Provide comprehensive loss control services by organizing,
coordinating, and directing all activities related to the Risk
Management Division.
DIVISION OVERVIEW
Expenditure Comparison
$7,500,000
$6,000,000
$4,500,000
$3,000,000
$1,500,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
EXPENDITURE BUDGET
A.
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 4,941,014 4,831,077 6,755,100 6,721,471 5,909,120 36.0% -12.5%
PROGRAM ACTIVITY
Risk Management provides comprehensive program administration
by organizing, coordinating, and directing activities related to liability
insurance, safety, workers' compensation and tort liability claims filed
against the City; and by identifying, analyzing and controlling
exposure to financial, personnel and property losses.
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2000 BUDGET* CITY OF RENTON
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3-69
HUMAN RESOURCES 8L RISK MANAGEMENT
RISK MANAGEMENT
STAFFING LEVELS (Full Time Equivalent Employees — FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 2.0 2.0 2.0 2.0 2.0 0.0% 0.01fo
Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total Staff Ing 2.0 2.0 2.0 2.0 2.0 0.070 0.0%
1999 ACCOMPLISHMENTS
• Significantly improved the City's property and liability programs including overall
coverage and professional management while at the same time, reducing the overall
cost of the program by joining the Washington Cities Insurance Authority.
■ Completed a wide variety of staff safety training including first aid/CPR,
flagging/traffic control and bloodborne/airborne pathogens training.
■ Successfully complied with all Washington Cities Insurance Authority's membership
requirements, including completing a loss control audit of the Planning/Building/Public
Works department.
■ Developed and implemented a comprehensive evacuation plan for the new City Hall
facility.
■ Completed actuarial reviews of the City's liability and employee benefit program
reserves.
DIVISION HIGHLIGHT
i
The Risk Management Division is responsible for administering a comprehensive Risk
Management Program for the City. One responsibility involves the recovery of funds owed,
as a result of damage to City property. Prior to 1999, the City contracted with a private
vendor for that purpose. M
Beginning in 1999, the City assumed direct responsibility for the collection and began
processing claims and subrogations in-house. By processing our claims and subrogations in-
house, we have been able to double the number of claims successfully processed and have
increased our collections from $14,300 in 1998, to $23,800 in 1999.
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=ft l2000 BUDGETOF RENTON
3-70
aw HUMAN RESOURCES 8T RISK MANAGEMENT
r.. RISK MANAGEMENT
SUBROGATION FUNDS a CLAIMS
Subrogation funds
r. $25000 6 Number of Subrogations 16
c
c m $20.000 c
o 12
d N C
+� C )$ 15,000 E C
D $10,000 8 Z y
N
rr $5,000 4
$0 1 0
,rr 1998 1999
2000 OBJECTIVES AS RELATED . GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ Reduce city-wide liability exposure by proactively implementing loss control 4
and staff training programs provided by the Washington Cities Insurance
Authority.
■ Provide city-wide employee safety education programs, including first 4
aid/CPR, bloodborne/airborne pathogen training and certification classes.
■ Provide required safety operations education, including flagging/traffic 4
control classes, forklift training and certification, defensive/pursuit driving
programs as well as any new OSHA/WISHA safety training requirements.
■ Update all city-wide risk management policies and programs within the 4
organization.
■ Achieve more active participation in the Washington Cities Insurance 4
Authority and other risk management and safety organizations.
err
C-11'1
r
000 BUDGET e CITY OF RENTON
err
3-71
HUMAN RESOURCES 8L RISK MANAGEMENT
RISK MANAGEMENT 1
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 82,210 70,713 86,800 81,478 89,500 2.5% 3.1%
Overtime 0 0 0 148 0 N/A N/A
Personnel Benefits 3,238,449 3,072,125 3,485,900 3,698,110 3,854,920 9.5% 10.6%
Supplies 0 0 0 87,040 0 N/A N/A
Other Services&Charges 1,461,408 1,495,459 3,012,900 2,688,695 1,790,200 96.376 -40.6%
Intergovernmental Services 2,945 1,011 3,500 0 3,500 0.0% 0.07.
Interfund Payments 156,002 160,214 166,000 166,000 171,000 3.6% 3.0% *'
Residual Equity Transfer Out 0 31,555 0 0 0 N/A N/A
Operating Total 4,941,014 4,831,077 6,755,100 6,721,471 5,909,120 36.0% -12.5%
CIP 0 0 0 0 0 N/A N/A
Total 4,941,014 4,831,077 6,755,100 6,721,471 5,909,120 36.07o -12.5%
fi
x
3da
�+ 000 . OF •
t.,
3-72
HUMAN RESOURCES 8L RISK MANAGEMENT
RISK MANAGEMENT
2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $41967,722
1999 CHANGES:
Salaries 2,087
Benefits 1,250
Other Changes:
Other Misc. 21,055
Interfund Payments 5,786
Potential Liability/Property Damage Claims 332,300
Health Insurance 223,500
aw Life Insurance 15,000
Worker's Compensation Services 57,150
Unemployment Compensation Services 4,250
1999 BUDGET $5,630,100
rr
2000 CHANGES:
Salaries 2,700
Benefits -1,730
All Other:
Other Misc. -3,000
Interfund Transfer 5,000
Potential Liability/Property Damage Claims -154,200
Health Insurance 360,300
Worker's Compensation Services 48,250
Unemployment Compensation Services 21,700
2000 BUDGET $5,909,120
+rli
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000 . OF •
,OF-6 !-
3-73
HUMAN RESOURCES 8E RISK MANAGEMENT
POSITION LISTING
1997 1998 1999 1999 2000
Grade Title Actual Actual Budget Actual Budget
Administration/Civil Service Commission
M43 Human Resources/Risk Manager Administrator 1.0 1.0 1.0 1.0 1.0
M30 Human Resources Manager 0.0 0.0 0.0 1.0 1.0
M23 Principal Human Resources Analyst 1.0 1.0 1.0 0.0 0.0
M20 Human Resources Analyst/Civil Service 1.0 1.0 1.0 1.0 1.0
Coordinator
(.5 Administration/.5 Civil Service)
Nil Assistant Human Resources Analyst 1.0 1.0 1.0 1.0 1.0
(.6 Administration/.4 Civil Service)
Nil Assistant Human Resources Specialist 0.0 0.0 0.0 0.0 1.0
N09 Human Resources Systems Technician 1.0 1.0 1.0 1.0 1.0
N01 Office Assistant 1 0.0 0.0 0.5 0.5 0.0
Total Regular Staffing 5.0 5.0 5.5 5.5 6.0
Temporary Part Time 0.5 0.4 0.4 0.4 0.4
TOTAL ADMINISTRATION/CIVIL SERVICE COMMISSION 5.5 5.4 5.9 5.9 6.4
Risk Management
M20 Safety Officer 1.0 1.0 1.0 1.0 1.0
Nil Admin.Secretary II/Risk Mgmt. Assistant 1.0 1.0 1.0 0.0 0.0
N05 Secretary 1 0.0 0.0 0.0 1.0 1.0
TOTAL RISK MANAGEMENT 2.0 2.0 2.0 2.0 2.0
Total Regular Staffing 7.0 7.0 7.5 7.5 8.0
Temporary Part Time 0.5 0.4 0.4 0.4 0.4
TOTAL HUMAN RESOURCES& RISK MANAGEMENT 7.5 7.4 7.9 7.9 8.4
a
(=ff� 2000 BUDGET CITY OF •
3-74
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POLICE
ORGANIZATION
v
Police Chief
11 Garry Anderson
1
Administrative Support Information/Media
1 (Special Assignment)
1
Chaplains
Volunteers
Operations Bureau SupportServices
80.2 Bureau
35
Patrol Services Staff/Auxiliary
Division Services Division
� Animal Control Staff E=AuxillaryServices
Patrol Operations
Division Electronic Home
Detention/Jail
Investigations
Division Administrative
Services Division
ow
Crime G.R.E.A.T./D.A.R.E. Training
Prevention Programs
rIr11
Total Full-Time Equivalent Employees: 168.0
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3-75
POLICE
THE DEPARTMENT
rL::7
PROGRAM MISSION
11
Maintain a safe community, provide quality police services to the
citizens, and enforce laws and ordinances.
DEPARTMENT OVERVIEW
i
Expenditure Comparison
$15,000,000
$12,000,000
$9,000,000
$6,000,000
$3,000,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
,a
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 5,905,912 6,252,456 6,687,337 6,521,025 7,099,050 4.7% 6.2%
Overtime 507,354 527,327 517,124 680,743 524,881 5.6% 1.5%
Personnel Benefits 1,776,623 1,855,379 2,035,394 1,961,145 2,053,250 6.9% 0.9%
Supplies 351,093 353,720 485,592 332,532 431,699 28.5% -11.1%
Other Services&Charges 1,152,971 848,658 1,238,819 1,055,662 1,333,462 50.7% 7.6%
Intergovernmental Services 1,091,552 1,262,746 1,263,752 1,245,626 1,310,763 4.1% 3.7%
Capital Outla10,697 27,651 0 40,946 0 N/A N/A
Operating Total 10,796,202 11,127,937 12,228,018 11,837,679 12,753,105 9.2% 4.3%
CI P 0 0 325,000 241,142 75,000 100.0% -76.9%
Total 10,796,202 11,127,937 12,553,018 12,078,821 12,828,105 12.1% 2.27o
f
DIVISIONS BY FUND NUMBER
The Police Department includes the operations of the following
divisions:
000- General Fund - Administration
000- General Fund -Operations Bureau
000- General Fund -Support Services Bureau
3
OF •
3-76
POLICE
ACTIVITY BY DIVISION
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Administration provides overall supervision and administrative guidance for the Police
Department.
The Operations Bureau includes Patrol Operations and Patrol Services, Investigations, and
Animal Control Services. Patrol Operations provides timely response and courteous service
by aggressively preventing criminal conduct, enforcing laws and ordinances, thoroughly
investigating criminal offenses, detecting and preserving evidence and property, and
lawfully apprehending offenders. Patrol Services provides efficient traffic control, targeting
problem traffic areas, and investigating traffic accidents thoroughly and efficiently. The
Animal Control Unit, which is assigned to the Patrol Services section, is responsible for
prioritizing animal complaints and resolving animal issues in a timely manner. The
Investigations section is responsible for conducting investigations, collecting and
disseminating intelligence, recovering property, and arresting and prosecuting offenders.
The Support Services Bureau provides Administrative Services, Staff Services, a jail holding
facility, and the Electronic Home Detention (EHD) Program. The Administrative Services
section provide Department personnel services, effective crime prevention and community
relations programs, personnel and departmental equipment needs, administer a volunteer
staff of thirty-two (32), conduct planning and research activities, educate citizens and
community groups in the various aspects of the Renton Police Department, and form
partnerships with the community to decrease crime and increase the quality of life by
initiating, developing, and coordinating a variety of police/community programs. Staff
Services accurately records and disseminates information within the Department, to other
agencies, and the public while staying within the legal limitations of public disclosure and
right to privacy; and assures the safety of all jail inmates. Auxiliary Services include the Jail
section which provides for the safety, security, and general welfare of sentenced inmates
and arrestees, provide health screening and necessary medical services, and provide
alternative options to incarceration, including Electronic Home Detention (EHD).
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MAJOR DEPARTMENT CHANGES
1999:
■ Additional Electronic Home Detention (EHD) Coordinator ($75,000 - Support
Services)
This new EHD coordinator position is necessary as a result of new legislation. Six new
D.U.I. laws, effective January 1, 1999, mandate electronic home monitoring in every
sentence. Close supervision of offenders is essential for the success of this program. This
is a self-sustaining program that not only generates revenue from fees charged to
participants but avoids the high costs of incarceration.
nr
3-77
POLICE
Will
■ Four Officers and Two Jailers ($0-All Divisions) t
The Newcastle contract concluded at the end of 1998 allowing these six position to be
reallocated to Renton needs. Four of these positions will remain as officers allowing the
Police Department to create a new patrol district in the Renton Highlands. The
remaining two positions will be transitioned into jailers. These two additional jailer
positions are necessary in order to staff the Jail facility with two jailers, twenty-four hours
a day, seven days a week. This will help ensure the safety of staff as well as inmates.
■ New World Computer Maintenance ($115,000—Administration) W
This is a new contracted service required to keep the Police Department's new records
system fully functioning with a one-half hour response time in the event of a system
problem and a resolution time of four hours or less.
■ Laptops for the Field ($100,000—Administration)
This amount is a match to the Department of Justice grant for mobile data computers
(MDC). This funding, combined with the grant, will supply 100 percent of Renton's
officers with year 2000 compatible computers for use in the field. This funding also
covers wireless modems and the infrastructure that allows software transmission of
computer aided dispatch data to the MDC. The grant it's self will be budgeted when dill
the funding becomes available.
• Increase Prisoner Transportation Coordinator Service Contract ($12,000 - Support
Services)
This service finds King County billing errors and checks the King County Computer for
inmates billable to Renton and arranges for their transportation to Renton's facility. This
service was previously funded for 20 hours per week while another 20 hours was
volunteered. This increase will fully fund this service assuring it will continue on a full time
basis saving the City and its citizens in excess of$100,000 per year.
■ Equipment Rental ($170,000—All Divisions)
Previous to 1999, departments were not allocated sufficient funding to cover monthly
equipment replacement and maintenance charges. This has been remedied resulting
in significant budget increases.
■ Microfilming ($10,000—Support Services)
This responsibility is being transferred from the City Clerk's office to the Police Staff
Services.
■ King County Jail Service ($35,000—Support Services)
King County Jail costs are expected to increase eight to ten percent (8% to 10%). While
the Renton City Jail is "at capacity" this situation makes it necessary to house inmates at
other facilities,which increases costs.
■ Carryforward Items ($181,000—All Divisions)
These items generate revenue that is to be spent on specific activities. These budgets
are now based on forecasted expenditures, not the balance available for such
activities.
Will
■ Reallocation to the Support Services Bureau from the Operations Bureau ($0 - All
Divisions)
These are quartermaster costs previously funded in the Operations Bureau, as they were
associated with the Newcastle contract. Now that these positions are dedicated to
City of Renton activity, their quartermaster costs are budgeted in the Support Service
Bureau.
ri
:(fel 000 OF •
3-78
is POLICE
2000:
Ilia Salary and Benefit Reallocations ($0-All Divisions)
The net effect of these reallocations is zero. These adjustments resulted from positions
shifting between divisions in 1999 & 2000. See the HE listing at the end of the Police
11110 section for details. The significant change resulted from the conclusion of the
Newcastle contract at the end of 1998. As a result, in 1999 four of these officers are now
dedicated to the Renton area and two transitioned into Jailers.
■ Laptops for the Field ($75,000-Administration)
The anticipated balance of the grant,which was not spent in 1999 will be spent in 2000.
■ Jail Services ($34,000-Support Services)
Renton contracts with King and Okanogan county jails on a permanent basis to provide
space for inmate placement. The contracts specifically address over crowding and
special need inmates. This increase is to cover the actual contract costs experienced.
if
EXPENDITURE BUDGET BY DIVISION
1997 1998 1999 1999 2000 %Chg %Chg
Divisions Actual Actual Budget Actual Budget 98-99 99-2000
ADMINISTRATION 1,372,705 1,429,301 1,558,639 1,363,470 1,589,718 9.7% 2.0%
OPERATIONS BUREAU:
Patrol Operations 4,662,712 4,773,595 5,643,906 5,473,147 4,963,388 11.7% -12.1%
Patrol/City of Newcastle 450,285 470,490 0 0 0 -100.0% N/A
Patrol/Federal Cops Grant 111,499 66,443 0 0 0 N/A N/A
Patrol Services/Traffic N/A N/A N/A N/A 992,915 N/A 100.0%
Investigations 1,166,473 1,264,682 1,413,982 1,537,749 1,503,282 19.1% 6.3%
Narc Task Force Grant 61,586 77,478 73,561 83,872 78,789 -11.3% 7.1%
Narc Task Force Seizure Fund 196,913 605 0 0 0 N/A N/A
Gambling Tax Enforcement 125,899 137,002 145,863 142,163 151,649 7.4% 4.0%
Animal Control 73,201 76,953 86,718 72,432 87,387 2.3% 0.8%
OPERATIONS BUREAU TOTAL 6,848,568 6,867,248 7,364,030 7,309,363 7,777,410 4.8% 5.6%
No SUPPORT SERVICES BUREAU:
Admin Services 674,372 732,817 998,935 806,885 961,918 49.5% -3.7%
Staff Services 701,721 724,057 615,849 722,420 615,403 -19.5% -0.1%
00 Jail 1,071,224 1,251,797 1,512,258 1,452,285 1,563,940 24.8% 3.4%
Electronic Home Detention 127,612 122,717 178,307 183,256 244,716 78.3% 37.2%
SUPPORT SERVICES BUREAU TOTAL 2,574,929 2,831,388 3,305,349 3,164,846 3,385,977 20.4% 2.4%
to Operating Total 10,796,202 11,127,937 12,228,018 11,837,679 12,753,105 9.2% 4.3%
CIP 0 0 325,000 241,142 75,000 100.0% -76.9%
Total 10,796,202 11,127,937 12,553,018 12,078,821 12,828,105 12.1% 2.2%
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3-79
v
POLICE '
STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees — FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Division/FTE Actual Actual Budget Actual Budget 98-99 99-2000 w
Administration 4.0 4.0 3.0 3.0 3.0 -25.01fo 0.070
Operations Bureau 82.2 82.2 80.2 80.2 80.2 -2.4% 0.0170
.Support Services Bureau 31.0 31.0 35.0 35.0 35.0 12.9% 0.070
Total FTE 117.2 117.2 118.2 118.2 118.2 0.9% 0.070
t
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1111
2000 OF •
3-80
F�
POLICE
ADMINISTRATION
�w
PROGRAM MISSION
wlA
To maintain a safe community and provide quality police service
through effective education programs, caring assistance to all
citizens, and impartial enforcement of the law. Provide a
conscientious response to the personal and professional needs of all
Department members.
DIVISION OVERVIEW
it
Expenditure Comparison
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 1,372,705 1,429,301 1,883,639 1,604,612 1,664.718 32.5% -11.6
ir. PROGRAM ACTIVITY
Overall supervision and administrative guidance for the City of Renton
Police Department.
�r
nr
E„
000 BUDGET* CITY OF RENTON
3-81
POLICE
ADMINISTRATION
STAFFING LEVELS (Full Time Equivalent Employees - FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 4.0 4.0 3.0 3.0 3.0 -25.07o 0.0%
Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 4.0 4.0 3.0 3.0 3.0 -25.0% 0.0%
1999 ACCOMPLISHMENTS
■ Increased coordination with the Planning/Building/Public Works Department on
nuisance abatement and code enforcement in order to address neighborhood
revitalization issues.
No
DIVISION HIGHLIGHT
Crime in Renton decreased by 8 percent for all crimes from 1998 to 1999. This follows a
national trend that we have been experiencing for at least three years. Part I crimes, which
include Homicide, Rape, Robbery, Assault, Burglary, Theft and Auto Theft, decreased by 12
percent. Part II crimes, which include Arson, Crimes against Children, Forgery, Fraud,
Kidnapping and others, decreased by 16 percent. All indicators show crime rates should
remain at this level or decrease slightly for the next several years.
PART 18t II CRIME TRENDS
8,000
7,000
6,000
� 5,000
E 4,000 El Part I
U 3,000 ■Part II #
91
2,000
1,000Elm
1997 1998 1999
r
000 BUDGET CITY OF •
17
r _.
POLICE
ADMINISTRATION
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ Establish a better Crime Analysis process to better analyze crime trends and 2
respond to these trends in partnership with the community.
■ Develop a new and more effective leadership team through training and 4
reorganization.
■ Expand our partnership with the Renton School District to address school 4
violence.
APPROPRIATION BY OBJECT OF EXPENDITURE
r.
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 234,783 241,917 223,000 243,184 227,020 -9.6% 1.8%
Overtime 3,992 6,805 4,368 5,445 4,434 4.0% 1.5%
Personnel Benefits 234,315 253,812 278,955 255,210 293,909 7.3% 5.4%
Supplies 11,310 11,407 12,371 11,837 12,494 1.0170 1.0%
Other Services&Charges 56,602 41,487 158,315 33,832 161,391 472.0% 1.9%
Intergovernmental Services 831,703 872,573 881,630 813,962 890,470 1.37o 1.0%
Capital Outla0 1,300 0 0 0 N/A N/A
Operating Total 1,372,705 1,429,301 1,558,639 1,363,470 1,589,718 9.7% 2.0%
CIP 0 0 325,000 241,142 75,000 100.0170 -76.9%
Wo Total 1,372,705 1,429,301 1,883,639 1,604,612 1,664,718 32.5% -11.6%
ON
60
to
OF RENTON
3-83
POLICE
ADMINISTRATION
2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $1,421,392
1999 CHANGES:
Salaries 10,003
Benefits 18,974
Equipment Rental 15,381 j
New World Computer Maintenance 115,000
Harbor Patrol Contract Increase 2,403 r
Laptops for the Field-Grant Match 100,000
All Other 9,086
1999 BUDGET $1,692,239
2000 CHANGES:
Salaries 3,902
Benefits 14,954
Salary and Benefit Reallocations between -33,416 oil
Divisions
Capital (Laptops for the Field) -100,000
Laptops for the Field 75,000
All Other 12,039
2000 BUDGET $1,664,718
y
k
9
\ 1. 000 BUDGET CITY OF RENTON
'�-Rd
F�
POLICE
OPERATIONS BUREAU
PROGRAM MISSION
The Police Department's Operations Bureau has three sections, as
described below:
Patrol Operations: Provide timely response and courteous service by
aggressively preventing criminal conduct, enforcing laws and
ordinances, thoroughly investigating criminal offenses, detecting and
preserving evidence and property, and lawfully apprehending
offenders.
Patrol Services: Provide efficient traffic control, target problem traffic
areas, and investigate traffic accidents thoroughly and efficiently. The
Animal Control Unit assigned to the Patrol Services Division has the
objective of prioritizing animal complaints and resolving animal issues
in a timely manner.
rrr
Investigations: Conduct criminal investigations, collect and
disseminate intelligence, recover property, and arrest and prosecute
offenders.
DIVISION OVERVIEW
Expenditure Comparison
rr
$8,750,000
$7,000,000
$5,250,000
$3,500,000
$1,750,000
irr $0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 6,848,568 6,867,248 7,364,030 7,309,363 7,777,410 4.8% 5.6%
go irr BUDGET& CITY OF •
tr
3-85
POLICE All
..,:
OPERATIONS BuREAu
PROGRAM ACTIVITY
Patrol Operations and Patrol Services: Respond to calls for service in a professional and
efficient manner. This section reports and investigates crimes, utilizes community-policing
philosophies to resolve neighborhood problems and implement permanent solutions, identify tli
and apprehend criminal law violators, recover stolen property, investigate traffic accidents,
and conduct traffic stops.
Patrol Services Animal Control: Respond to increasing animal control service demands with
one animal control officer. The Division captures and relocates wild animals, investigates
abused or abandoned animals, vicious animals, animal bites, and other complaints. The mi
Animal Control Officer handles the most serious of animal complaints.
Investigations: Respond to major crime scenes; conduct follow-up investigations on serious
felony crimes, file serious felony cases in King County Superior Court, and conduct
background investigations on potential new employees. This division responds to major
crimes and crime scenes (homicides, robberies, rapes, and felony assaults) and begins
investigations that result in the filing of criminal charges against the alleged perpetrator of
the crime.
STAFFING LEVELS (Full Time Equivalent Employees — FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 82.2 82.2 80.2 80.2 80.2 -2.4% 0.0%
Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part rime 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 82.2 82.2 80.2 80.2 80.2 -2.47o 0.0%
1999 ACCOMPLISHMENTS
■ A third patrol district was added to the Renton Highlands. The additional district has
strengthened neighborhood policing efforts and established police/neighborhood
partnerships.
■ A 'Total Work Station" was purchased and placed into service and has improved the
efficiency of crime scene and major accident investigation and reconstruction
through computer aided diagramming technology.
■ Improved the clearance ratio of assigned cases to 88 percent. The clearance ratio
represents the percent of assigned cases resolved by the Investigations Division.
2000 BUDGET CITY OF RENTON
3-86
t. POLICE
io OPERATIONS BUREAU
DIVISION HIGHLIGHT
al
The City and Police Department Administration recognized the need for, and in response to
citizen requests, added a police district in the Renton Highlands area at the beginning of the
to year to provide more police presence. This district is staffed 24-hours a day, 7-days a week.
The areas (districts) assigned to the Officers were reconfigured with this addition. The new
district is in the center of the Highlands, straddling some of the commercial area of Sunset
W+ Boulevard. Calls for service and reported crimes are down from the 1998 totals by around
8 percent. This can be contributed to the increase in uniformed police presence and the
willingness of the citizens of the Highlands area to work with the police to solve problems in
no their neighborhood.
The Community Police Resource (CPR) Team was formed this year and consists of a
sergeant, two officers, and four bicycle officers. Assigned police officers provide additional
support to the code compliance program, 24-hours a day, 7-days a week. Through this
cooperation, the City can proactively deal with enforcement issues, as opposed to the
complaint-based approach previously performed by only one code compliance officer.
This new venture will allow police officers to expand their involvement with neighborhoods
and is in line with the City's goals to improve image and ensure safe and attractive
neighborhoods. The CPR team has been successful in vacating two dwelling places that
were deemed uninhabitable due to code violations. North Renton has seen a reduction in
calls for service and two neighborhoods are rid of nuisances as a result.
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2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ Decrease motor vehicle accidents by 5 percent through enforcement 3
• emphasis in high accident areas and commercial vehicle enforcement on
busy routes.
■ Increase solvability of property crimes reported by 2 percent. 4
■ Strengthen neighborhood-policing efforts and establish police/ 4
neighborhood partnerships through improved coordination of department
to resources.
�r
DGET CITY OF RENTON
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:(
wr
POLICE
OPERATIONS BUREAU
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 4,443,812 4,689,576 4,868,337 4,765,991 5,232,400 1.6% 7.5%
Overtime 442,850 441,684 456,449 564,970 463,295 4.0% 1.5%
Personnel Benefits 1,183,393 1,215,143 1,307,373 1,266,274 1,329,069 3.4% 1.7%
Supplies 39,293 37,065 35,916 37,054 36,275 -28.4% 1.0170
Other Services&Charges 724,518 460,926 684,952 637,994 705,258 44.7% 3.0%
Intergovernmental Services 6,354 7,337 11,003 1,871 11,113 1.0% 1.0%
Capital Outla8,348 15,517 0 35,209 0 N/A N/A
Operating Total 6,848,568 6,867,248 7,364,030 7,309,363 7,777,410 4.8% 5.6%
CIP 0 0 0 0 0 N/A N/A
Total 6,848,568 6,867,248 7,364,030 7,309,363 7,777,410 4.8% 5.6%
2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $7,027,231
di
1999 CHANGES:
Salaries 208,836
Benefits 73,014
Equipment Rental 146,682 +I+
Carryforward:
Narcotics Confiscation Fund 50,617
Narcotics Confiscation Fund/Fed 12,417
WACIC Contract Increase 1,193
Reallocated to Support Services Bureau -14,746
All Other 1,261
1999 BUDGET $7,506,505
2000 CHANGES:
Salaries 374,745
Benefits 22,219
Equipment Rental 18,995
Salary and Benefit Reallocations Between -146,834
Division
All Other 1,780
2000 BUDGET $7,777,410
q,
111 BUDGET CITY OF •
'�StR
7
POLICE
SUPPORT SERVICES BUREAU
PROGRAM MISSION
The Police Department Support Services Bureau has three sections, as
described below:
Administrative Services: To provide Department personnel services,
effective crime prevention and community relations programs,
personnel and departmental equipment needs, administer a
volunteer staff of 32, and planning and research.
err To educate individuals, business and community groups in various
aspects of the Renton Police Department, form partnerships with the
community to decrease crime and increase the quality of life, and
initiate, develop, and coordinate a variety of police/community
programs.
Staff Services: To accurately record and disseminate information
within the Department, to other agencies, and the public within the
legal limitations of public disclosure and right-to-privacy. Provide
r various services to the public and assure the safety of female jail
inmates.
Auxiliary Services (Jail and EHD): To provide for the safety, security,
and general welfare of sentenced inmates and arrestees, provide a
contraband-free environment, provide health screening and
err necessary medical services, provide alternative options to
incarceration, including Electronic Home Detention (EHD).
DIVISION OVERVIEW
w
Expenditure Comparison
$3,750,000
$3,000,000
$2,250,000
$1,500,000
$750,000 -
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
rrr Budget
yr
s,.
2000 BUDGETOF • -
YID
1_A9
POLICE
SUPPORT SERVICEs BUREAU millll
EXPENDITURE BUDGET
w
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 2,574,929 2,831,388 3,605,349 3,164,846 3,385,977 20.4% 2.4%
PROGRAM ACTIVITY
Administrative Services: Provide training and equipment to all department staff, conduct
recruitment process and background investigations, coordinate all department training,
develop departmental policies and procedures, provide the DARE (Drug Abuse Resistance
Education) program throughout the Renton School District, represent the Department on the
City's Human Service Citizen Advisory Committee, write proposals for government grants, r
and coordinate community/police programs and activities.
Two Community Program Coordinators currently identify community needs for crime �lil
prevention, develop and implement community programs, administer the volunteer
program, evaluate proposed construction projects and determine potential impact, install R
and maintain residential and commercial panic alarms, oversee programs such as Block
Watch, Neighborhood Speed Watch, McGruff Safe Houses, Citizen's Academy, Super-Sitter,
and many others.
Staff Services Division: Assist the Operations and Support Bureaus by specializing in specific
activities by accurately recording and disseminating information within the department to
other agencies and the public within the legal limitations of public disclosure and the right-
to-privacy and professionally provide miscellaneous services to the public. The Staff Services
Division is responsible twenty-four hours a day for receiving in-station and telephone inquiries,
responding to police radio requests, referring individuals to appropriate offices and
agencies, maintaining confidential files, transcribing narrated officer tapes, collecting bail
and licensing money, monitoring closed circuit security systems, and is also responsible for
the care, custody, and searches of female prisoners.
Auxiliary Services (Jail and EHD): Protect the public and staff by lawfully providing safety,
security, and general welfare to inmates in a humane and efficient manner by maintaining a
safe, secure and contraband-free jail environment, providing efficient in-house health
screening and necessary medical services, providing earned commissary privileges, and
evaluating and responding to inmate and staff-generated complaints.
�1
lf: oil
�9n
to POLICE
to SUPPORT SERVICES BUREAU
STAFFING LEVELS (Full Time Equivalent Employees — FTE)
to
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
IN Regular 31.0 31.0 35.0 35.0 35.0 12.9% 0.0%
Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part rime 0.0 0.0 0.0 0.0 0.0 N/A N/A
wo Total FTE 31.0 31.0 35.0 35.0 35.0 12.9% 0.0%
1999 ACCOMPLISHMENTS
■ Obtained a grant to implement Mobile Data computers that will allow officers in the
field to transmit information to the New World records systems, as well as make field
inquiries to the State and Federal crime information centers.
■ Completed the construction of the new Jail facility that gives Renton the ability to
expand the jail population without overcrowding individual cells.
■ Increased the effectiveness of Crime Free Multi-Family Housing Training by
coordinating with the Community Patrol Resource Team and district patrol officers.
DIVISION HIGHLIGHT
Department of Justice Grant for Mobile Data Computers of $303,000. This grant provides for
acquisition of fifty (50) mobile data computers (MDC), wireless modems, and infrastructure
that allows software transmission of computer aided dispatch (CAD) data to the MDC. A city
owned VHF frequency has been identified as the source of transmission for all wireless data
communications. We expect attainment of three specific performance measures by using
MDC and the technology described. The performance measures are:
1. Ability of officers to write reports in the field and transmit the reports through
wireless modems from MDC's;
2. Ability of officers to make field inquiries into the New World (Police Department)
record system from MDC's, using wireless modems; and
3. Ability of officers to make field inquiries into State and Federal crime information
centers form the MDC's, using wireless modems.
The City, in anticipation of receiving the above-described Department of Justice grant, has
budgeted a $100,000 match for this program.
r
2000 BUDGET* CITY OF RENTON
w
3-91
POLICE
SUPPORT SERVICES BUREAU
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
• Work in partnership with the Renton School District to address their 4
expanding needs beyond D.A.R.E. and G.R.E.A.T.
■ Complete acceptance testing of all outstanding New World modules. 4
■ Perform a job task analysis within the jail to determine impact of moving to a 4
new jail.
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 1,227,317 1,320,963 1,596,000 1,511,850 1,639,630 18.317o 2.7%
Overtime 60,512 78,838 56,307 110,328 57,152 21.217o 1.5%
Personnel Benefits 358,915 386,424 449,066 439,661 430,272 18.0% -4.2%
Supplies 300,490 305,248 437,305 283,641 382,930 38.6% -12.4%
Other Services&Charges 371,851 346,245 395,552 383,836 466,813 23.217o 18.0%
Intergovernmental Services 253,495 382,836 371,119 429,793 409,180 11.5% 10.3%
Capital Outla2,349 10,834 0 5,737 0 N/A N/A
Operating Total 2,574,929 2,831,388 3,305,349 3,164,846 3,385,977 20.4% 2.4%
CIP 0 0 0 0 0 N/A N/A
Total 2,574,929 2,831,388 3,305,349 3,164,846 3,385,977 20.417o 2.4%
11�
i
r�
1:
rig BUDGET CITY OF •
3-92
POLICE
rr SUPPORT SERVICES BUREAU
2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $2,745,221
rw
1999 CHANGES:
Salaries 60,689
Benefits 22,440
Equipment Rental 7,889
Carryforwards:
DARE Program/Contributions 85,000
101x" DARE Program/Sales 10,328
Jail Commissary Overtime 5,000
Inmate Health & Welfare/Commission 18,000
Increase Contracted Services for Transportation 12,000
Coordinator
Microfilming 10,000
Inmate Medical Contract Increase 9,665
err King County Jail Services 35,000
Additional EHD Coordinator 75,000
Reallocated from the Operations Bureau 14,746
Miscellaneous Increases in WCIC Contract, 13,651
Private Security Overtime, and Quartermaster
Contract
All Other 4,645
1999 BUDGET $3,129,274
2000 CHANGES:
Salaries 40,823
�f1 Benefits -19,317
Salary and Benefit Reallocation Between 180,250
1 Divisions
Jail Services 34,000
All Other 20,947
2000 BUDGET $3,385,977
irr
CJ®R 2000 BUDGET CITY OF RENTON
3-93
POLICE
POSITION LISTING
1997 1998 1999 1999 2000
Grade Title Actual Actual Budget Actual Budget
ADMINISTRATION:
Commissioned Officers:
M43 Police Chief 1.0 1.0 1.0 1.0 1.0
M36 Commander 1.0 1.0 0.0 0.0 0.0
Total Commissioned Officers 2.0 2.0 1.0 1.0 1.0
Non-Commissioned Personnel:
M34 Staff Services Manager 0.0 0.0 1.0 1.0 1.0
Nil Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
PN51 Police Secretary 1.0 1.0 0.0 0.0 0.0
Total Non-Commissioned 2.0 2.0 2.0 2.0 2.0
TOTAL ADMINISTRATION 4.0 4.0 3.0 3.0 3.0
POLICE OPERATIONS BUREAU:
Patrol Operations
Commissioned Officers:
M38 Deputy Chief 1.0 1.0 1.0 1.0 1.0
M36 Commander 1.0 1.0 1.0 1.0 1.0
PC61 Sergeant 6.0 6.0 5.0 5.0 5.0
PC52/59/60 Police Officer-Corporal Assignments 1.0 1.0 1.0 1.0 1.0
PC52/59/60 Police Officer-Patrol 38.0 38.0 41.0 41.0 41.0
PC52/59/60 Police Officer-Bicycle Patrol 4.0 4.0 4.0 4.0 4.0
PC52/59/60 Police Officer-Patrol/Contract 6.0 6.0 0.0 0.0 0.0
Total Commissioned Officers 57.0 57.0 53.0 53.0 53.0
Non-Commissioned Personnel:
PN51 Police Secretary 0.0 0.0 1.0 1.0 1.0
Total Non-Commissioned 0.0 0.0 1.0 1.0 1.0
Total Patrol Operations 57.0 57.0 54.0 54.0 54.0
Patrol Services
Commissioned Officers:
M36 Commander 1.0 1.0 1.0 1.0 1.0
PC61 Sergeant 1.0 1.0 1.0 1.0 1.0
PC52/59/60 Police Officer-Traffic 6.0 6.0 6.0 6.0 6.0
Total Commissioned Officers 8.0 8.0 8.0 8.0 8.0
Non-Commissioned Personnel:
PN50 Traffic Controller 1.2 1.2 1.2 1.2 1.2
Total Non-Commissioned 1.2 1.2 1.2 1.2 1.2
Total Patrol Services 9.2 9.2 9.2 9.2 9.2
Animal Control
Non-Commissioned Personnel:
PN52 Animal Control Officer 1.0 1.0 1.0 1.0 1.0
Total Animal Control 1.0 1.0 1.0 1.0 1.0
Investigation
Commissioned Officers:
M36 Commander 1.0 1.0 1.0 1.0 1.0
PC61 Sergeant 2.0 2.0 2.0 2.0 2.0
PC52/59/60 Police Officer/Detectives 10.0 10.0 11.0 11.0 11.0
PC52/59/60 Police Officer-Gambling Tax Enforcement 1.0 1.0 1.0 1.0 1.0
Total Commissioned Officers 14.0 14.0 15.0 15.0 15.0
000 BUDGET CITY OF •
8yi
3_94
POLICE
POSITION LISTING
1997 1998 1999 1999 2000
Grade Title Actual Actual Budget Actual Budget
Non-Commissioned Personnel:
PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0
Total Non-Commissioned 1.0 1.0 1.0 1.0 1.0
Total Investigation 15.0 15.0 16.0 16.0 16.0
Total Commissioned Officers 79.0 79.0 76.0 76.0 76.0
Total Non-Commissioned Officers 3.2 3.2 4.2 4.2 4.2
TOTAL OPERATIONS BUREAU 82.2 82.2 80.2 80.2 80.2
SUPPORT SERVICES BUREAU:
INS Administrative Services
Commissioned Officers:
M38 Deputy Chief 0.0 0.0 1.0 1.0 1.0
M36 Commander 1.0 1.0 1.0 1.0 1.0
IN PC61 Sergeant 0.0 0.0 1.0 1.0 1.0
PC52/59/60 Police Officer-DARE 2.0 2.0 2.0 2.0 2.0
PC52/59/60 Police Officer-Training 1.0 1.0 1.0 1.0 1.0
an Total Commissioned Officers 4.0 4.0 6.0 6.0 6.0
Non-Commissioned Personnel:
PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0
PN54 Community Program Coordinator 2.0 2.0 2.0 2.0 2.0
do Total Non-Commissioned Personnel 3.0 3.0 3.0 3.0 3.0
Total Administrative Services 7.0 7.0 9.0 9.0 9.0
Staff Services
to Commissioned Officers:
M38 Deputy Chief 1.0 1.0 0.0 0.0 0.0
Total Commissioned Officers 1.0 1.0 0.0 0.0 0.0
Non-Commissioned Personnel:
to M34 Staff Services Manager 1.0 1.0 0.0 0.0 0.0
PN51 Service Specialist Supervisor 1.0 1.0 1.0 1.0 1.0
PN51 Service Specialist Lead 1.0 1.0 1.0 1.0 1.0
1110 PN51 Police Service Specialist/Gambling Tax 1.0 1.0 1.0 1.0 1.0
Enforcement
PN51 Police Service Specialists 8.0 8.0 8.0 8.0 8.0
Total Non-Commissioned 12.0 12.0 11.0 11.0 11.0
Total Staff Services 13.0 13.0 11.0 11.0 11.0
Auxiliary Services(Jail)
Commissioned Officers:
M36 Commander 0.0 0.0 1.0 1.0 1.0
Total Commissioned Officers 0.0 0.0 1.0 1.0 1.0
Non-Commissioned Personnel:
PN52 Jailer Supervisor 1.0 1.0 1.0 1.0 1.0
PN53 Evidence Technician 1.0 1.0 1.0 1.0 1.0
PN52 Jailer 8.0 8.0 10.0 10.0 10.0
Total Non-Commissioned 10.0 10.0 12.0 12.0 12.0
yip Total Auxiliary Services Jail 10.0 10.0 13.0 13.0 13.0
r
err
Z�jzt&W).j 2000 BUDGET* CITY OF RENTON
irr
3-95
POLICE
POSITION LISTING
1997 1998 1999 1999 2000
Grade Title Actual Actual Budget Actual Budget
Auxiliary Services(Electronic Home Detention)
Non-Commissioned Personnel:
PN52 Jailer 1.0 1.0 2.0 2.0 2.0 61111
Total Electronic Home Detention 1.0 1.0 2.0 2.0 2.0
Total Commissioned Officers 5.0 5.0 7.0 7.0 7.0
Total Non-Commissioned Officers 26.0 26.0 28.0 28.0 28.0
TOTAL SUPPORT SERVICES BUREAU 31.0 31.0 35.0 35.0 35.0
TOTAL COMMISSIONED OFFICERS 86.0 86.0 84.0 84.0 84.0
TOTAL NON-COMMISSIONED OFFICERS 31.2 31.2 34.2 34.2 34.2
TOTAL POLICE DEPARTMENT 117.2 117.2 118.2 118.2 118.2
Note: Two officers are not included in the City FTE count, one Task Force officer
and one Training Commission officer.
I
Will
fel err BUDGET CITY OF •
3-96
iwi
Uri
rlr
FIRE
ORGANIZATION
Fire Chief
A.Lee Wheeler
lrr 1
Support Staff nftbl�icrmation
fts 4 PIO)*
1�
Operations Administration/Support
98 Services
13
Suppression Fire Prevention
Haz-Mat Team Code Enforcement Investigations
Dive/Water Plans Review Public Education
Rescue
Urban Search Training
and Rescue
Rope Rescue
EMS Liaison
rlrrl
Emergency
Management
* The individuals that perform this
function are counted in Operations. a:
Emergency Operations
� Center(EOC)
illy
Total Full-Time Equivalent Employees: 116.0
Wr
2000 BUDGET* CITY OF RENTON
-E
lir
3-97
FIRE
THE DEPARTMENT
4
PROGRAM MISSION
The City of Renton Fire Department is dedicated to providing a safe
and healthy environment for its community by: protecting the
community from imminent hazard; providing leadership in the event of
disaster; giving immediate care to the sick and injured, and
preventing injury from fire through community education.
4
DEPARTMENT OVERVIEW
4
Expenditure Comparison
$11,000,000
$8,800,000
$6,600,000 A
$4,400,000
$2,200,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 6,046,570 6,355,112 6,753,494 6,540,900 7,301,391 5.5% 8.1%
Part Time Salaries 3,657 0 0 0 0 N/A N/A
Overtime 511,838 585,525 688,475 691,030 702,466 16.6% 2.0%
Personnel Benefits 1,310,839 1,397,131 1,555,537 1,480,221 1,588,955 9.1% 2.1%
Supplies 157,296 164,425 189,642 161,620 198,636 9.6% 4.7% 44
Other Services&Charges 357,903 423,985 613,482 590,691 709,425 64.4% 15.6%
Intergovernmental Services 117,038 125,446 140,634 111,639 142,040 1.07. 1.0%
Capital Outla12,827 10,611 0 29,013 6,800 -100.0170 100.0%
Operating Total 8,517,968 9,062,235 9,941,264 9,605,114 10,649,713 9.1% 7.1%
CIP 0 0 0 0 0 N/A N/A
Total 8,517,968 9,062,235 9,941,264 9,605,114 10,649,713 9.1% 7.1% A
s
3-98
FIRE
2000
w. CAPITAL IMPROVEMENT PROGRAM CIP Budget
As shown in the CIP and included in the 304 Fund Appropriations Total. 100,000
Total 100,000
DIVISIONS BY FUND NUMBER
The Fire Department includes the operations of the following divisions: General Fund (000):
Administration, Operations, Prevention, Training, and Emergency Management.
ACTIVITY BY DIVISION
Administration provides policy direction for the Fire Department.
Operations is the primary service area for accomplishing the mission of protecting life and
property from the effects of fire and hazardous materials, rescue, and life support services.
This section includes: Fire Suppression, Facilities, Hazardous Materials Team, Dive Rescue, and
Emergency Medical Services (EMS).
Prevention is responsible for code enforcement, fire investigations, plan reviews, fire code
` inspections, hazardous materials inspections, and community public education.
Training coordinates the Department's training programs, firefighter training objectives, EMT
(Emergency Medical Technician) training, driver's training, and specialized training areas.
Emergency Management/Safety is responsible for the community's emergency response
plan and Department safety.
MAJOR DEPARTMENT CHANGES
1999:
Three Additional Firefighters ($162,400-All Divisions)
To be hired after April 1, 1999. The increase in firefighters will restore the service level in
the downtown core area and will allow the increased use of an aid car at
Fire Station 11. This includes costs for salaries, benefits and other expenditures.
wr
oil
irr
3-99
FIRE
■ Inspector Overtime ($27,000-Prevention)
The need for inspection overtime has increased in the Fire Prevention Bureau due to
increased demand across all functional areas including: plan review, code
enforcement, fire investigations, public education, and administration. A significant
increase in construction activity in the City has greatly impacted both the plan review
and code enforcement areas. Plan review must examine all construction plans to
ensure that building design meets all Uniform Fire Code requirements. Following the
completion of construction, the new building is added to the annual fire inspection
roster for code enforcement and inspection. This increase will help ensure that the
Division maintains its high level of service.
■ Dive Team Overtime ($22,300-Operations)
This is necessary to certify the team to all levels required by the National Standards for
Rescue Divers and standards set by the Renton Fire Department Diving Control Board.
Dive team certification is essential to respond to emergency situations and meet
contractual obligations with other jurisdictions.
■ Burn Prop Maintenance ($29,400-Training)
Covers operational costs for the burn props at Fire Station 14. By operating these
important burn props, the City will no longer need to locate structures within the
community to meet mandated training requirements. Also,fire personnel will be able to
train on site. Operating the burn props will allow 100 percent of firefighters to be
trained, meet Washington State Vertical Standards with annual live fire training, and
enhance service to City residents.
■ Equipment Rental ($198,300-All Divisions)
Previous to 1999, departments were not allocated sufficient funding to cover monthly ad
equipment replacement and maintenance charges. This has been remedied resulting
in significant budget increases.
• Emergency Management ($4,000-Emergency Management)
Increase for equipment, training and supplies in order to increase service levels due to a
growth in City services and programs. The City would be better prepared to respond,
administer, and recover from an event requiring the activation of the Emergency
Operations Center. In the event of weather-related or seismic disaster, fire personnel
would be trained to respond to emergency situations. In addition, the City will be able
to recover costs from the Federal Emergency Management Agency (FEMA).
2000:
■ Two Additional Firelighters ($140,500-All Divisions)
The increase in firefighters will restore the service level in the downtown core area and
will allow the increased use of an aid car at Fire Station 11. This includes costs for
salaries, benefits and other expenditures.
■ Additional Fire Inspector ($90,000-All Divisions)
Increased workload due to construction is the main driver of this request. This position
will also assist the arson investigation team. These services will allow the City to enjoy
both a lower fire insurance rating as well as a strong reputation for effective fire
protection.
2000 BUDGET CITY OF RENTONl nn
W FIRE
■ Equipment and Equipment Rental ($85,850-Operations)
One Ladder Truck ($750,000/Fire Mitigation Fund) and one Aid Unit ($160,000/Equipment
.. Rental Fund) are planned for replacement in 2000. As Aid Units are replaced using
Equipment Rental Fund money a monthly replacement charge is applied to the Fire
Department. Aid Units purchased in 1999 and 2000 have caused the Fire Department's
equipment rental budget to increase.
■ Disaster Overtime ($25,000- Previously Operations)
irr
This funding can now be found in the Non-Departmental section of the General fund.
■ Salary and Benefit Reallocations ($0-All Divisions)
The net effect of these reallocations is zero. These adjustments resulted from positions
shifting between divisions in 1999 and 2000. See the FTE listing at the end of the Fire
section for details. The significant change resulted from a decrease of a battalion chief
in Emergency Management and an increase of a battalion chief in Training.
EXPENDITURE BUDGET BY DIVISION
1997 1998 1999 1999 2000 %Chg %Chg
Divisions Actual Actual Budget Actual Budget 98-99 99-2000
Administration 715,593 749,871 816,229 782,464 824,342 6.1% 1.070
Operations:
Suppression 6,810,976 7,256,785 7,961,891 7,647,046 8,557,379 9.5% 7.5%
Facilities 50,058 51,874 53,774 66,214 54,311 1.01yo 1.0%
Haz-Mat Response 9,511 17,665 12,211 9,807 12,333 -28.5% 1.0%
Dive Team 8,947 13,857 13,231 12,947 23,429 1.0% 77.1%
EMS Life Support 46,179 40,302 50,386 51,873 50,890 1.017o 1.0%
rrr
Subtotal 6,925,671 7,380,483 8,091,493 7,787,887 8,698,342 9.2% 7.5%
Fire Prevention 594,180 629,313 667,351 658,426 752,270 6.6% 12.7%
Training 185,138 274,016 251,282 362,214 355,925 67.9% 2.417o
an Emergency Mngmt/Safety 97,386 28,552 114,909 14,123 18,834 -81.3%
0.4%
Operating Total 8,517,968 9,062,235 9,941,264 9,605,114 10,649,713 9.1% 7.1%
air CIP 0 0 0 0 0 N/A N/A
Total 8,517,968 9,062,235 9,941,264 9,605,114 10,649,713 9.1% 7.1%
W STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees- FTE)
1997 1998 1999 1999 2000 %Chg %Chg
60 Division/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Administration 5.0 5.0 5.0 5.0 5.0 0.0% 0.0%
Operations 90.1 93.0 96.0 96.0 98.0 3.2% 2.1%
60 Fire Prevention 9.0 9.0 9.0 9.0 10.0 0.070 11.1%
Training 2.0 2.0 3.0 3.0 3.0 50.017c 0.01fo
-EmergencyManagement 1.0 1.0 0.0 0.0 0.0 -100.0% 0.0%
err JTotal HE 107.0 110.0 113.0 113.0 116.0 2.7% 2.717.
oil • •
f1r
3-101
FIRE
ADMINISTRATION
PROGRAM MISSION
Provide management and direction for the City of Renton Fire
Department and assist the City in meeting its mission to maintain a
safe environment for the citizens of Renton.
DIVISION OVERVIEW
Expenditure Comparison
$1,000,000
$800,000 -
$600,000
$400,000
$200,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 715,593 749,871 816,229 782,464 824,342 6.1% 1.0%
PROGRAM ACTIVITY
Fire Administration provides staff support to all divisions of the
Department. Activities include personnel administration, payroll,
budget management, shift scheduling, policy development,
apparatus maintenance, long-range and short-range planning,
inter/intragovernmental relations, and facilities oversight.
_,C! , 000 -
aim
'. FI RE
ADMINISTRATION
STAFFING LEVELS (Full Time Equivalent Employees - FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff T e/FrE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 5.0 5.0 5.0 5.0 5.0 0.017o 0.0%
+rr Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 5.0 5.0 5.0 5.0 5.0 0.070 0.0%
1999 ACCOMPLISHMENTS
■ Hired six firefighters. Three position openings were due to retirements and three are
new firefighter positions.
Reviewed all Department policies and rewrote those policies that needed updating.
■ Continued working toward purchase of land for Station 15.
■ Purchased three medium-duty chassis aid cars, and one pumper engine. The new aid
cars are considerably more durable than the aid cars previously used by the
Department.
■ Updated all department software programs to ensure Y2K readiness.
DIVISION HIGHLIGHT
During the year, Fire Administration was busy with Y2K issues. The division planned for
reactions to New Year's eve emergencies and set up programs to prepare the public in the
event of power failures, food shortages, etc. We also developed a new suppression-
scheduling program, which will be a work in progress. All the preplanning and work made
the Y2K transition very smooth. Through a labor-intensive process, we also reviewed and
updated our Civil Service Rules and Regulations to reflect our operation in the new
millennium.
2000 OBJECTIVES AS RELATED GOAL#
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ Complete purchase of land for Fire Station 15. Locate site for possible 1,2,3,4,5
relocation of Fire Station 12.
■ Hire two firefighters to improve response time and one additional inspector. 1,2,3,4,5
■ Purchase one 95-foot aerial platform, two pumper engines and one 1,2,3,4,5
medium-duty chassis aid car.
■ Maintain service levels and response times in newly annexed areas. 2,3,4,5
■ Obtain a consultant to assist with the evaluation, selection and installation of 4
new Fire Department Records Management software.
.t
3-103
FIRE
ADMINISTRATION
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 333,439 340,093 361,353 351,822 366,755 4.5% 1.5%
Part Time Salaries 576 0 0 0 0 N/A N/A
Overtime 0 1,279 0 1,952 0 N/A N/A
Personnel Benefits 190,944 213,212 215,046 209,506 211,296 1.6% -1.7%
Supplies 3,408 4,677 7,937 10,846 9,437 144.217o 18.9%
Other Services&Charges 70,188 65,163 91,259 87,826 94,814 32.1% 3.9%
Intergovernmental Services 117,038 125,447 140,634 111,639 142,040 1.0170 1.017o
Capital Outla0 0 0 8,873 0 N/A N/A
Operating Total 715,593 749,871 816,229 782,464 824,342 6.1% 1.0%
CIP 0 0 0 0 0 N/A N/A
Grand Total 715,593 749,871 816,229 782,464 824,342 6.1% 1.0%
2000 FUNDING DECISIONS
1995 ADOPTED BUDGET: $769,044
1999 CHANGES:
Salaries 15,572
Benefits 3,366
Equipment Rental 8,906
Reallocations within Fire Divisions 15,814
Physical Examinations for three New Firefighters 1,545
All Other 1,982
1999 BUDGET $816,229
2000 CHANGES:
Salaries 5,402
Benefits -3,750
Physical Exams for Two New Firefighters 1,000
Phone Costs for New Inspector 220
All Other 5,241
2000 BUDGET $824,342
2000 BUDGET CITY OF RENTON
9_lnd
r
IF FIRE`
W OPERATIONS
M
PROGRAM MISSION
Provide protection of life and property from the effects of fire, render
medical assistance to individuals, and respond to hazardous material
and dive related incidents when necessary.
DIVISION OVERVIEW
Expenditure Comparison
$10,000,000
$8,000,000
+ $6,000,000
$4,000,000
$2,000,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 6,925,671 7,380,483 8,091,493 7,787,887 8,698.342 9.2% 7.5%
rW. PROGRAM ACTIVITY
The following are the five sections in the Operations division:
Suppression personnel work 24-hour shifts on a three-platoon system.
A battalion chief commands each platoon. There are 33 personnel in
two companies and 32 in the third company, with a minimum of 21
personnel on duty each day. There are five staffed engine
companies, two staffed life support units, and one staffed aerial
ladder truck available to the City of Renton and King County Fire
District No. 25.
Facilities provides the needed operating supplies; small
tools/appliances; and repairs and maintenance for all fire stations,
four City stations, and one King County Fire District Station No. 25.
: • 2000 BUDGET& CITY OF RENTON
3-105
FIRE
OPERATIONS
SUPPRESSION, FACILITIES, HAZMAT, DIVE RESCUE, EMS LIFE SUPPORT
The Hazardous Material Response Team is comprised of approximately 30 individuals, both
officers and firefighters, who receive additional training in first response skills. The team works
with the SARA Title III facilities to develop and exercise their emergency response plans on an
annual basis. Will
The Dive Rescue Team is made up of 18 members, both officers and firefighters, who receive
additional training and are available for water-related emergencies. The Dive Team trains
year-round in underwater search and recovery, river rescue, and other water support
functions.
Emergency Medical Services. All firefighters in the Fire Department are required to be
Emergency Medical Technician Certified and 95 percent have received their DeFib
certification. The Department response time standard for an EMS response is 4.0 minutes.
STAFFING LEVELS (Full Time Equivalent Employees — FTE)
x
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 90.0 93.0 96.0 96.0 98.0 3.2% 2.1%
Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 90.0 93.0 96.0 96.0 98.0 3.2% 2.1%
1999 ACCOMPLISHMENTS
■ Met all required training and drill standards for firefighting, emergency medical
technician services, defribillation functions, and driving.
■ The additional overtime budget approved for 1999 allowed the Water Rescue Team
to meet all certifications and performance standards necessary to maintain the
interlocal agreement with Bellevue for dive services.
■ Removed the last underground fuel tank located at Fire Station 13.
■ Purchased two Lifepak 300 semi-automatic defibrillators. Now all first run apparatus
are equipped with this life-saving equipment.
DIVISION HIGHLIGHT
The following graph illustrates the actual number of Fire Department responses recorded
from 1996 through 1999, and the response forecast for 2000. With the City's effective fire q
training programs, fire personnel are better equipped to respond to various types of 11116
emergencies, thereby better serving the community. The following graph illustrates two
types of emergency responses: non-fire related responses and fire related responses. Fire
000 BUDGET- CITY OF RENTON
3-106
FIRE
OPERATIONS
SUPPRESSION, FACILITIES, HAZMAT, DIVE RESCUE, EMS LIFE SUPPORT
., related responses include building fires, vehicle fires, and other types of fires. Non-fire related
responses include life support, hazardous material, service calls, false alarms, overpressure
ruptures, and good intent. The number of fire related and non-fire related responses
declined in 1999 from 1998. This reduction is due to fewer calls for building fires, hazardous
material, and other miscellaneous service calls. However, in 1999 emergency responses
increased for good intent, false alarms, and natural disasters - as compared to 1998.
Emergency medical responses declined for the first time in a decade in 1999. Some of the
reduction can be attributed to our new Fall Prevention Program for the elderly. Because of
Renton's increasing population and the healthy local economy, overall emergency
responses are expected to increase in 2000. Also during 1999, we were able to hire three
additional firefighters to help up or staffing levels.
FIRE DEPARTMENT EMERGENCY RESPONSES
■Fire Related Responses
8 500
8
0 ■Non-Fire Related Responses
N p,0/y00
y�
a
v 7,500
c 7.000
6,500-
z 6,000
1996 1997 1998 1999 2000
�r
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ Continue education on Marine Rescue Vehicle and pursue interlocal 3,4,5
agreements with Kent and Tukwila in exchange for special team services.
■ Maintain acceptable response time standards. 1,2,3,4,5
■ Ensure HazMat team members complete required classroom and 3,4,5
manipulative skills training; work with the City of Kent's Hazardous Material
Team, and continue to work with the regional Hazardous Material Team
concept.
■ Recertify 11 EMT's with the county and state, and maintain EMS training to 1,2,3,4,5
exceed King County standards.
■ Continue to refine the Pre-Fire Plan Book for Fire Station 14's response area. 3,4
A2000 BUDGET CITY OF RENTON
rr
3-107
FIRE
OPERATIONS
SUPPRESSION, FACILITIES, HAZMAT, DIVE RESCUE, EMS LIFE SUPPORT
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 5,067,889 5,343,443 5,689,509 5,487,332 6,176,807 5.7% 8.6%
Overtime 494,822 549,864 635,116 619,759 629,024 11.9% -1.0%
Personnel Benefits 976,400 1,033,028 1,180,327 1,110,891 1,211,156 11.1% 2.6%
Supplies 134,175 138,649 162,441 128,462 169,504 9.9% 4.3%
Other Services&Charges 242,015 304,889 424,100 421,303 511,851 74.5% 20.7%
Capital Outla10,370 10,610 0 20,140 0 -100.0% N/A
OperatingOperafing Total 6,925,671 7,380,483 8,091,493 7,787,887 8,698,342 9.2% 7.5%
CIP 0 0 0 0 0 N/A N/A
Total 6,925,671 7,380,483 8,091,493 7,787,887 8,698,342 9.2% 7.5%
2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $7,407,251
�1►
1999 CHANGES:
Salaries 236,295
Benefits 89,596
Capital Outlays -5,000 rill
Equipment Rental 184,487
Three additional Firefighters 154,076
Increase to Dive Team Overtime 22,300
All Other 2,488
1999 BUDGET $8,091,493
2000 CHANGES:
Salaries 401,906
Benefits 6,029
Equipment Rental 85,850
Disaster Overtime moved to General Fund, -25,000
Non-Departmental
Two additional Firefighters 135,000 Will
All Other 3,064
2000 BUDGET $8,698,342
CBUDGET CITY OF RENTON ML;R ���
-
3-108
w■
Ir FIRE
PREVENTION
rr
PROGRAM MISSION
Provide a fire-safe environment for the community through services
such as annual Uniform Fire Code business occupancy inspections,
construction plan reviews and field tests, public education, fire
investigations, hazardous materials monitoring and enforcement,
legislation adoption and administration.
w
DIVISION OVERVIEW
wa
Expenditure Comparison
as $800,000
$640,000
$480,000
10 $320,000
$160,000
$0
w 1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
00
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 594,180 629,313 667,351 658,426 752,270 6.6`& 12.7%
PROGRAM ACTIVITY
Conduct annual business occupancy fire code inspections and re-
inspections of over 1,870 businesses, review over 660 commercial plans
a year and conduct field inspections to ensure compliance with the
Uniform Fire Code. The Bureau readjusted the fire code inspection
workload, placing added emphasis on public education. One Fire
Code Inspector has assumed total responsibility to expand this
program. A fire investigation is conducted on fires with a dollar loss of
more than $10,000 or fires of a suspicious nature. The Hazardous
Materials Program conducts annual fire code inspections of businesses
that contain hazardous substances. In addition, within this activity,
000 BUDGET e CITY OF RENTON
'F•h..1a)
aw
3-109
FIRE
PREVENTION
plans are reviewed and field tests conducted of hazardous material systems. SARA III
requirements are monitored, training for the Department and businesses regarding proper
handling, storage, identification and use of hazardous materials is provided. The Bureau
maintains accounting records for Uniform Fire Code permits, re-inspections, fireworks stands,
plan review, construction permitting, and construction re-inspection fees.
STAFFING LEVELS (Full Time Equivalent Employees — FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 9.0 9.0 9.0 9.0 10.0 0.0% 11.1%
Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part Time 0.1 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 9.1 9.0 9.0 9.0 10.0 0.0% 11.1%
1999 ACCOMPLISHMENTS
■ Reviewed 119 pre-application plans and 492 fire protection construction plans. In
addition, performed 579 subsequent field inspections. Considerable effort was
expended to ensure timely service for the development community.
■ Created and distributed 2,000 "Emergency Medical Information Sheets" to senior
citizens throughout Renton.
■ Reviewed 118 hazardous materials construction plans and completed 215 subsequent
field inspections. Also, completed 72 hazardous materials Uniform Fire Code
inspections and 70 subsequent re-inspections.
■ Investigated 39 fires that met arson investigation guidelines.
■ Adopted the 1997 Uniform Fire Code and completed a total of 2,021 Uniform Fire
Code compliance inspections and found 2,384 infractions. These infractions required
1,021 re-inspections to resolve. The inspections covered all commercial occupancies.
DIVISION HIGHLIGHT
Each year personnel work closely with the community and Renton School District to provide
a variety of educational programs on fire prevention. Fire setting intervention, school,
residential and business programs are provided, as well as station tours and participation in
community events. The graph illustrates that with the exception of 1998, the number of
educational programs in 1996 and 1997 remained relatively high. The decline in programs
during 1998 was attributed to a reduction in the number of school programs offered due to
scheduling difficulties. To rectify this problem, the Fire Department will schedule school
programs during the spring rather than the fall. During 2000, the number of educational
programs on fire prevention is forecasted to increase and exceed 1998 and 1999 levels.
000 BUDGET* CITY OF RENTON
w
3-110
4W FIRE
.r•
PREVENTION
w, FIRE DEPARTMENT
EDUCATIONAL PROGRAMS
iMr N 180
2 160
140 ■Educational Programs
rn
0 120 -
100 -
0
201000 80
.0 60
E 40
Z 20
0 -
1996 1997 1998 1999 2000
�1r
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ Continue to maintain timely service across all areas of Fire Prevention in a 1,2,3,4
climate of increasing commercial and residential growth and consequent
demand for services.
■ Complete all Uniform Fire Code and hazardous materials compliance 2,3,4
inspections.
WA ■ Hire one additional full-time position to assist in code enforcement and arson 1,2,3,4
investigation.
■ Maintain current quality of Fire Prevention Public Education programs while 3,4
responding to increasing demand.
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 428,138 449,388 468,630 466,764 512,685 4.0% 9.417.
Part Time Salaries 3,081 0 0 0 0 N/A N/A
Overtime 10,787 15,357 37,912 34,310 57,801 261.3% 52.5%
Personnel Benefits 109,291 115,841 121,221 118,256 128,409 5.7% 5.9%
Supplies 9,179 13,749 8,831 6,680 9,159 -24.3% 3.7%
Other Services 8.Charges 33,704 34,978 30,757 32,416 37,416 -20.3% 21.7%
Capital Outla0 0 0 0 6,800 N/A N/A
Operating Total 594,180 629,313 667,351 658,426 752,270 6.6% 12.7%
CIP 0 0 0 0 0 N/A N/A
Total 594,180 629,313 667,351 658,426 752,270 6.6% 12.7%
as
off
rrr
3-111
FIRE
k;
PREVENTION
2000 FUNDING DECISIONS
Id
1998 ADOPTED BUDGET: $626,135
f
1999 CHANGES:
Salaries 18,381 +
Benefits 6,514
Equipment Rental 4,878
Inspector Overtime 27,000
Reallocations with Fire Divisions -15,814
All Other 257
1999 BUDGET $667,351
2000 CHANGES:
Salaries 7,574
Benefits -7,542
Additional Fire Inspector 89,780
All Other -4,893
2000 BUDGET $752,270
it
d
1
000 BUDGET CITY OF RENTON
3-112
r.
Ir FIRE
TRAINING
w
PROGRAM MISSION
The Training Division coordinates, tracks, and updates existing
programs and develops new training programs for the ongoing
training and certification of Department members.
DIVISION OVERVIEW
Expenditure Comparison
�r
$400,000
$320,000
$240,000
$160,000 -
$80,000
rr $0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
to Total Appropriation 185,138 274,016 347,434 362,214 355,925 67,9% 2.4%
PROGRAM ACTIVITY
Provide the training required for certification of suppression personnel,
including the training of new recruits and annual recurrent training of
regular uniformed personnel. Participate and monitor the Joint
Apprenticeship Training Committee's activities. Oversee the
continuing education program for EMT and EMT-DeFib certification.
Provide public information officer support to fire commanders.
Provide EMS liaison to the King County EMS system and private
ambulance companies. Oversee the personal protective equipment
inventory and control system, to include evaluation of new equipment
that will provide a higher level of protection at a reasonable cost.
irr
2000 BUDGET CITY OF RENTON
irr
3-113
FIRE
F
TRAINING
STAFFING LEVELS (Full Time Equivalent Employees — FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 2.0 2.0 3.0 3.0 3.0 50.0% 0.0%
Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 2.0 2.0 3.0 3.0 3.0 50.0% 0.0%
1999 ACCOMPLISHMENTS
■ Shared training with Bellevue, Kent, and Tukwila in special operations.
■ Developed and staged a Multiple Casualty Incident disaster drill for personnel on all
three shifts.
■ Conducted Incident Management System training on a continuing basis. -
■ Worked with the Respiratory Protection Program to develop a Rescue Kit for civilians
and firefighters trapped in hazardous atmospheres. This kit is carried on the ladder
truck and the Battalion Chief's vehicle.
■ Implemented a multi-company evaluation program that measures Battalion Chief,
company officer and firefighter performance in real time live fire scenarios using the Pi
Training Tower at Station 14.
DIVISION HIGHLIGHT
This Division continues to be a driving force in providing the necessary steps to ensure all
department personnel are well educated and informed in all aspects of their jobs.
Issues in 1999 involved new federal and state-mandated standards in Firefighter Respiratory
Protection, Safety on the Fire ground, Physical Fitness and new equipment. WTO and Y2K
provided emphasis on emergency preparedness. This Division has taken an aggressive stand
in each of these areas.
An increase in joint training with other jurisdictions has proven to be an extremely efficient
way of doing business. Increases in the utilization of the training facility have and will Ild
continue to provide this department with the opportunities to realize a shared cost with other
jurisdictions. This translates to an increase in quality, productivity and a level of service our
community has come to expect.
Training utilization areas are included in the following graph. These areas include, Live-Fire
Training, Rapid Extrication of lost or trapped personnel, Multi-Jurisdictional Incidents, EMS
emergencies, Confined Space, Rope Rescue, Zone 3 Drills, Police Tactical Incidents, and
Drivers Training. The forecasts for 2000 and 2001 are based on current trends.
000 BUDGET CITY OF RENTON
3-114
as FIRE
No TRAINING
ANNUAL TRAINING DRILL COMPARISON
100 -
80 -
60 -
40 -
20 -
0
00806040200 A!Jt
1998 1999 2000 2001
err
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
+ ■ Develop and conduct Rapid Intervention Team training to conform with 1,2,3,4
state law.
■ Develop comprehensive fire officer training requirements. 3,4,5
■ Continue Incident Management System training. 3,4,5
■ Increase the Internet based training avenues available. 3,4
■ Update the Training Department manual and make it available on disk. 3,4
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 137,903 201,379 234,002 234,982 245,144 64.0% 4.8%
rrr Overtime 6,229 19,024 12,947 35,009 13,141 4.017o 1.5%
Personnel Benefits 24,360 32,527 38,943 41,568 38,094 4.6% -2.2%
Supplies 5,247 5,156 5,454 9,327 5,508 1.017o 1.0170
rrr Other Services&Charges 11,399 15,930 56,088 41,328 54,038 183.9% -3.7%
Operating Total 185,138 274,016 347,434 362,214 355,925 67.9% 2.4%
CIP 0 0 0 0 0 N/A N/A
Total 185,138 274,016 347,434 362,214 355,925 67.9% 2.47o
2000 OF •
trr
3-115
FIRE
TRAINING
2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $206,883
1999 CHANGES:
Salaries 6,171
Benefits 1,841
Burn Prop Maintenance 29,385
Memberships & Publications for three New 6,750
Firefighters
All Other 252
1999 BUDGET $251,282
2000 CHANGES:
Salaries 10,056
Benefits -1,408
Battalion Chief Costs transferred from another 97,991
Division
Memberships & Publications for two New 4,500 Will
Firefighters
All Other -6,496
2000 BUDGET $355,925
ii
2000 BUDGET CITY OF RENTON
No
3-116
i`
FIRE
PLEMERGENCY MANAGEMENT
�r.
PROGRAM MISSION
Provide direction and control over the City's activities that are
essential to saving lives, protecting property, maintaining order, and
restoring City services before, during, and after a major emergency.
DIVISION OVERVIEW
Expenditure Comparison
it
$125,000
$100,000
■r $75,000
$50,000
$25,000
nrr $0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
ow Total Appropriation 97,386 28,552 18,757 14,123 18,834 -81.37o 0.4%
PROGRAM ACTIVITY
Provide training and exercises designed to promote emergency
preparedness and to test and evaluate our Emergency Operations
Plan, procedures, and facilities. Coordinate vital agencies and
resources into a program of disaster preparedness, response, and
recovery.
000 BUDGET CITY OF RENTON
w.
3-117
n,•;
FIRE
EMERGENCY MANAGEMENT
STAFFING LEVELS (Full Time Equivalent Employees — FTE)
I
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 1.0 1.0 0.0 0.0 0.0 -100.0% N/A
Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part rime 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 1.0 1.0 0.0 0.0 0.0 -100.0% N/A
1999 ACCOMPLISHMENTS
■ Received final payment on the disaster assistance request from the 1996 flood.
■ Received a grant from the State of Washington Department of Emergency
Management. Grant monies were used to rewrite the City's Emergency Response
Plan and for the exercise design for the September City Staff disaster exercise.
• The EOC Team expanded its educational program, due to the substantial increase in
citizen demand for classes on Y2K and Disaster Preparedness.
■ Additional disaster supplies were purchased and stockpiled for City staff in the event
of a disaster. Supplies are stored at all City fire stations.
■ The EOC Team rewrote the City's Emergency Response Plan, which was presented to
the City Council in August. viii
DIVISION HIGHLIGHT
In 1999, the Emergency Operations Team applied for and received a grant to enhance the
City's Emergency Operations Center (EOC). During the spring, a class was given to City
employees on the Incident Command System, to include their responsibility and role in
managing resources in the event of a disaster. The Emergency Response Plan was
completely rewritten and approved by the City Council. Emergency support functions
identified in the plan will be enhanced in 2000. A Desk Manual and Resource Guide for the
EOC was developed and will be revised and implemented before 2001. A Citywide exercise
was conducted in September, which prepared the participants for many of the problems
anticipated by Y2K. Ongoing training of City residents was also an identified priority. A
program started by the EOC Team to bring disaster preparedness to the schools has
developed into a full-time commitment. The school district has been extremely receptive,
and is planning greater involvement in the future. A storage container was purchased and
placed at Station 14. This will be used to store additional food and water for Fire Department
personnel if an actual emergency occurs. The EOC Team's emphasis on better preparing
the community in the event of a disaster has given Emergency Management a chance to
better serve the community.
3-118
im FIRE
to EMERGENCY MANAGEMENT
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ Expand number of disaster preparedness classes available to the 1,2,3,4,5
community.
■ Provide City Department heads and staff with additional disaster 3,4
preparedness training.
■ Conduct a City staff exercise in 2000. 3
■ Complete the City departmental appendices to the City's Emergency 1,2,3,4,5
r Response Plan.
■ Become more involved regionally in King County Disaster Preparedness. 1,2,3,4,5
rr
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Ob ect Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 79,201 20,809 0 0 0 -100.0% N/A
Overtime 0 0 2,500 0 2,500 100.0% 0.070
Personnel Benefits 9,844 2,524 0 0 0 -100.070 N/A
Supplies 5,287 2,194 4,979 6,305 5,028 1.070 1.07.
Other Services&Charges 597 3,025 11,278 7,818 11,306 310.1% 0.2%
Capital Outla2,457 0 0 0 0 N/A N/A
ft Operating Total 97,386 28,552 18,757 14,123 18,834 -81.317o 0.417o
CIP 0 0 0 0 0 N/A N/A
Total 97,386 28,552 18,757 14,123 18,834 -81.3% 0.4%
�r
2000 BUDGET CITY OF RENTON
Ins
�s
3-119
FIRE
EMERGENCY MANAGEMENT
2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $100,274
1999 CHANGES:
Salaries 3,281
Benefits 277
Emergency Management 11,000
All Other 77_
1999 BUDGET $114,909
2000 CHANGES:
Salaries 1,280
Benefits 559
Battalion Chief Costs transferred to another -97,991
Division
All Other 77]
2000 BUDGET $18,834
SII
2000 BUDGET CITY OF RENTON
3-120
ft FIRE
to POSITION LISTING
1997 1998 1999 1999 2000
Grade Title Actual Actual Budget Actual Budget
+rr
Administration:
Commissioned Officers:
M43 Fire Chief( Non-Union Salary Matrix) 1.0 1.0 1.0 1.0 1.0
F74 Deputy Chief(Operations) 1.0 1.0 1.0 1.0 1.0
F74 Deputy Chief(Administrative &Support 0.0 0.0 1.0 1.0 1.0
Services,
Emergency Management)
F73 Battalion Chief(Support Services 1.0 1.0 0.0 0.0 0.0
Total Commissioned Officers 3.0 3.0 3.0 3.0 3.0
Non-Commissioned Personnel
N 1 1 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
m A07 Data Base Systems Technician 0.0 0.0 1.0 1.0 1.0
A05 Office Assistant III 1.0 1.0 0.0 0.0 0.0
Total Non-Commissioned 2.0 2.0 2.0 2.0 2.0
TOTAL ADMINISTRATION 5.0 5.0 5.0 5.0 5.0
Operations:
(Suppression, Facilities, HazMat,
Dive Team, EMS/Life Support)
Commissioned Officers:
F73 Battalion Chief(Shift Commander) 3.0 3.0 3.0 3.0 3.0
F72 Captain 5.0 5.0 5.0 5.0 5.0
F71 Lieutenant 10.0 13.0 13.0 13.0 13.0
F70 Firefighter 72.0 72.0 75.0 75.0 77.0
TOTAL OPERATIONS 90.0 93.0 96.0 96.0 98.0
Fire Prevention:
10 Commissioned Officers:
F74 Deputy Chief (Fire Marshall) 1.0 1.0 0.0 0.0 0.0
F73 Battalion Chief Fire Marshal 0.0 0.0 1.0 1.0 1.0
Ift Total Commissioned Officers 1.0 1.0 1.0 1.0 1.0
Non-Commissioned Personnel:
M23 Assistant Fire Marshall 1.0 1.0 1.0 1.0 1.0
60 A20 Hazardous Materials Specialist 1.0 1.0 1.0 1.0 1.0
A20 Fire Inspector III 1.0 1.0 1.0 1.0 2.0
A20 Fire Plan Reviewer 1.0 1.0 1.0 1.0 1.0
r A18 Fire Inspector II 2.0 2.0 2.0 2.0 1.0
A16 Fire Inspector 1 0.0 0.0 0.0 0.0 1.0
+r
A09 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0
A03 Office Assistant II 1.0 1.0 1.0 1.0 1.0
Regular Non-Commissioned 8.0 8.0 8.0 8.0 9.0
it Total Regular Staffing 9.0 9.0 9.0 9.0 10.0
Intermittent Part-Time 0.1 0.0 0.0 0.0 0.0
TOTAL FIRE PREVENTION 9.1 9.0 9.0 9.0 10.0
2000 BUDGET CITY OF RENTON
3-121
x
FIRE
POSITION LISTING
1999
1997 1998 1999 Estimated 2000
Grade Title Actual Actual Budget Actual Budget
Training:
Commissioned officers:
F73 Battalion Chief (Training) 0.0 0.0 1.0 1.0 1.0
F72 Captain 1.0 1.0 1.0 1.0 1.0
F71 Lieutenant 1.0 1.0 1.0 1.0 1.0
TOTAL TRAINING 2.0 2.0 3.0 3.0 3.0
Fire Emergency Management:
Commissioned Officers:
F73 Battalion Chief(Safety) 1.0 1.0 0.0 0.0 0.0
TOTAL FIRE EMERGENCY MANAGEMENT 1.0 1.0 0.0 0.0 0.0
TOTAL COMMISSONED OFFICERS 97.0 100.0 103.0 103.0 105.0
TOTAL NON-COMMISSIONED OFFICERS 10.0 10.0 10.0 10.0 11.0
TOTAL INTERMITTENT PART TIME 0.1 0.0 0.0 0.0 0.0
TOTAL FIRE DEPARTMENT 107.1 110.0 113.0 113.0 116.0
s'
r
3-122
F�
FIRE
FIRE APPARATUS
tr
Year Scheduled for
Purchased Replacement
Station 11:
Pumper 1998 2013
Ladder 1992 2000
Aid Car 1992 2000
Backup Pumper 1989 2004
Backup Ladder - -
Backup Aid Car 1989 2002
Station 12:
Pumper 1999 2014
Ladder - -
Aid Car 1999 2014
Backup Pumper 1989 2004
Dive Rig 1999 2007
Dive Boat 1999 2007
Station 13:
Pumper 1999* 2014
Ladder - -
Aid Car 1999 2014
Backup Pumper 1996 2011
Backup Ladder - -
Backup Aid Car 1987 2002
Station 14:
Pumper 1999* 2014
Ladder - -
Aid Car 1999 2014
Backup Pumper 1996 2011
Backup Ladder - -
Backup Aid Car - -
2000 BUDGET CITY OF RENTON
3-123
FIRE`
FIRE APPARATUS
Year Scheduled for
Purchased Replacement
Station 16 — Owned by District 25
Pumper 1996 2011
Ladder - -
Aid Car 1991 2000
Backup Pumper 1987 2002
Backup Ladder - -
Backup Aid Car
Note: To date all vehicles have been purchased new.
Total Number Dive Rig & Boat
First Line
Pumpers 5 2
Ladders 1
Aid Cars 5
Total First Line Apparatus 11 2
Backup
Pumpers 5
Ladders 0
Aid Cars 2
Total Backup Apparatus 7
Grand Total 20 2
* Ordered in 1999, but due to the manufacturer delivery and payment have
been postponed until 2000.
r 000 BUDGET CITY OF RENTON -
3-124
im
IN
it
Communify krwesI�
err
rr
rr
�r
40 F�
COMMUNITY SERVICES
4w ORGANIZATION
so
tr
Administrator
James E.Shepherd
>r� 1
Administrative Division Directors/
Support Managers
4.2 5
Facilities Parks Recreation Human Library Capital
23.0 53.7 51.5 Services 23.5 Improvement
6.1 Projects
0
to Park Board Park Board Human Services Library Board
Advisory
Committee
to Parks Recreation Efflock
ity Renton
Maintenance Servkes ent Historical
nts Museum
Maplewood Renton
Golf Course Communit'
Center
Renton Senior
Activit'Center
o
io
iw
IN
Total Full-Time Equivalent Employees; 168.0
r
2000
;.w
3-125
COMMUNITY SERVICES
THE DEPARTMENT
PROGRAM MISSION
Provide the citizens of Renton quality of life opportunities through
recreation and human services programs. This includes maintaining
parks, trails, facilities, and providing information and referral programs.
DEPARTMENT OVERVIEW
Expenditure Comparison
$15,000,000
$12,000,000
$9,000,000
$6,000,000
$3,000,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
APPROPRIATION BY OBJECT OF EXPENDITURE
+
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 4,060,710 4,234,432 4,606,654 4,326,214 4,730,968 5.5% 2.7% 4
Part Time Salaries 1,225,666 1,274,001 1,385,921 1,362,003 1,429,156 7.0% 3.1%
Overtime 42,729 62,675 55,436 66,803 68,892 34.0% 24.3%
Personnel Benefits 1,421,369 1,458,018 1,619,207 1,463,813 1,554,706 6.8% -4.0%
Supplies 871,195 848,225 960,290 899,153 987,344 13.4% 2.817o
Other Services&Charges 2,238,293 2,464,835 2,723,293 2,504,570 2,854,047 16.8% 4.8%
Intergovernmental Services 0 195,778 128,200 128,200 331,000 100.0% 158.2%
Capital Outlay 38,139 34,923 0 14,108 70,000 -100.0% 100.0%
Debt Services 955,370 952,169 957,003 930,780 457,461 0.7% -52.2%
Interfund Payments 119,260 151,214 154,238 154,238 112,999 2.1% -26.7%
Operating Total 10,972,731 11,676,270 12,590,242 11,849,882 12,596,573 9.2% -0.5%
CIP 261,786 127,146 463,993 289,080 0 352.7% -100.0170
Total 11,234,517 11,803,416 13,054,235 12,138,962 12,596,573 12.3% -3.5%
oil
3-126
aw COMMUNITY SERVICES
aw
2000
1W Capital Improvement Program CIP Budget
As shown in the CIP and included in the 424 Fund Appropriation Total. $553,000
As shown in the CIP and included in the 303 Fund Appropriation Total. 121,000
As shown in the CIP and included in the 316 Fund Appropriation Total. 6,415,200
Total $7,089,200
Yrw
DIVISIONS BY FUND NUMBER
aw The Community Services Department includes the operations of the following divisions:
000 General Fund- Human Services
101 Parks Fund-Administration, Facilities, Parks Maintenance, and Recreation
to 104 CDBG Fund-Community Development Block Grants
106 Library Fund- Library and Museum
404 Golf Course Fund
aw
ACTIVITY BY DIVISION
in
The Administration provides management and direction for the Department. Also,
administers the capital improvement project programs that are not included in the
6• operating budget.
The Facilities Division operates and maintains City buildings and park facilities buildings. The
it Capital Improvement Projects Division manages municipal facilities. The operating budget
for both divisions is shown under the Facilities Division.
The Parks Division includes the maintenance of all City parks and landscaped areas and
go management of the 18-hole Maplewood Golf Course. Budget sections include Parks
Maintenance, and the Maplewood Golf Course.
N The Recreation Division provides a wide variety of leisure time activities for Renton citizens.
Budget sections include Recreation Services, Community Center, and the Renton Senior
Activity Center.
w. The Human Services Division manages social and health services funded by the City, as well
as the Community Development Block Grant program. The Community Development Block
Grant Program (CDBG) is a federally funded program that provides assistance to help
improve living conditions, primarily for persons of low and moderate income.
The library Division oversees the Renton Public Library and Highlands Library. These libraries
provide information, resource materials, and related services to the community. The budget
section for the Museum is included in the Library Fund.
r�.
: ? 000 BUDGET* CITY OF RENTON
rir
3-127
COMMUNITY $ERVICES
MA]OR DEPARTMENT CHANGES
1999:
■ Ron Regis Park ($62,000- Recreation and Park Maintenance).
This facility,just east of Maplewood Golf Course, will be completed and ready for use in
1999. New resources are necessary to equip and staff this facility. The equipment to be
purchased includes sports equipment and maintenance equipment. Staffing is needed
to prepare the field for use, monitor cleanliness and safety, as well as securing
equipment at the end of the day ($20,600 - Recreation Services). Funding is also
needed to operate this new facility year round. This will cover staffing for evening
coverage, staff for weekend games and practices, maintenance of this facility,
electricity, supplies, sani-cans, and purchase or repair of small equipment ($41.400 -
Park maintenance).
■ Boathouse ($11,200- Recreation Services)
The Cedar River Boathouse was donated to the City by The Boeing Company for the
purpose of expanding its waterfront/aquatics program. The facility is being brought into
compliance with City building codes and is estimated to open in early 1999. This
amount will equip and furnish the facility providing for limited program operations to
begin in 1999 with a full program implementation in 2000.
■ Waterfowl Management ($30,000-Park Maintenance)
This program will improve the grounds and water conditions at Coulon Beach Park by
controlling the increased number of geese. It will reduce the quantity of geese,
removing goose fecal matter and lessen the contamination of water and stress to the
turf, as well as reducing the number of man-hours needed to remove goose matter. It W
will also minimize the use of fence barriers.
■ Golf Capital Improvement Projects ($108,000-Golf Course)
Includes equipment purchase, cart path program, construction of the 11 th green,
design of the 13th and 17th greens, and seal-coating and striping of the parking lot. t
■ Capital Improvement Projects ($114,000-CDBG)
This includes the Highlands annex acquisition and demolition as well as the North
Highlands Playground Improvements.
■ Asset Management ($30,000- Park Maintenance)
This will ensure a longer life span of asphalt surfaces through a regular cleaning
schedule of storm drains and catch basins for municipal parking lots and recreation "
facilities. r
■ Golf Debt ($446,600-Golf Course)
In 1998 the debt service payments to the Fire Pension fund concluded ($55,000) and
starting in 1999 the Golf Course's portion of 1993 LTGO debt has been transferred to
Fund 215 ($391,600).
■ Contracted Services ($29,000 - Human Services)
This amount will be allocated as follows: King County Sexual Assault Center ($4,000),
Community Health Centers of King County-Medical ($10,000), and Domestic Abuse
Women's Network ($15,000).
oil
3-128
COMMUNITY SERVICES
■ Contract HVAC Services ($17,000- Facilities)
rr This increase is necessary to fund a full year contract for heating and air conditioning
services for the new City Hall at Main and Grady.
■ Additional Part Time ($10,000- Park Maintenance)
+rr Additional funding is necessary to keep all municipal parks and grounds well
maintained. Last year, in order to retain seasonal help,wages needed to be increased.
This resulted in fewer hours funded. This increase in part-time wage funding will restore
service to the previous level.
■ Temporary and Intermittent Wages for Golf Maintenance ($18,400-Golf Course)
Increase in funding allows for the three current temporary positions to be fully utilized for
1,500 hours each. Increase in intermittent funding to cover competitive wages and to
cover cost associated with an expanded sanding program.
■ Intermittent Instructor Wages ($16,000-Community Center)
+w► This amount will be offset by revenue generated by these programs.
■ Equipment Rental ($128,800-All Divisions)
Previous to 1999, departments were not allocated sufficient funding to cover monthly
equipment replacement and maintenance charges. This has been remedied resulting
in significant budget increases.
■ Sanding Program ($18,000-Golf Course)
Supplies are needed to expand the sanding program in order to improve fairway
quality of play.
■ Miscellaneous ($15,760- Human Services)
The main portion of this amount includes funding for the Summer Lunch Program,
Renton Emergency Assistance Program, Human Services Advisory Council, training,
supplies, and a reallocation to CDBG.
2000:
aw ■ Secretary II ($46,530-Administration)
This position is necessary due to an increase in department workload. This position will
also provide a "front counter" person five days a week, which will improve customer
service.
■ Core Maintenance ($99,210- Facilities & Park Maintenance)
These costs are to maintain and provide supplies for the new restroom facilities to be
located in the downtown core as well as for maintaining the new downtown park
landscape and street improvements at a level of service consistent with other Renton
facilities.
ow
■ Cedar River Gabions ($10,000- Park Maintenance)
This will secure a detailed plan with cost estimates to be utilized for the future repair and
o maintenance of the gabions and bicycle trail along the Cedar River, located between
the Bronson Way Bridge and the Logan Avenue Bridge.
on ■ Skateboard Park ($150,000- Fund 316)
As illustrated in the CIP, the council added funding fora skateboard park.
�rur
2000 BUDGET CITY
OF •
rrr
3-129
COMMUNITY SERVICES
Operating Costs for an Additional Vehicle ($8,000- Facilities)
This increase will cover replacement, maintenance, and operating costs for an
additional vehicle. The vehicle is needed for the Building Maintenance Worker hired in
1997 and will be purchased out of Fund 501.
ra:
■ Golf Debt ($43,500-Golf Course)
In 1999 the 1994 Revenue bond was refunded which decreased principal and interest
payments.
■ Contract Costs ($58,900-All Divisions)
These costs are for HVAC maintenance for the new Jail facility, the security system at
the new City Hall, the elevator contract for the ramp elevator, repairs and
maintenance on ESCOM software, Ameritich/Dynix hardware and software
maintenance, and OCLC/WLN bibliographic database access for cataloging and
interlibrary loans.
■ Golf Course's General Fund Reimbursement ($41,200-Golf Course)
The final repayment to the General Fund for the netting and tree replacement was
made in 1999.
■ Transfer to Golf CIP Fund ($200,000-Golf Course)
To be used toward land acquisition.
■ Municipal Arts Commission ($8,000- Recreation)
These costs have been moved from the Executive department of the General Fund.
■ Salary and Benefit Reallocations ($0-All Divisions)
The net effect of these reallocations is zero. These adjustments resulted from positions
shifting between divisions in 1999 & 2000. See the FTE listing at the end of the
Community Services section for details.
W
000 BUDGET* CITY OF RENTON
3-130
"■ COMMUNITY SERVICES
aw
EXPENDITURE BUDGET BY DIVISION
rr
1997 1998 1999 1999 2000 %Chg %Chg
Divisions Actual Actual Budget Actual Budget 98-99 99-2000
Fund 101:
Administration 662,412 595,111 776,340 746,968 821,526 17.9% 5.8%
Facilities 1,803,166 2,035,460 2,084,508 1,908,058 2,133,888 4.1% 2.4%
Parks:Maintenance 1,960,732 2,368,674 2,512,699 2,316,568 2,589,165 15.5% 3.0%
Recreation:
Recreation Services 981,805 974,490 988,182 907,037 1,006,041 -14.5% 1.8%
Community Center 955,504 1,012,954 1,131,735 1,092,402 1,139,005 27.417o 0.6%
1` Senior Activity Center 484,744 568,544 600,816 556,227 591,975 10.5% -1.5%
Total Recreation 2,422,053 2,555,988 2,720,733 2,555,666 2,737,021 5.1% 0.6%
Total Fund 101 6,848,363 7,555,233 8,094,280 7,527,260 8,281,600 9.0170 2.3%
ON Funds 000/020 and 104:
Human Services(000/020: 402,851 404,465 477,061 456,234 458,878 19.2% -3.8%
CDBG(1041 281,930 265,352 281,989 263,201 291,495 5.1% 3.4%
to Total Human 684,781 669,817 759,050 719,435 750,373 13.5% -1.1%
Services/CDBG
Fund 106:
to Library 1,138,992 1,184,624 1,285,879 1,248,203 1,338,300 7.8% 4.1%
Fund 404:
Parks:Golf Course 2,300,595 2,266,596 2,451,033 2,354,984 2,226,300 9.4% -9.2%
Operations
Operating Total 10,972,731 11,676,270 12,590,242 11,849,882 12,596,573 9.2% 0.1%
CIP-CDBG 45,313 58,003 329,268 136,066 0 357.317a -100.0%
CIP-Golf Course 216,473 69,143 134,725 153,014 0 341.7% -100.0%
Ow Total 11,234,517 11,803,416 13,054,235 12,138,962 12,596,573 12.3% -3.5%
STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees - FTE)
1997 1998 1999 1999 2000 %Chg %Chg
irrr Division/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Administration 8.1 8.5 9.2 9.2 10.2 12.2% 10.9%
Facilities 23.1 23.1 22.7 22.7 23.0 2.7% 1.3%
illi Parks:Maintenance 32.7 32.4 34.1 32.2 34.3 3.6% 0.6%
Recreation:
Recreation Services 28.0 25.2 23.6 23.6 24.6 -7.1% 4.2%
No Community Center 18.9 18.0 19.3 19.3 19.3 18.4% 0.0%
Senior Activity Center 8.9 8.1 7.6 7.6 7.6 0.0170 0.0%
Human Services/CDBG 6.4 6.2 6.1 6.2 6.1 0.070 0.0%
Library 22.0 21.8 23.5 23.5 23.5 0.9% 0.0%
Parks:Golf Course 18.6 19.1 19.4 19.7 19.4 4.9% 0.00
Total FTE 166.7 162.4 165.5 164.0 168.0 3.2% 1.5%
40
No
3-131
COMMUNITY SERVICES
ADMINISTRATION
PROGRAM MISSION
fi
1t
To provide management and administration functions for the
Community Services Department and the Facilities, Parks, Recreation,
Human Services, Library, and Capital Improvement Projects divisions.
DIVISION OVERVIEW
Expenditure Comparison
4
$1,000,000
$800,000
$600,000
$400,000 -
$200,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 662,412 595,111 776,340 746,968 821,526 17.9% 5.8% 06
PROGRAM ACTIVITY +
This division is responsible for the overall administration of the
Community Services Department and management of the Facilities,
Parks, Recreation, Human Services, Library, and Capital Improvement
Projects divisions. This includes the management and operations of
the Renton Community Center, Carco Theatre, Renton Senior Activity
Center, Renton Library, Highlands Library, Renton Museum, and the
Maplewood Golf Course. Annual attendance at Community Services'
facilities and activities are approximately 1.8 million. Administration
also manages the operations and maintenance of 1,175 acres of park,
open space and golf course land, and maintenance service for
461,500 square feet of municipal building space.
000 BUDGET CITY OF RENTON 10i
3-132
ow COMMUNITY SERVICES
ADMINISTRATION
STAFFING LEVELS (Full Time Equivalent Employees - FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 8.0 8.0 9.0 9.0 10.0 0.017c 11.1%
Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part Time 0.1 0.5 0.2 0.2 0.2 0.0% 0.0%
Total FTE 8.1 8.5 9.2 9.2 10.2 0.0% 10.9%
err
1999 ACCOMPLISHMENTS
■ Completed the code Compliance Study for the Pavilion Building, which is necessary
before construction can begin.
ow ■ Completed construction of Ron Regis Park, which is now ready for year round use.
■ Negotiated insurance settlement for the fire damage at the Highlands Neighborhood
Center and initiated reconstruction.
■ Completed the majority of the Piazza and Gateway construction.
■ Completed improvements to the Lake Washington Boathouse, which is scheduled to
open in the Spring of 2000.
�r
2000 OBJECTIVES AS RELATED GOAL#
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ Complete construction of the Highlands Neighborhood Center. 2,4
■ Complete construction of the Piazza and Gateway. 1,3,4,5
■ Develop recommendations for future programs, open space, and facilities 2,3,5
to meet the community's future park and recreation needs by updating
the city's comprehensive park plan.
■ Provide lease programs that maintain tenants in city-owned building and 1,3,4
contribute to the downtown business base.
�w
■ Acquire property and access rights needed for future Lake Washington 1,4
waterfront trail by concluding lease agreements with DNR and working
with the developer of the former Shuffleton site (next to Gene Coulon
Memorial Beach Park).
Wr
Wr
C-1
2000 BUDGET CITY OF
rw
3-133
COMMUNITY SERVICES
ADMINISTRATION
APPROPRIATION BY OBJECT OF EXPENDITURE
+
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 461,922 410,476 575,672 538,997 617,566 17.6% 7.3%
Part Time Salaries 1,540 11,354 3,060 14,784 3,121 2.0% 2.0%
Personnel Benefits 111,829 97,327 138,742 132,065 140,815 21.4% 1.5%
Supplies 6,626 6,251 5,823 6,112 5,881 1.07. 1.0%
Other Services&Charges 80,495 69,703 53,043 55,010 54,143 15.7% 2.1%
Operating Total 662,412 595,111 776,340 746,968 821,526 17.9% 5.8%
CIP 0 0 0 0 0 N/A N/A
r
Total 662,412 595,111 776,340 746,968 821,526 17.9% 5.876
2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $658,532
1999 CHANGES: '
Salaries 22,744
Benefits 6,628
Equipment Rental 7,064
All Other 203
1999 BUDGET $695,171
2000 CHANGES: '
Salaries 7,745
Benefits -10,073
Recreation Services Manager moved from 80,995
Recreation Services
Secretary II 46,530
All Other 1,158
2000 BUDGET $821,526
2000 BUDGET CITY OF •
3-134
ynr
F� COMMUNITY.SERVICES
FACILITIES
w
PROGRAM MISSION
e1 Facilities Division provides a safe, healthful, pleasant environment for
conducting City business and the public's enjoyment of leisure time
activities.
DIVISION OVERVIEW
Expenditure Comparison
wr
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
y $0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
of
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 1,803,166 2,035,460 2,084,508 1,908,058 2,133,888 4.1% 2.4%
PROGRAM ACTIVITY
The Facilities Division provides facilities management of City-owned
buildings. Responsibilities include maintenance and repairs of city-
owned buildings that include new Renton City Hall, old Municipal
Building, old Police Annex, Jail, Renton Museum, Liberty Park
Community Building, the Renton Library, Highlands Library, Fire Stations,
Renton Community Center, Carco Theatre, Renton Senior Activity
Center, and City Shops. Also maintain and repair city buildings
► located at Coulon Beach Park, Liberty Park, Cedar River Trail, and
other Renton community and neighborhood parks. The types of
liw
oil
wr
3-135
sA
COMMUNITY SERVICES
FACILITIES
facilities maintained are office buildings, libraries, fire stations,jail, shops, and recreational
buildings.
* For the purposes of this budget document, the Capital Improvement Projects Division is
reflected within the Facilities Division. In future years these two divisions will be shown
separately.
di
STAFFING LEVELS (Full Time Equivalent Employees - FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 18.7 19.7 19.7 19.7 19.7 0.01% 0.070
Temporary Part Time 1.3 1.7 1.8 1.8 2.1 38.5% 16.7%
Intermittent Part rime 2.1 1.7 1.2 1.2 1.2 9.1% 0.0% 16
Total FTE 23.1 23.1 22.7 22.7 23.0 2.7% 1.3%
1999 ACCOMPLISHMENTS
■ Maximized the benefits of City assets by completing the repairs and remodels to the
former city hall. Projects were under budget and all costs are scheduled for recovery
through the rental rates.
■ Generated additional revenue to the City by leasing space in both the former city hall
and the new city hall.
■ Completed construction of the new municipal jail.
■ Installed the automated Facilities Management/Work request system to improve
z
productivity of workforce.
DIVISION HIGHLIGHT
In order to display how much it costs per person and per square foot to operate city facilities,
we will be keeping data in 2000 for the following buildings: City Hall, Renton Community
Center, Senior Center, and the 200 Mill Avenue building. Included in occupancy costs are
those fixed costs such as debt payments, leasehold taxes and insurance as well as variable
costs such as utilities, maintenance, and labor.
While we do not have this information readily available for 1999, since records were not kept
in this format, we will be able to track data in 2000 through the use of our automated
maintenance management system.
2000 BUDGET- CITY OF RENTON
a,
rri
3-136
""" COMMUNITY SERVICES
FACILITIES
2000 OBJECTIVES AS RELATED GOAL #
w, TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ Improve accessibility to city hall by constructing a new pedestrian access 3,4
sr
stairway and a new vehicle access ramp.
■ Integrate the Facilities Management/Work request system with the City's 3,4
communications system to improve responsiveness to employee requests.
to ■ Execute the CIP program to protect the value of City assets and to improve 3,4
the public's use of City facilities.
to ■ Lower building occupancy costs by enhancing preventative maintenance 3,4
measures and by improving building energy efficiencies.
■ Reduce facilities operating costs by the sale and removal of the vacant 3,4
to municipal court building and the police annex. There will be net revenue to
the City even after the site restoration costs are incurred.
to
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98- 99 99-2000
Regular Salaries 803,161 842,737 849,181 808,377 861,919 4.07. 1.5%
Part Time Salaries 54,768 66,933 68,523 63,849 74,393 2.0% 8.6%
Overtime 5,247 20,785 12,120 18,318 12,167 304.0% 0.4%
Personnel Benefits 259,799 274,518 287,408 259,853 274,618 5.6% -4.5%
Supplies 122,139 130,628 143,350 125,982 145,293 0.3% 1.4%
Other Services&Charges 545,756 693,811 723,926 631,679 765,498 4.2% 5.7%
Capital Outla12,296 6,048 0 0 0 -100.0% N/A
OperatingOperafing Total 1,803,166 2,035,460 2,084,508 1,908,058 2,133,888 4.1% 2.4%
CIP 0 0 0 0 0 N/A N/A
Total 1,803,166 2,035,460 2,084,508 1,908,058 2,133,888 4.1% 2.4%
rr
•rr
11I
to
Irr
2000 OF •
3-137
y
COMMUNITY SERVICES
FACILITIES
2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $2,001,900
1999 CHANGES:
Salaries 34,125
Benefits 15,214
Capital Outlay -5,600
Equipment Rental 4,427
Contract HVAC Services 17,000
Overtime for 4t" of July Clean-up 9,000
Temporary Security Monitoring at new City Hall 500
All Other 7,942
1999 BUDGET $2,084,508
ZOOO CHANGES:
Salaries 14,155
Benefits -12,790
Contract Costs: HVAC, Security System and 23,460
Ramp Elevator
Core Maintenance 7,000
Operating Costs for Additional Vehicle 8,000
All Other 9,555
2000 BUDGET $2,133,888
w
64
:( 1 000 BUDGET CITY OF RENTON
3-138
COMMUNITY SERVICES
nw PARKS MAINTENANCE
r
PROGRAM MISSION
The mission of the Parks Maintenance staff is to provide a safe,
healthful, pleasant and well-maintained environment for the public's
enjoyment of leisure time activities. This includes the maintenance of
all City parks, trails, open space, and landscaped areas including the
municipal campus and fire stations.
DIVISION OVERVIEW
Expenditure Comparison
$3,000,000
$2,400,000
$1,800,000
$1,200,000
$600,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
lir
EXPENDITURE BUDGET
Illll 1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 1,960,732 2,368,674 2,512,699 2,316,568 2,589,165 15.5% 3.017o
PROGRAM ACTIVITY
�r
The Parks Maintenance staff of the Parks Division provides
management, maintenance, and landscaping of all City park land
rw including the landscaping performed under the City Street Tree
Program. Responsibilities include maintenance of the grounds of the
New and Old City Halls, Police Annex, Historical Museum, Liberty Park
+r Community Building, Renton Library, Highlands Library, Liberty Park, Fire
Stations, Cedar River Park which includes the Renton Community
Center and Carco Theatre, Renton Senior Activity Center, City Shops,
+Ir Coulon Beach Park, Cedar River Trail, Springbrook Trail, Street Tree
wr
2000 BUDGET* CITY OF RENTON
�>
E h.1i
3-139
COMMUNITY SERVICES
PARKS MAINTENANCE
Program, and numerous community and neighborhood parks. The type of properties
maintained include athletic fields, trails, beaches, tennis courts, basketball courts, and fishing
piers. The Parks Maintenance organization of the Parks Division also performs minor
improvements to City facilities when time and resources permit.
STAFFING LEVELS (Full Time Equivalent Employees — FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 21.0 21.0 21.0 21.0 21.0 0.0% 0.0%
Temporary Part Time 3.3 3.6 4.1 4.1 4.1 17.1% 0.0%
Intermittent Part Time 8.4 7.8 9.0 9.0 9.2 7.1% 2.2% ,
Total FTE 32.6 32.4 34.1 34.1 34.3 3.6% 0.6%
1999 ACCOMPLISHMENTS
■ Commenced partnership with the Planning/Building/Public Works Department to
maintain the City's infrastructure including parking lot sweeping, curbing and striping,
storm drain cleaning, and oil/water separator maintenance. pili
■ Commenced three-way partnership between Planning/Building/Public Works,
Economic Development/Neighborhoods and Strategic Planning and Community
Services for the Beautification Program including gateway signage and maintenance
at designated locations and South Second Street landscape improvements.
■ Continued maintainance of the parks/street trees infrastructure while providing a safe,
healthy, pleasant and well-maintained environment by replacing/seal-coating hard
surface areas, continuing the turf and street tree programs, decreasing the impacts
of waterfowl damage by continuing interjurisdictional participation in the Waterfowl
Management Program and initiating the Geese Patrol Program.
■ Provided maintenance support services for City-wide special events including Clam
Lights, 4th of July picnic, Renton River Days, the Limited Hydroplane Races and the
fishing derby.
■ Continued and expanded the contract landscape maintenance program to include
Park Avenue, No. 3rd Street, Houser Way, Fire Station #14, traffic islands, Piazza/Holm
sites, new city hall, transit hub, turn-back areas and DOT right-of-way, and Oakesdale
Avenue. I
k
111 BUDGET CITY OF • .$
3-140
COMMUNITY SERVICES
PARKS MAINTENANCE
DIVISION HIGHLIGHT
In the early 1990's the City was involved in a USDA Geese Translocation Program where
geese were gathered and relocated to rural areas. This program was discontinued due to
lack of support by rural communities for relocated geese. In 1994 the USDA Egg Addling
Program began which was somewhat successful in reducing the number of geese. Then in
April 1999 with the City's institution of the Geese Patrol Contract, in addition to the Egg
Addling Program, the numbers of geese dropped significantly. The result has been better
quality turf with fewer geese, including a reduction in City time and materials dedicated to
geese related turf maintenance activities.
GEESE EXPENSE - COULON BEACH PARK
#-AVG NUMBER/YR
tirr EXPENSE
i 4000 $70,000
3500 $60,000 N
3000 --
-- $50,000 $
d
2500 $40,000 a
1500 3�r�..,- _ �. $30,000 r-
rrr 1500 _ _: gym $20,000
1000 CLW
n 500 $10,000
Z 0 $0
1992 1993 1994 1995 1996 1997 1998 1999 2000
irw
�r
DGET CITY OF •
rr
3-141
COMMUNITY SERVICES
PARKS MAINTENANCE
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ Continue partnership with the Planning/Building/Public Works Department in 1,2,3,4
maintaining the City's infrastructure including parking lot sweeping, curbing j
and striping, storm drain cleaning, and oil water separator maintenance.
■ Continue three-way partnership with Public Works, Economic Development/ 1,2,3,4,5
Neighborhoods/Strategic Planning, and Community Services for the Milli
Beautification Program including gateway signage and maintenance at
designated locations, tree inventory and assessment, draft policies and
ordinance.
■ Continue partnering with user groups to design and maintain the parks and 1,2,3,4,5
street tree infrastructure by replacing playground areas, resurfacing tennis
courts, replacing light poles, replacing fencing and backstops, continuing
the turf and street tree programs, and decreasing the impact of waterfowl
damage by continuing interjurisdiction participation in the waterfowl
management program and the geese patrol programs.
■ Continue providing maintenance support services for city-wide special 1,2,3,4
events including Clam Lights, 4th of July picnic, Renton River Days, the +
Limited Hydro Plane Races and the fishing derbies.
■ Expand the existing contract landscape maintenance program of Park 13
Avenue, Houser Way, Fire Station #14, traffic islands, Veterans Memorial Park,
old City Hall, Main Library, Police Annex, turnback areas and DOT right-of-
way to include Springbrook Trail and Oakesdale Avenue Gateway, Lake
Street Park, Talbot Hill Reservoir, Brode Park, Harrington Corner, Ripley Lane
Trail, Airport Berm, and Sunset Boulevard North.
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 805,407 852,008 897,912 867,631 911,381 4.5% 1.5%
Part Time Salaries 169,613 183,086 224,922 202,217 233,321 12.9% 3.7%
Overtime 8,233 17,807 12,564 22,934 15,111 33.6% 20.317o
Personnel Benefits 291,278 296,158 326,624 290,616 311,799 6.0% -4.5%
Supplies 157,552 181,470 199,260 197,427 201,347 6.0% 1.070
Other Services&Charges 528,649 640,900 851,417 735,743 916,206 39.8% 7.6%
Intergovernmental Services 0 195,778 0 0 0 N/A N/A
Capital Outla0 1,467 0 0 0 -100.0% N/A
Operating Total 1,960,732 2,368,674 2,512,699 2,316,568 2,589,165 15.5% 3.0%
CIP 0 0 0 0 0 N/A N/A
Total 1,960,732 2,368,674 2,512,699 2,316,568 2,589,165 15.5%
3.0%
1: 000 BUDGET CITY OF •
Old
3-142
to COMMUNITY SERVICES
PARKS MAINTENANCE
2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $2,175,540
1999 CHANGES:
ow Salaries 38,471
Benefits 15,942
Capital Outlay -2,500
6' Equipment Rental 119,574
Additional Part Time 10,000
to Waterfowl Management 30,000
Ron Regis Park 41,400
Asset Management 30,000
"" Miscellaneous: Position Series Adjustments and 7,900
Special Event/Ball Field Overtime
10 All Other 13,172
1999 BUDGET $2,479,499
2000 CHANGES:
Salaries 17,815
err
Benefits -14,825
All Other 4,466
Cedar River Cabions 10,000
Core Maintenance 92,210
wr 2000 BUDGET $2,589,165
tow
40
r
00
3-143
COMMUNITY SERVICES
MAPLEWOOD GOLF COURSE
PROGRAM MISSION
Provide an outstanding public golfing facility that is well maintained
and managed. Remain a financially viable operation that is self-
supportive in regard to operating costs and capital improvements.
DIVISION OVERVIEW
Expenditure Comparison
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
EXPENDITURE BUDGET
w
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 2,517,068 2,335,739 2,585,758 2,507,998 2,226,300 13.8% -13.9% Milli
PROGRAM ACTIVITY
This facility and all golf operations are maintained and operated by
City staff with the exception of the restaurant, lounge, and banquet
areas. A concessionaire, under contract to the City, operates the
restaurant, lounge, and banquet facilities.
2000 BUDGET CITY OF RENTON
M
M
3-144
COMMUNITY SERVICES
MAPLEWOOD GOLF COURSE
STAFFING LEVELS (Full Time Equivalent Employees - FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 9.0 9.0 9.0 9.0 9.0 0.0% 0.0%
Temporary Part Time 2.7 3.9 3.9 3.0 3.9 21.9% 0.0%
Intermittent Part Time 6.9 6.2 6.5 7.7 6.5 3.2% 0.0%
Total FTE 18.6 19.1 19.4 19.7 19.4 4.9% 0.07.
1999 ACCOMPLISHMENTS
• Continued implementation of the adopted Master Plan through construction of the
11 th green and designing the 13th tee and 17th green for future construction, making
r the course more interesting and safer to play.
■ Improved course conditions by automating the irrigation system on holes #10 and #11,
paving the cart path on hole #11, expanding the fairway sanding program, and
performing maintenance on a regular basis.
■ Continued implementing the 7-year equipment purchasing plan, resulting in cash only
vehicle acquisitions by the year 2002 for maintenance equipment.
■ Improved customer service by purchasing a shuttle cart thereby alleviating parking
problems, expanding the hours of the starters on the first tee, thereby allowing the staff
to greet customers in a more relaxed, organized fashion, and installing a token
dispenser in the driving range lobby to provide easier, more convenient customer
access to token purchases.
■ Maintained facility quality in the clubhouse and driving range areas by installing new
carpet and staining exterior wood beams.
DIVISION HIGHLIGHT
irr
Golf Cart usage has steadily increased over the past 6 years, in 1994 14 percent of golfers
used power carts, that number doubled to 28 percent in 1999. Cart revenues have
consistently exceeded projections at Maplewood since the City took over pro shop
operations in 1995.
�r
orw
err
.. BUDGET CITY OF RENTON
3-145
COMMUNITY SERVICES
MAPLEWOOD GOLF COURSE
POWER CART REVENUES
8L CART RENTALS GROSS REV ►
=NET REV
--*-CART RENTALS
$250,000 12,000
$200,000 10,000 t
a
$150,000 8,000 0 0
a 6,000
'y $100,000
.' 4,000 E
$50,000 2,000 Z
$0 0
1994 1995 1996 1997 1998 1999
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) 'o
■ Continue implementation of the adopted Master Plan by removing power 1,3,4
poles and lines that cross the 12th and 18th fairways.
■ Improve course conditions by automating the irrigation system on holes 13- 1,3,4
17, paving of the cart path on holes 10 and 14, maintaining existing levels of
fairway sanding, and executing turf and regular maintenance programs.
• Continue purchasing golf course equipment per the 7-year plan resulting in 1,3,4
cash only equipment acquisitions by the year 2002.
■ Improve customer service through program modifications including 1,3,4
marshalling, starter and shuttle services, additional staff training and
improving coordination between the golf course and concession staff.
■ Maintain the quality and appearance of the facility by completing parking 1,3,4
lot sealcoating and exterior painting of the clubhouse and driving range
buildings.
2000 BUDGET CITY OF RENTON --
1
3-146
°" COMMUNITY SERVICES
MAPLEWOOD GOLF COURSE
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 344,997 349,364 387,776 345,344 411,019 4.0% 6.0%
Part Time Salaries 160,865 185,405 195,319 220,887 209,244 14.017o 7.1%
Overtime 6,750 6,607 9,218 6,009 9,374 2.4% 1.7%
Personnel Benefits 153,037 147,646 164,729 148,449 156,414 7.0% -5.0%
irr
Supplies 327,878 301,830 323,280 276,724 329,638 10.7% 2.0%
Other Services&Charges 232,438 172,361 131,270 137,371 139,151 -6.2% 6.0%
Intergovernmental Services 0 0 128,200 128,200 331,000 100.070 158.217o
Capital Outlay 0 0 0 6,982 70,000 N/A 100.070
Debt Services 955,370 952,169 501,003 930,780 457,461 0.7% -52.2%
Interfund Payments 119,260 151,214 154,238 154,238 112,999 2.1% -26.7%
tr
Operating Total 2,300,595 2,266,596 1,995,033 2,354,984 2,226,300 9.4% -6.2%
CIP 216,473 69,143 108,000 125,487 0 254.1% -100.0%
CIP-Golf Irrigation System 0 0 26,725 27,527 0 100.0170 -100.0%
5rt &Improvements
Total 2,517,068 2,335,739 2,129,758 2,507,998 2,226,300 13.8% -13.9%
Yirr
No
r
rir BUDGET CITY OF RENTON
�s
3-147
COMMUNITY SERVICES
MAPLEWOOD GOLF COURSE
2000 FUNDING DECISIONS
Nd
1998 ADOPTED BUDGET: $2,271,445
1999 CHANGES:
Salaries 18,563
Benefits 7,247
Capital Outlay 305
Equipment Rental -25,675
Debt -449,764
Transfer to General Fund 3,190
Transfer to Golf CIP Fund 128,200
All Other 3,998
Capital Improvements 108,000
Temporary & Intermittent Wages for Golf 18,364
Maintenance
Sanding Program 18,000
Intermittent Wages for Pro Shop which include 5,665
a Weekend Starter
Purchase Merchandise to Well Stock Pro Shop 10,360
Miscellaneous: Staff Training, Mandated State 11,860
Taxes, Memberships & Registrations, Credit
Card Fees and Trencher Rental Costs
1999 BUDGET $2,129,758
2000 CHANGES:
Salaries 27,794
Benefits -8,315
Capital Outlays -63,195
Debt -43,542
Golf Course General Fund Reimbursement -41,239
All Other 24,803
Transfer to Golf CIP Fund 200,236 +
2000 BUDGET $2,226,300
r
2000 BUDGET CITY OF RENTON
:( 1
3-148
IF COMMUNITY SERVICES
+ RECREATION SERVICES
�r
PROGRAM MISSION
Provide opportunities for the public to participate in diversified
programs of recreational activities designed to meet the needs of all
age groups who live and/or work in the City of Renton.
DIVISION OVERVIEW
Expenditure Comparison
W
$1,500,000
$1,200,000
110 $900,000 -
$600,000 -
$300,000
900,000$600,000$300,000
to $0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
to
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
ft Total Appropriation 981,805 974,490 988,182 907,037 1,006,041 -14.5% 1.817o
PROGRAM ACTIVITY
General. Provide recreational opportunities to the public through the
use of available resources and facilities. Athletics, travel programs,
special events, youth activities, camps, and drop-in centers combine
to form a nucleus of recreation programming.
aw
Teen (At-Risk) Programs. After-school programs at the City's two
middle schools provide valuable opportunities for young teens. At-risk
youth programs have provided a vehicle to reach many children
whom, due to a variety of problems, would not be able to take
advantage of many programs. Teen nights, travel, and social
interplay have been especially popular.
.E k,
3-149
COMMUNITY SERVICES
RECREATION SERVICES
STAFFING LEVELS (Full Time Equivalent Employees - FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 12.0 12.0 8.0 8.0 8.0 -33.317o 0.0%
Temporary Part Time 2.6 3.7 4.8 4.8 4.8 0.070 0.0%
Intermittent Part Time 13.4 9.5 10.8 10.8 11.8 25.6% 9.37o t
Total FTE 28.0 25.2 23.6 23.6 24.6 7.1% 4.2%
1999 ACCOMPLISHMENTS
■ Seven new Great Escape teen camps were offered, increasing program opportunities
for middle school children by 30%.
■ Nine special needs recreation programs were enhanced through volunteer efforts
and coordination of the King County Park System, Washington State Special Olympics,
City of Renton Volunteer Program and Skiforall.
■ Ron Regis Park was opened, providing more baseball fields and the opportunity for
evening youth and adult soccer games under lights.
■ The new Going Ape (after-school park experience) program was offered at six
elementary schools with a total attendance of over 2,000 children.
■ New special events programs offered included the regional Alpo Canine Frisbee Wi
Championships and the 1999 ASA State Women's D Softball Tournament drawing 20
teams and over 300 people.
DIVISION HIGHLIGHT
Summer programs: Provides positive educational, recreational and outdoor programs for
school age children during the summer. Increase in participation is due to the introduction
of many new programs, special interest camps, and a 7-week "Great Escape" summer
camp for middle school age youth.
SUMMER PROGRAMS u CAMPS
25,000
20,000 ------------
15,000
10,000
5,000
1996 1997 1998 1999 11111111
mill
• 000 • •
C.,
-
3-150
'" COMMUNITY SERVICES
rr
RECREATION SERVICES
2000 OBJECTIVES AS RELATED GOAL #
f TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-t)
■ Re-open the Highlands Neighborhood Center. 2,3,4
IN ■ Increase marketing effectiveness through the development of special 2,3,4
events and tournament packets.
■ Improve effectiveness of web site information by expanding site to address 4
recreation opportunities for teens (ages 11-17).
■ Develop neighborhood recreation workshops and clinics. 2
' ■ Improve self-sustainability of programs by expanding and refining 4
sponsorship agreements.
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 437,304 460,305 374,000 362,005 379,600 -35.1% 1.5%
Part Time Salaries 263,869 231,238 316,282 256,729 342,136 17.5% 8.217o
Overtime 12,341 11,334 11,657 11,651 11,732 1.7% 0.6%
Personnel Benefits 172,147 171,336 165,103 148,431 156,853 23.37a -5.07.
Supplies 32,646 21,043 42,393 37,475 37,622 87.417o -11.3%
Other Services&Charges 63,498 79,234 78,747 90,746 78,098 30.017o -0.8%
OperatingOperafing Total 981,805 974,490 988,182 907,037 1,006,041 -14.5% 1.8%
CIP 0 0 0 0 0 N/A N/A
Total 981,805 974,490 988,182 907,037 1,006,041 -14.5% 1.8%
o
Mlt
1
lw
to
wr
2000 BUDGET CITY OF •
10
it
3-151
COMMUNITY SERVICES
RECREATION SERVICES
2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $11155,474
1999 CHANGES:
Salaries 28,636
Benefits 9,671
Intermittent Wages (Self Sustaining) 8,000
Ron Regis Park 20,600
Boathouse 11,160
Lifeguard Hours 7,000
Miscellaneous: Supplies, Developmentally 16,500
Disabled Supplies, Playground Equipment with
Bartell's Donation)
All Other 832
1999 BUDGET $1,257,873
2000 CHANGES:
Salaries 34,922
Benefits -12,628
Move 1 FTE to Admin & 3 FTEs to Community -284,384
Center
Municipal Arts Commission from Executive 7,917 Willi
Division
All Other 2,341
�I
2000 BUDGET $1,006,041
n
000 BUDGET CITY OF RENTON
3-152
rr F�
11 COMMUNITY SERVICES
ft RENTON COMMUNITY CENTER
io
PROGRAM MISSION
A' Provide opportunities for the public to participate in diversified
programs of recreational activities designed to meet the needs of all
rr
age groups who live and/or work in the City of Renton.
DIVISION OVERVIEW
Expenditure Comparison
$1,250,000
$1,000,000
$750,000 -
$500,000 -
$250,000 -
$0
750,000$500,000$250,000$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 955,504 1,012,954 1,131,735 1,092,402 1,139,005 27.417o 0.6%
PROGRAM ACTIVITY
Responsible for providing comprehensive fitness and recreational
activities, as well as providing space for special events such as
weddings, workshops, and meetings.
�r.
+rr
n n.
000 BUDGET s CITY-OF RENTON
3-153
COMMUNITY SERVICES
RENTON COMMUNITY CENTER
STAFFING LEVELS (Full Time Equivalent Employees - FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 6.8 6.8 9.8 9.8 9.8 44.1% 0.0%
Temporary Part Time 4.3 3.3 3.8 3.8 3.8 0.0170 0.0%
Intermittent Part Time 7.8 7.9 5.7 5.7 5.7 0.0% 0.0%
Total FTE 18.9 18.0 19.3 19.3 19.3 18.4% 0.0%
1999 ACCOMPLISHMENTS
■ The Recreation Division implemented ESCOM Class, a new software program which
improved customer service and program enrollment management.
• Carco Theatre's teen musical production of Anything Goes, played to a sold out Ila audience for 14 shows.
f
■ Six hundred forty-eight (648) supervised lifeguard hours were provided at Kennydale 1111111
and Coulon beaches.
■ Rentals and revenue increased at both Carco Theatre and the Renton Community
Center by 5-6% due to implementation of new marketing brochures, use of the City's
web site and internet links, and restructuring the rental fees and fee packages.
■ Corporate use of Carco Theatre and the Renton Community Center increased 10%
over 1998.
DIVISION HIGHLIGHT
Banquet room rentals continue to increase due to the quality of the facility and customer
services provided.
BANQUET ROOM RENTALS
30.000
25,000
20.000
15.000
10.000
5.000
1996 1997 1998 1999
Wil: 2000 BUDGET CITY OF RENTON
3-154
COMMUNITY SERVICES
RENTON COMMUNITY CENTER
2000 OBJECTIVES AS RELATED GOAL #
.r TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ Expand the City's waterfront/aquatics program by equipping, furnishing, 1,3,4
rr and staffing the new Cedar River Boathouse.
■ Improve in-house marketing of programs and facilities by installing a video 3,4
player and monitor in the RCC lobby.
a" 0 Improve customer service, financial responsibility and scheduling ability by 4
fully implementing new facility scheduling and a point of sale system.
■ Expand drama and cultural arts offerings by implementing youth theatre 23
programs and classes.
4W
APPROPRIATION BY OBJECT OF EXPENDITURE
1W 1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 260,003 315,404 428,000 370,225 434,400 67.5% 1.5%
to Part Time Salaries 266,771 270,780 260,837 278,766 256,734 -1.6% -1.6%
Overtime 5,140 1,466 3,120 1,488 13,667 4.0% 338.0%
Personnel Benefits 122,800 135,870 168,420 146,378 160,134 39.517o -4.9%
AW Supplies 25,253 20,759 26,111 26,781 26,372 1.0% 1.0%
Other Services&Charges 275,537 268,675 245,247 268,764 247,698 1.0% 1.0%
Operating Total 955,504 1,012,954 1,131,735 1,092,402 1,139,005 27.417o 0.6%
W CIP 0 0 0 0 0 N/A N/A
Total 955,504 1,012,954 1,131,735 1,092,402 1,139,005 27.417o 0.6%
iW
rr
ww
*w
to
am
-r
wr
3-155
COMMUNITY SERVICES
RENTON COMMUNITY CENTER
2000 FUNDING DECISIONS
oil
1998 ADOPTED BUDGET: $888,053
1999 CHANGES:
Salaries 15,145
Benefits 5,649
Intermittent Instructor Wages 16,000 Mill
All Other 2,688_
1999 BUDGET $927,535 JA
2000 CHANGES:
Salaries 10,431
Benefits -5,062
3 FTEs moved from Recreation Services 203,389
All Other 2,712
2000 BUDGET $1,139,005
1
Vill
14
2000 BUDGET CITY OF RENTON
3-156
err
COMMUNITY SERVICES
to 11LR NTON SENIOR ACTIVITY CENTER
PROGRAM MISSION
To provide social, health, and recreation programs for Senior Citizens.
` DIVISION OVERVIEW
Expenditure Comparison
$750,000
aw $600,000 -
$450,000 -
$300,000 -
to
600,000$450,000$300,000to $150,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
10 Budget
aw EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 484,744 568,544 600,816 556,227 591,975 10.5% -1.5%
PROGRAM ACTIVITY
The Renton Senior Activity Center provides a variety of social, health,
and recreation programs for Renton's senior citizen population.
Essential services include a nutrition program, Meals-On-Wheels,
+ + medical clinic, footcare, legal services, transportation services, and a
variety of recreational activities.
�r
2000 BUDGET e CITY OF RENTON
+err
+rr
3-157
COMMUNITY SERVICES
RENTON SENIOR ACTIVITY CENTER
STAFFING LEVELS (Full Time Equivalent Employees - FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 4.0 4.0 4.0 4.0 4.0 0.070 0.0%
Temporary Part Time 1.5 1.5 2.2 2.2 2.2 0.0% 0.0170
Intermittent Part Time 3.4 2.6 1.4 1.4 1.4 0.0% 0.0%
Total FTE 8.9 8.1 7.6 7.6 7.6 0.070 0.0%
1999 ACCOMPLISHMENTS
■ Developed a policy and procedures manual which resulted in better customer service
and operational efficiency.
• Produced a center photo directory that included the names and pictures of over 400
Senior Center participants, resulting in an increased sense of esprit de corps.
■ Published a rental information and promotional packet that resulted in an increase in ,r
both wedding and senior rentals.
k
■ Organized a one-day retreat for advisory committee members resulting in a better
understanding of the committee's goals and objectives and renewed enthusiasm in
their function.
■ Co-sponsored a very successful intergenerational party with McKnight Middle School
that was enjoyed by 250 students and approximately 100 Senior Center patrons.
DIVISION HIGHLIGHT
Health education, health assessment, mental health clinic, hearing and speech services, eye '
care and foot care services are provided at little or no cost to seniors at the Renton Senior
Activity Center. Use of the service has steadily increased.
MEDICAL CLINIC VISITS
}
30000 -
20000 -
10000 -
0
000020000100000 _J1
1996 1997 1998 1999
Ali
,7R 2000 BUDGET CITY OF RENTON
3-158
• COMMUNITY SERVICES
®rr
RENTON SENIOR ACTIVITY CENTER
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ Improve marketing efforts and increase participation through the creation 3
of a travel brochure which will include all 1 day, 2-3 day and extended
trips, into one publication.
■ Develop a marketing flyer with emphasis on the nutrition program, 3,4
%r transportation services, leisure classes and social programs.
■ Decrease cost of trips and increase participation through expanded use of 3
to the center's mini-van for short 1 and 2 day trips.
■ Improve staff training, cooperation, and goal setting through organization 3,4
of an all-staff retreat and training event.
is APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Int Regular Salaries 167,254 172,678 180,803 176,932 183,515 4.0% 1.5%
Part Time Salaries 89,644 105,257 101,099 96,921 103,121 2.0% 2.017o
Overtime 1,922 1,886 2,080 3,997 2,111 4.017o 1.5%
ow Personnel Benefits 60,389 66,520 66,078 69,241 62,292 4.7% -5.7%
Supplies 9,962 10,349 10,536 9,251 10,642 1.0% 1.0%
Other Services&Charges 155,573 199,203 240,220 199,885 230,294 22.9% -4.1%
4, Capital Outla0 12,651 0 0 0 N/A N/A
Operating Total 484,744 568,544 600,816 556,227 591,975 10.5% -1.5%
CIP 0 0 0 0 0 N/A N/A
Total 484,744 568,544 600,816 556,227 591,975 10.5% -1.5%
rrr
rrr
tw
IN
wr
2000 OF •
rw
3-159
COMMUNITY SERVICES
RENTON SENIOR ACTIVITY CENTER
2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $543,969
1999 CHANGES:
Salaries 9,016
Benefits 2,978
Equipment Rental 23,390
All Other 2,058
Repairs and Maintenance: Unused Portion of 9,405
Donation for Van
Self Sustaining Programs 10,000
1999 BUDGET $600,816
2000 CHANGES:
Salaries 4,765
Benefits -3,786
All Other -9,820
2000 BUDGET $5911975
r
r
g
<....,,
000 BUDGET CITY OF RENTON
3-160
F�
COMMUNITY SERVICES
HUMAN SERVICES
PROGRAM MISSION
The Human Services Division manages a caring, collaborative network
of programs and agency contacts to help those in need, enrich the
lives of Renton residents, and provide opportunities for people to help
themselves and one another in an effort to prevent future problems
from occurring. Community Development Block Grant (CDBG) funds,
from the Federal government's Department of Housing and Urban
Development (HUD), are used to assist low-income and moderate-
income persons.
DIVISION OVERVIEW
ar
Expenditure Comparison
low $1,000.000
$800,000
$600,000
$400,000
$200,000
$0
#, 1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
ow
DIVISION OVERVIEW — COMMUNITY DEVELOPMENT BLOCK GRANT
(CDBG)
60
Expenditure Comparison
4W
$500,000 -
$400,000 -
to
500,000$400,000to $300,000 -
$200,000 -
$100,000
300.000$200,000$100,000
$0
40 1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
to
000 BUDGET CITY OF •
err
3-161
+fid
COMMUNITY SERVICES
HUMAN SERVICES
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 402,851 404,465 477,061 456,234 458,878 19.2% -3.8%
EXPENDITURE BUDGET
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
j
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 327,243 323,355 611,257 399,267 291,495 79.6% -52.37.
Note: In addition to the appropriation amount for CDBG, the City is allocated grant funding from the
county for capital projects.
PROGRAM ACTIVITY
The Human Services Division is the City's focal point for information and referral for City of
Renton residents and agencies. Through an appraisal of community strengths and the
diversity of needs in Renton, this Division coordinates and collaborates with service providers
to deliver services to low and moderate income households. The Human Services Division
also works with other City departments and divisions to improve the quality of life for City
residents. Using Community Development Block Grant funds, Human Services operates a
Housing Repair Assistance Program, which maintains and preserves Renton's existing
affordable housing.
3
STAFFING LEVELS (Full Time Equivalent Employees - FTE)
1997 1998 1999 1999 2000 %Chg %Chg t
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000 y
Regular-Human Services 2.8 3.0 3.0 3.0 3.0 0.070 0.0%
Regular-CDBG 2.9 3.0 2.9 3.0 2.9 0.0170 0.0%
Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part Time 0.7 0.2 0.2 0.2 0.2 0.0% 0.070
Total FTE 6.4 6.2 6.1 6.2 6.1 0.017o 0.0%
Bli
2000 BUDGET CITY OF RENTON
3-162
aw COMMUNITY SERVICES
av HUMAN SERVICES
1999 ACCOMPLISHMENTS
4W ■ Collaborated with Communities in Schools in Renton to provide training and
networking opportunities for human service providers in the Greater Renton area. Two
in-depth workshops, four brown bag sessions, and a resource fair were held in 1999.
40
■ The Renton Domestic Violence Task Force educated the City Council about issues
related to domestic violence.
to ■ Sponsored the Employers Forums on Welfare to work with the Department of Social
and Health Services and Employment Security. Over 25 employers attended the first
session.
to ■ The Human Services Advisory Committee modified their funding process so that input
was taken from providers prior to the committee making their funding
recommendations. Interviews were held with 24 agencies.
to DIVISION HIGHLIGHT
The Summer Lunch Program at Royal Hills is a successful collaboration between City
sir departments and divisions, community organizations, and churches. The adult volunteers
served as mentors and friends to the participating children. The children were helped with
their reading skills and received one nutritionally balanced meal. Hundreds of new and used
err books were given to the children including many books donated by the Renton Library. Five
churches volunteered one day a week to help put together and distribute lunches. The
Police Department provided on-site supervision and assisted in providing activities. The Girl
.6 Scouts began a troop under the auspices of the lunch program. The Fire Department also
sent fire engines and staff to the site.
SUMMER LUNCH PROGRAM E3 Volunteer Hours
■Number of Volunteers (duplicates counted)
■Lunches Served
700 9,000
L 600
i Q1N
50 6, 000
40u ami
p 0300 H
o > 200 t 3,000
1998 1999 2000
Actual Actual Forcast
it
i�11r
' 000 BUDGET 9 CITY OF •
3-163
COMMUNITY SERVICES
Al
HUMAN SERVICES '
r
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ Increase awareness of the resources/assets available in Renton, and 3, 4
facilitate the linking of individuals and agencies together to meet
community needs using existing resources.
■ Develop a cohesive, coordinated approach to domestic violence that 3
increases the accountability of batterers and the awareness of personal
safety of victims.
■ Facilitate community participation in City-sponsored classes and activities. 3,4
■ Provide assistance to maintain affordable housing stock. 2, 4
■ Ensure low and moderate-income Renton residents, and persons with 3
disabilities, have access to human services.
APPROPRIATION BY OBJECT OF EXPENDITURE- HUMAN SERVICES
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 85,005 92,463 102,345 101,157 103,910 10.6% 1.5%
Part Time Salaries 28,342 45,867 47,572 47,189 35,870 1.8% -24.6%
Overtime 455 1,066 1,560 0 1,583 4.076 1.5% 40
Personnel Benefits 30,020 39,615 56,027 41,577 54,156 48.5% -3.3%
Supplies 12,140 6,817 3,833 3,335 3,860 97.9% 0.7%
Other Services&Charges 246,889 218,637 265,724 262,976 259,499 20.9% -2.3%
Operating Total 402,851 404,465 477,061 456,234 458,878 19.2% -3.8%
CIP 0 0 0 0 0 N/A N/A f
Total 402,851 404,465 477,061 456,234 458,878 19.27. -3.8%
3
000 OF •
3-164
am COMMUNITY SERVICES
HUMAN SERVICES
Wo
APPROPRIATION BY OBJECT OF EXPENDITURE- COMMUNITY DEVELOPMENT
im BLOCK GRANT (CDBG)
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98- 99 99-2000
4r Regular Salaries 75,201 79,737 129,319 84,815 135,898 60.5% 5.1%
Part Time Salaries 70,011 59,446 21,777 61,632 21,776 -63.8% 0.0%
Overtime 1,507 518 1,037 1,013 1,036 100.017. -0.1%
6W Personnel Benefits 35,366 36,290 41,381 35,919 44,395 10.1% 7.3%
Supplies 24,193 15,031 9,726 14,005 9,300 -45.9% -4.4%
Other Services&Charges 64,942 73,245 73,749 65,817 79,090 9.1% 0.4%
1r Capital Outla10,710 1,085 0 0 0 N/A N/A
Operating Total 281,930 265,352 276,989 263,201 291,495 3.2% 3.4%
CIP 45,313 58,003 119,000 136,066 0 58.317o -100.0%
to Total 327,243 323,355 395,989 399,267 291,495 16.3% -52.317.
Note: Due to fluctuations of Community Development Block Grant funds, actual dollars appropriated to CDBG
to Programs are subject to change throughout the year and may require mid-year budget adjustments.
w, TOTAL CDBG BENEFIT TO CITY OF RENTON RESIDENTS
Some federal CDBG funds are administered by King County directly to programs benefiting
4W Renton residents based on the City's recommendations. The King County amount shown
below indicates the benefit to Renton, even though it is not reflected in the City's revenue or
expenditure amounts.
VW
2000
Allocation Budget
City 291,495
1W King County 90,212
Total 381,707
r
bw
to
it
�wW
2000 BUDGET 9 CITY OF RENTON
wr
3-165
COMMUNITY SERVICES
HUMAN SERVICES
2000 FUNDING DECISIONS — HUMAN SERVICES
1998 ADOPTED BUDGET: $400,225
1999 CHANGES:
Salaries 5,918
Benefits 6,367
All Other -3,679
Housing Repair Grant Balance 10,000
Contracted Services 29,000
Miscellaneous 15,760
1999 BUDGET $463,591
2000 CHANGES:
i
Salaries 3,356
Benefits -1,871
All Other -6,198
2000 BUDGET $458,878
;l
r
2000 BUDGETOF RENTON
3-166
COMMUNITY SERVICES
HUMAN SERVICES
ow
2000 FUNDING DECISIONS — CDBG (FUND 104)
1998 ADOPTED BUDGET: $340,413
+r
1999 CHANGES:
Salaries 10,454
Benefits 3,260
Capital -72,000
ww All Other -11,209
Total CIP 114,000
Miscellaneous 11,071
1999 BUDGET $395,989
2000 CHANGES:
Salaries 6,577
Benefits 3,014
Capital -119,000
All Other 4,915
2000 BUDGET $291,495
on
ON
to
iw
�s
000 BUDGET CITY OF RENTON
3-167
COMMUNITY SERVICES
LIBRARY
PROGRAM MISSION
The Library Division provides library materials and services to help
community residents obtain information that meets their personal, E
educational, and professional needs. The Library serves primarily as a
popular materials library for all residents of the community. Museum
services are an integral part of the Division and have been included in
the library budget section since 1993.
DIVISION OVERVIEW
Expenditure Comparison
$1,500,000
$1,200,000
$900,000 -
$600,000
$300,000
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 1,138,992 1,184,624 1,285,879 1,248,203 1,338,300 7.8% 4.1%
z
PROGRAM ACTIVITY wr
There are two City libraries, the Renton Public Library and the
Highlands Library. The Renton Public Library is open 64 hours per week, mill
and is a 22,236 square foot facility. The Highlands Library operates 43
hours per week and is a 6,592 square foot facility. Renton's libraries
serve as community information centers for popular materials. In to
addition, the libraries support students at the Kindergarten through 121h
grade academic levels. Basic activities include: administration,
museum, informational services, children's programs, circulation ad
2000 BUDGET* CITY OF RENTON
3-168
to COMMUNITY SERVICES
LIBRARY
control, technical services, and facilities operation and maintenance. The library stock
includes books; audio, and video titles; maps; and subscriptions to newspapers and
magazines. The Renton Historical Museum is open 22 to 27 hours weekly, operating six days
per week. Permanent and temporary exhibits focus on Renton history and regional interests.
Many artifacts are at a commercial storage site due to space limitations. Volunteers fill
several key staff positions within the museum operation. There is a close working relationship
with the Renton Historical Society that helps maintain the history of the Renton community.
trr
STAFFING LEVELS (Full Time Equivalent Employees - FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 15.0 15.0 15.0 15.0 15.0 0.0170 0.017.
Temporary Part Time 1.4 1.2 1.6 1.6 1.6 14.3% 0.0%
Intermittent Part Time 5.6 5.6 6.9 6.9 6.9 0.0% 0.0%
Total FTE 22.0 21.8 23.5 23.5 23.5 0.9% 0.0%
tilt
1999 ACCOMPLISHMENTS
■ The Library Division provided a public access Internet terminal at the Renton Public
Library. Staff introduced over 3,500 citizens to the system in 1999.
■ The Informational and Technical Services sections of the library made a successful
transition from the WLN to OCLC bibliographic database. This change was caused by
a sudden merger of WLN (service provider since 1977) into OCLC on January 1, 1999;
with the completed switch required by October, 1999.
f The Library Division began a major restocking of the Highlands Library in 1999. Over
1,800 new books were added to the collection. In addition, selected new Renton
Public Library books were first circulated at the Highlands Library. Public comments
are very positive and reason to continue this service.
■ The Library Division in cooperation with Information Services, installed a new full-text
magazine database called "Pro Quest" in 1999. This greatly increases public access to
hundreds of current magazines along with years of earlier issues.
■ The Museum Section completed a major new 'City Services' exhibit in 1999. Artifacts
were collected, exhibits designed and developed, and text compiled to tell the City
of Renton story.
irr
:R .
3-169
COMMUNITY SERVICES
LIBRARY
DIVISION HIGHLIGHT
For another consecutive year the library staff has provided a high level of service to an
expanded City population. A highly motivated, customer service focused library staff has 1
handled an increased (8%) circulation workload in 1999. Their noteworthy performance is
evident by the continually declining number of FTEs per thousand of population. The Library
Board feels this results from having a team of conscientious employees with excellent skills
and adequate tools for the tasks at hand.
This chart represents the number of full-time employees working for the Renton Public Library
as well as the number of employees per every 1,000 Renton citizens. The number of FTEs has
not increased between 1970 and 2000, while the population of Renton grew 83 percent.
LIBRARY STAFFING
®Regular FTE Employees
t 6.5 --*--Employees Per 1,000 Population 0.70
N
W 16.0 0.60 m c
d o
- 15.5 0.50 O a
y 15.0 0'40 W a
0 14.5 0.30 - 8
EW 14.0 0.20 EL
Z 13.5 0.10 Z fl
13.0 0.00
1970 1975 1980 1985 1990 1995 2000 Budget
Year
2000 OBJECTIVES AS RELATED GOAL#
TO THE CITY OF RENTOWS BUSINESS PLAN GOALS (Page 3-1)
■ Acquire, catalog, and process over 8,000 books, 500 magazines and 1,200 4
videos.
■ Circulate over 300,000 library materials of interest to library users. 4
■ Encourage children to read, and attract over 9,000 participants to special 4 ori
activities and programs.
■ Provide citizen access to off site library resources by maximizing interlibrary 4
loan, internet use, and reciprocal borrowing from King County Library
System.
■ Encourage Renton Historical Society Museum attendance and 1,3,4
participation in activities.
+
3-170
COMMUNITY SERVICES
LIBRARY
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98- 99 99-2000
Regular Salaries 620,456 659,260 681,646 670,731 691,760 5.1% 1.5%
• Part Time Salaries 120,243 114,635 146,530 119,029 149,440 4.9% 2.0%
Overtime 1,134 1,206 2,080 191,284 2,111 4.017o 1.5%
Personnel Benefits 184,704 192,738 204,695 202,061 193,230 5.6% -5.6%
wo Supplies 152,806 154,047 195,978 56,579 217,389 40.4% 10.9%
Other Services&Charges 44,516 49,066 54,950 7,126 84,370 7.9% 53.5%
Capital Outla15,133 13,672 0 1,248,203 0 -100,070 N/A
aOperating Total 1,138,992 1,184,624 1,285,879 1,248,203 1,338,300 7.8% 4.1%
CIP 0 0 0 0 0 N/A N/A
Total 1,138,992 1,184,624 1,285,879 1,248,203 1,338,300 7.8% 4.1%
so
2000 FUNDING DECISIONS
wo
1998 ADOPTED BUDGET: $1,192,322
1999 CHANGES:
Salaries 28,808
Benefits 10,943
ow Capital Outlay -18,000
All Other 1,906
Book Funds 45,000
to Full Text Magazine Database 10,000
Wages 7,400
60 Miscellaneous 7,500
1999 BUDGET $11F285,879
rrr
2000 CHANGES:
Salaries 13,055
Benefits -11,465
Book Funds 20,000
System Contract 28,930
All Other 1,901
2000 BUDGET $1,338,300
3 2000 BUDGET CITY OF
ow
3-171
COMMUNITY SERVICES
POSITION LISTING
1997 1998 1999 1999 2000
Grade Title Actual Actual Budget Actual Budget
ADMINISTRATION:
M43 Community Services Administrator 1.0 1.0 1.0 1.0 1.0
M37 Recreation Director 1.0 1.0 1.0 1.0 1.0
M37 Parks Director 1.0 1.0 1.0 1.0 1.0
M37 Facilities Director 1.0 1.0 1.0 1.0 1.0
M28 Capital Improvement Project Manager 1.0 1.0 1.0 1.0 1.0
M26 Recreation Manager 0.0 0.0 1.0 1.0 1.0
N l l Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
N07 Secretary II 2.0 2.0 2.0 2.0 3.0
Total Regular Staffing 8.0 8.0 9.0 9.0 10.0
Temporary Part Time 0.0 0.0 0.0 0.0 0.0
Intermittent Part Time 0.1 0.5 0.2 0.2 0.2
TOTAL ADMINISTRATION 8.1 8.5 9.2 9.2 10.2
FACILITIES:
M26 Facilities Manager 1.0 1.0 1.0 1.0 1.0
A25 Capital Improvement Project Coordinator 3.0 1.0 1.0 1.0 1.0
A25 Facilities Coordinator 0.0 1.0 1.0 1.0 1.0
A20 Building Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0
A19 HVAC Systems Technician 1.0 1.0 1.0 1.0 1.0 }
A17 Custodial Services Supervisor 1.0 1.0 1.0 1.0 1.0
A13 Facilities Technician 3.5 3.5 3.5 3.5 3.5
A10 Lead Maintenance Custodian 1.0 1.0 1.0 1.0 1.0
A07 Maintenance Custodian 5.0 5.0 5.0 5.0 5.0
A04 Lead Custodian 1.0 1.0 1.0 1.0 1.0
A01 Custodian 2.2 3.2 3.2 3.2 3.2
Total Regular Staffing 19.7 19.7 19.7 19.7 19.7
Temporary Part Time 1.3 1.7 1.8 1.8 2.1
Intermittent Part Time 2.1 1.7 1.2 1.2 1.2
TOTAL FACILITIES 23.1 23.1 22.7 22.7 23.0
PARKS: r
Maintenance
M26 Park Maintenance Manager 1.0 1.0 1.0 1.0 1.0
A20 Park Maintenance Supervisor 2.0 2.0 2.0 2.0 2.0
A15 Lead Park Maintenance Worker 2.0 2.0 2.0 2.0 2.0
All Park Maintenance Worker III 12.0 13.0 13.0 13.0 13.0
A07 Park Maintenance Worker II 3.0 2.0 2.0 2.0 2.0
A03 Park Maintenance Worker 1 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 21.0 21.0 21.0 21.0 21.0
Temporary Part Time 3.3 3.6 4.1 3.1 4.1
j
Intermittent Part Time 8.4 7.8 9.0 8.1 9.2
Total Maintenance 32.7 32.4 34.1 32.2 34.3
h�.r•
3-172
wo COMMUNITY SERVICES
POSITION LISTING
wr
1997 1998 1999 1999 2000
Grade Title Actual Actual Budget Actual Budget
GOLF COURSE:
Golf Administration
M26 Golf Course Manager 1.0 1.0 1.0 1.0 1.0
A08 Golf Course Operations Specialist 1.0 1.0 1.0 1.0 1.0
A01 Custodian 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 3.0 3.0 3.0 3.0 3.0
Intermittent Part Time 0.0 0.0 0.5 0.2 0.5
Total Golf Administration 3.0 3.0 3.5 3.2 3.5
Golf Course Maintenance
M20 Golf Course Supervisor 1.0 1.0 1.0 1.0 1.0
All Grounds Equipment Mechanic 1.0 1.0 1.0 1.0 1.0
ww
All Golf Course Maintenance Worker III 2.0 2.0 2.0 2.0 2.0
Total Regular Staffing 4.0 4.0 4.0 4.0 4.0
Temporary Part Time 1.5 3.1 2.2 1.3 2.2
w Intermittent Part Time 3.5 2.3 2.2 3.8 2.2
Total Golf Maintenance 9.0 9.4 8.4 9.1 8.4
w. Pro-Shop/Driving Range
M20 Golf Professional 1.0 1.0 1.0 1.0 1.0
N09 Assistant Golf Professional 1.0 1.0 1.0 1.0 1.0
err Total Regular Staffing 2.0 2.0 2.0 2.0 2.0
Temporary Part Time 1.2 0.8 1.7 1.7 1.7
Intermittent Part Time 3.4 3.9 3.8 3.7 3.8
irr Total Pro-Shop/Driving Range 6.6 6.7 7.5 7.4 7.5
Total Regular Staffing 9.0 9.0 9.0 9.0 9.0
Total Temporary Part Time 2.7 3.9 3.9 3.0 3.9
ow Total Intermittent Part Time 6.9 6.2 6.5 7.7 6.5
TOTAL GOLF COURSE 18.6 19.1 19.4 19.7 19.4
Total Regular Staffing 30.0 30.0 30.0 30.0 30.0
ww Temporary Part Time 6.0 7.5 8.0 6.1 8.0
Intermittent Part Time 15.3 14.0 15.5 15.8 15.7
TOTAL PARKS 51.3 51.5 53.5 51.9 53.7
up
twr
to
No
wr
it
3-173
COMMUNITY SERVICES
POSITION LISTING
1997 1998 1999 1999 2000
Grade Title Actual Actual Budget Actual Budget
RECREATION:
Recreation Services
M26 Recreation Manager 1.0 1.0 0.0 0.0 0.0
M25 Recreation Supervisor 2.0 2.0 1.0 1.0 1.0
A18 Recreation Program Coordinator 3.0 3.0 3.0 3.0 3.0
A14 Recreation Specialist II 5.0 5.0 4.0 4.0 4.0
Al2 Desktop Publishing Operator 1.0 1.0 0.0 0.0 0.0
Total Regular Staffing 12.0 12.0 8.0 8.0 8.0
Temporary Part Time 2.6 3.7 4.8 4.8 4.8
Intermittent Part Time 13.4 9.5 10.8 10.8 11.8
Total Recreation Services 28.0 25.2 23.6 23.6 24.6
Renton Community Center
M25 Recreation Supervisor 0.0 0.0 1.0 1.0 1.0
M20 Community Center Coordinator 1.0 1.0 1.0 1.0 1.0
A18 Recreation Program Coordinator 1.0 1.0 1.0 1.0 1.0
A14 Recreation Specialist II 0.0 0.0 1.0 1.0 1.0
Al2 Desktop Publishing Operator 0.0 0.0 1.0 1.0 1.0
A08 Lead Office Assistant 1.0 1.0 1.0 1.0 1.0
A07 Maintenance Custodian 2.0 2.0 2.0 2.0 2.0
A05 Office Assistant III 1.0 1.0 1.0 1.0 1.0
A01 Custodian 0.8 0.8 0.8 0.8 0.8
Total Regular Staffing 6.8 6.8 9.8 9.8 9.8
Temporary Part Time 4.3 3.3 3.8 3.8 3.8
Intermittent Part Time 7.8 7.9 5.7 5.7 5.7
Total Renton Community Center 18.9 18.0 19.3 19.3 19.3
Renton Senior Activity Center
M20 Senior Services Coordinator 1.0 1.0 1.0 1.0 1.0
A14 Recreation Specialist II 1.0 1.0 1.0 1.0 1.0 0111
A07 Maintenance Custodian 1.0 1.0 1.0 1.0 1.0
A05 Secretary 1 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 4.0 4.0 4.0 4.0 4.0
Temporary Part Time 1.5 1.5 2.2 2.2 2.2
Intermittent Part Time 3.4 2.6 1.4 1.4 1.4
Total Renton Senior Activity Center 8.9 8.1 7.6 7.6 7.6
Total Regular Staffing 22.8 22.8 21.8 21.8 21.8
Temporary Part Time 8.4 8.5 10.8 10.8 10.8
Intermittent Part Time 24.6 20.0 17.9 17.9 18.9
TOTAL RECREATION 55.8 51.3 50.5 50.5 51.5
Will
000 BUDGET CITY OF •
ilk
3-174
go COMMUNITY SERVICES
POSITION LISTING
wo
1997 1998 1999 1999 2000
Grade Title Actual Actual Budget Actual Budget
IN
HUMAN SERVICES:
Human Services
M26 Human Services Manager 1.0 1.0 1.0 1.0 1.0
A14 Court Advocate 0.8 1.0 1.0 1.0 1.0
A07 Human Services Office Technician 1.0 1.0 1.0 1.0 1.0
or Total Regular Staffing 2.8 3.0 3.0 3.0 3.0
Intermittent Part Time 0.7 0.2 0.2 0.2 0.2
Total Human Services 3.5 3.2 3.2 3.2 3.2
w+ Community Development Block Grants(CDBG)
A18 Housing Assistant Specialist 1.0 1.0 1.0 1.0 1.0
A18 CDBG Specialist 0.9 1.0 0.9 1.0 0.9
No A07 Housing Maintenance Worker 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 2.9 3.0 2.9 3.0 2.9
Total CDBG 2.9 3.0 2.9 3.0 2.9
Mw Total Regular Staffing 5.7 6.0 5.9 6.0 5.9
Intermittent Part Time 0.7 0.2 0.2 0.2 0.2
TOTAL HUMAN SERVICES 6.4 6.2 6.1 6.2 6.1
LIBRARY:
M37 Library Director 1.0 1.0 1.0 1.0 1.0
4+ M23 Assistant Library Director 1.0 1.0 1.0 1.0 1.0
N12 Museum Supervisor 1.0 1.0 1.0 1.0 1.0
A07 Secretary II 1.0 1.0 1.0 1.0 1.0
rr Total Library Administration 4.0 4.0 4.0 4.0 4.0
A17 Librarian 3.0 3.0 3.0 3.0 3.0
Al2 Library Supervisor 2.0 2.0 2.0 2.0 2.0
sir A09 Library Assistant II 0.0 0.0 0.0 0.0 0.0
A07 Library Technical Assistant 1.0 1.0 1.0 1.0 1.0
A03 Library Assistant 1 4.5 5.0 5.0 5.0 5.0
rr A03 Office Assistant II 0.5 0.0 0.0 0.0 0.0
Total Library Services 11.0 11.0 11.0 11.0 11.0
Total Library/Museum Regular Staffing 15.0 15.0 15.0 15.0 15.0
Temporary Part Time 1.4 1.2 1.6 1.6
Intermittent Part Time 5.6 5.6 6.9 6.9
TOTAL LIBRARY 22.0 21.8 23.5 15.0 23.5
Total Regular Staffing 101.2 101.5 101.4 101.5 102.4
Total Temporary Part Time 17.1 18.9 22.2 18.7 22.5
Total Intermittent Part Time 48.4 42.0 41.9 35.3 43.1
TOTAL COMMUNITY SERVICES 166./ 162.4 165.5 155.7--=.
Note:2000 Budget numbers include one limited term position in Human Services and one limited term position in CDBG.
000 BUDGET a CITY OF •
3-175
Ahead of the curve
2000 BUDGET* CITY OF RENTON
3-176
am
to
66
r
Planning/Building/Public Works
I
�r
�r
it
torr
err
rr
rr
r
PLANNING/BUILDING/PUBLIC WORKS
ORGANIZATION
Administrator
Gregg Zimmerman
� 1
Administrative Support
3.1
a.
Development Maintenance Transportation Utility
Services Services SystemsIE
Systems
40.7 64.8 39.8 25.2
No
Development Street/ Operations Water
Planning Solid Waste
................
PW Inspections Waste Water/ Design Surface Water
and Per Surface Water
Building Inspections Water Planning Waste Water/
and PermitsT7
Technical Services
7711
Airport Solid Waste
IYI[M
to
a*
to
Total Full-Time Equivalent Employees: 174.6
No
oil
1.
ow
h-�
3-177
PLANNING/BUILDING/PUBLIC WORKS
THE DEPARTMENT
PROGRAM MISSION
The continuing goal of the Planning/Building/Public Works Department
(P/B/PW) is a commitment to service. In order to react to demands for
building and land use permits, growth management, infrastructure
maintenance and other concerns, the Department has been
organized into five divisions: Administration, Development Services,
Transportation Systems, Utility Systems, and Maintenance Services.
DEPARTMENT OVERVIEW
Expenditure Comparison
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
APPROPRIATION BY OB]ECT OF EXPENDITURE )
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 7,320,251 7,162,216 7,895,509 7,488,421 8,067,210 6.9% 2.217o
Part Time Salaries 360,227 316,369 419,898 223,083 407,663 4.1% -2.9%
Overtime 146,495 170,924 159,500 151,213 163,244 11.5% 2.3%
Personnel Benefits 2,193,911 2,135,847 2,441,577 2,178,807 2,336,771 10.2% -4.3% 1
Supplies 1,512,872 1,383,164 1,774,544 1,543,933 1,704,793 18.0% -3.9%
Other Services&Charges 15,064,985 16,013,498 17,894,028 17,523,314 17,767,092 17.8% -0.7%
Intergovernmental Services 4,805,185 11,738,956 5,608,586 5,562,600 4,054,386 3.9% -27.7%
Capital Outlay 776,175 3,820,395 2,807,364 2,465,778 1,136,200 207.0% -59.5%
Debt Service 5,048,928 645,783 3,973,065 3,863,905 4,238,151 2.1% 6.7%
,
Interfund Payments 2,634,786 2,696,449 2,718,547 2,748,125 2,769,772 1.1% 1.9%
Operating Total 39,863,815 46,083,601 45,692,618 43,749,179 42,645,282 15.0% -6.7%
CIP(Airport Fund 348,221 767,484 1,910,895 630,468 1,250,000 288.87o -34.6%
Total 40,212,036 46,851,085 47,603,513 44,379,647 43,895,282 18.3% -7.87o -
C�f 2000 BUDGET 9 CITY OF RENTON
3-178
PLANNING/BUILDING/PUBLIC WORKS
2000
CAPIAL IMPROVEMENT PROGRAM CIP Budget
As shown in the CIP and included in the 317 Fund appropriation total. 14,597,500
As shown in the CIP and included in the 421 Fund appropriation total. 11,858,000
Total 26,455,500
DIVISIONS BY FUND NUMBER
The Planning/Building/Public Works Department includes the operations of the following
divisions:
Administration-General Fund 000
Development Services- General Fund 000
Transportation Systems-Street Fund 103/16 and Airport Fund 402
Utility Systems-Waterworks Utility Fund 401/18, Solid Waste Fund 403/18, Waterworks Revenue
Bond Fund 451, and Technical Services-General Fund 000
Maintenance Services -Street Fund 103/19, Waterworks Utility Fund 401/19, Solid Waste Fund
403/19, and Equipment Rental Fund 501
Note: Prior to 1998, the Department had a sixth division; Planning and Technical Services.
This division was disbanded in 1998 and absorbed by the Economic Development,
Neighborhoods, and Strategic Planning Department, the Finance and Information Services
Department, and the Utility Systems Division in the Planning/Building/Public Works
Department.
ACTIVITY BY DIVISION
The Planning/Building/Public Works Department operations are financed by nine funds
including: General, Street, Water/Wastewater/Surface Water Utilities, Waterworks Revenue
Bonds, Airport, Solid Waste Utility, Equipment Rental, and Transportation and
Water/Wastewater/Surface Water Capital Improvement Funds. The Capital Improvement
Funds reimburse operations for planning, design, management, and inspection services.
Administration provides management and direction for the Planning/Building/Public Works
Department.
Development Services creates and maintains a safe and pleasant physical environment by
ensuring compliance with codes and land use regulations, providing a public information
counter and plan review of new construction, issuance of building permits and inspection
services, and by overseeing environmental and land use planning issues related to
development.
Transportation Systems plans, designs, constructs, operates, and maintains a transportation
system that provides safe and efficient movement of people and goods, enhances
environmental quality, and is compatible with local and regional mobility goals and
development objectives. Management of the Renton Municipal Airport, the fifth busiest
airport in the state, is included in this division.
=R 000 BUDGET* CITY OF RENTON
3-179
PLANNING/BUILDING/PUBLIC WORKS
Utility Systems insures Water, Wastewater, Surface Water, and Solid Waste systems are
characterized by quality planning, engineering, operations, financial integrity, and customer
services. Technical Services maintains property information and other records, manages
automated mapping and geographic information systems and data analysis, and maintains
survey monumentation.
Maintenance Services operates and maintains the City's infrastructure including streets,
sidewalks, bridges, equipment, water, wastewater, and surface water utility systems, and the
Solid Waste Utility litter control program.
MA]OR DEPARTMENT CHANGES
1999:
■ Limited Term Inspectors ($111,174- Development Services)
Two limited term inspector positions were approved by Council in 1998 in order to reduce
backlog and meet increased demand due to large amount of construction activity.
■ Temporary Position made Limited Term ($23,274- Development Services)
One temporary Engineering Specialist I position was converted to a limited term position.
This position is shared with the Utility Systems Division.
■ Land Use Consultants ($20,000- Development Services)
Funding was added to hire land use consultants when necessary to handle complex
projects requiring more time to analyze than the typical land use permit application.
■ Temporary Assistant Planner Made Regular($16,000-Development Services)
One temporary Assistant Planner position was converted to a regular position. Additional
funding was added to pay for employee benefits.
■ Capital Outlay ($1,058,702-Maintenance Services)
The budget increased by the above amount in the Equipment Rental Fund (501). This
amount reflects planned purchases of replacement vehicles for Police, Community
Services, and other departments.
■ Maintenance Worker ($50,741 -Maintenance Services)
A Maintenance Worker III has been added to do street sweeping
■ Performance Measurement Pilot Program ($30,000-Maintenance Services)
Funding was added to provide training and development of performance measures.
The Outcome Management Program using these performance measures will be
conducted in 2000.
■ Meter Reader .5 FTE ($22,445-Maintenance Services)
A half time meter reader has been added to meet increased demand resulting from
new construction and annexations.
2000 BUDGET CITY OF RENTON3-180
a■ PLANNING/BUILDING/PUBLIC WORKS
■ Aqua Meg ($100,000-Maintenance Services)
Additional funding was added for Aqua Meg, a chemical used at the Corrosion Control
" Treatment Facility.
■ Conduit Camera, Materials Sheds, Storage Shed -($58,665 -Maintenance Services)
Funding has been added for a hanging sander shed at the City shops, covered material
sheds at Rolling Hills and the Highlands Reservoir, and a small TV camera for inspecting
conduits.
■ Litter Cans ($40,000-Maintenance Services)
One hundred additional graffiti resistant litter cans will be purchased in 1999 for the
downtown and Highlands areas.
■ Fleet Management Technician ($2,800-Maintenance Services)
The limited term Fleet Management Technician position in the Equipment Rental Fund
(501) has been changed to a regular position.
■ Intermittent Salaries for Bird Control ($18,000-Transportation Systems)
Funding has been added to pay salaries of intermittent employees in the Airport Fund to
provide assistance in controlling wild geese and gull populations on the airport runways.
CTR Guaranteed Ride Home ($15,000-Transportation Systems)
Funding has been added to support the Commute Trip Reduction (CTR) program, which
guarantees car pool employees transportation to their homes if they are unable to leave
with their car pool or if they need to leave early because of an emergency.
■ Runway 15 Safety Area Improvements ($460,000), Drainage Improvements
($275,000), Runway Crack Filling ($78,000), -Transportation Systems
The budget was increased to include funding for the above major maintenance projects
at the Airport.
�r
■ Control Tower HVAC Improvements ($52,000-Transportation Systems)
The heating, ventilation, air conditioning system in the Airport Control Tower will be
upgraded.
■ Convert City Hangar to Equipment Bay ($50,000-Transportation Systems)
A storage area within the City Hangar building at the Airport will be converted to an
equipment bay. Equipment is currently stored in an aircraft hangar leased to a private
party.
■ Seaplane Base Project and Study ($605,000-Transportation Systems)
A study will be conducted of the seaplane base at the Airport, a damaged beaching
ramp will be removed and new modern docking facilities will be constructed.
�.r
■ Upgrade Tower Electrical Entrance Service ($116,000 -Transportation Systems)
Airport tower building electrical panels were installed in 1962. Increased use of electrical
r. equipment requires larger amperage panels, up from current 400 amp service.
. �� 000 BUDGET * CITY OF RENTON
3-181
All
PLANNING/BUILDING/PUBLIC WORKS
■ Payment to Solid Waste Contractor: ($1,387,260- Utility System)
The payment to the solid waste contractor was increased to reflect an 11 percent
increase inking County dump fees and a small contractual cost of living increase in the
City's contract with the solid waste service provider.
■ Taxes ($155,295 - Utility Systems)
The amount budgeted for taxes increased by $155,295 to reflect an estimated increase
in water,wastewater, and surface water utility collections in 1999.
■ Temporary Employees to limited Term ($10,007- Utility Systems)
Two Engineering Specialist 1 positions in the Waterworks Utility Fund (401) were changed
from temporary to limited term. This increased the budget by $10,007 to pay for the
employee benefits associated with limited term positions.
■ Map Data Unit Conversion ($30,000- Utility Systems)
The budget was increased to pay for converting map data from metric to US foot. At
the current time, the City's map data is in metric units. Many map data users within :
government agencies and the private sector need the information in feet. This increase
will be used to start the conversion process.
■ Endangered Species Act Response ($12,078- Utility Systems)
The Endangered Species Act has identified certain types of salmon as endangered. The
budget was increased to provide funding to study the requirements of this Act and to
determine the best way to respond.
■ Neighborhood Cleanup Program ($29,936 - Utility Systems)
In order to provide support for the Neighborhood Cleanup Program which focuses on
litter problem areas, $24,936 was added to pay for temporary employee salaries and an
additional $5,000 to pay for advertising and collections costs.
■ Recycling Bins ($27,331 -Utility Systems)
Funding was added to purchase more curbside recycling bins and toters for customer
use.
2000:
■ Temporary Office Assistant to Regular($4,200-Administration)
A .5 FTE temporary Office Assistant III has been changed to a .5 regular position. This
position enables department project managers and maintenance managers to
efficiently manage capital improvement project costs.
F
■
Limited Term to Regular($7,000- Development Services)
One limited term code Compliance Officer and one Engineering Specialist have been
converted to regular positions.
■ Capital Outlay (-$1,196,464-Maintenance Services)
The amount of capital outlay required for 2000 was decreased by the above amount.
This decrease reflects a reduction in the number of City fleet vehicles that need to be r
replaced. In 1999, more than 60 vehicles were scheduled for replacement which is
higher than average. The 2000 budget for vehicle replacement is more consistent with
an average year.
off . . . —
3-182
W PLANNING/BUILDING/PUBLIC WORKS
r.
■ Metro Increases (146.084-Maintenance Services)
King County Metro fees were increased for sewage treatment services.
■ Fire Vehicles, Other Vehicles ($235,000-Maintenance Services)
Additional vehicles added to the planned purchases for 2000 include a fire aid unit, a
■ vehicle for the new Fire Inspector, a vehicle for Facilities and one for the Code
Compliance Officer in Development Services.
Bird Control Program ($29,428-Transportation Systems)
Funding was increased to provide supplies to aid employees in their efforts to control the
wild geese and gull population on the airport runways.
r.
■ Limited Term Transportation Manager ($66,000-Transportation Systems)
A full time limited term transportation manager will be needed to oversee the Port
6r Quendall project design and grant applications. Interchange improvements required by
this project have been estimated at$40 million dollars. The Department is in the process
of developing an agreement with WSDOT regarding the City's roles and responsibilities
for this large project.
■ Street Overlay ($100,000-Transportation Systems)
Additional funding will be added to the existing Street Overlay Program budget to
increase the amount available for overlaying streets throughout the City.
■ Purchased Water for Boeing ($109,000- Utility Systems)
The City of Renton now purchases water from the City of Seattle for use by Boeing
facilities. This expense is more than covered by the revenue received from Boeing for
water consumption.
�r
■ Office Assistant II ($9,850- Utility Systems)
A .5 HE Office Assistant II was added to improve customer service by providing
adequate coverage of office and phones during business hours. The additional funding
represents the balance needed after reallocation of the intermittent salaries budget in
administration.
■ Engineering Specialist 1 ($450- Utility Systems)
One limited term Engineering Specialist I position was converted to a regular position.
C. 000 BUDGET CITY OF RENTON
3-183
PLANNING/BUILDING/PUBLIC WORKS
EXPENDITURE BUDGET BY DIVISION
1997 1998 1999 1999 2000 %Chg %Chg
Divisions Actual Actual Budget Actual Budget 98-99 99-2000
Administration 255,503 274,269 289,454 283,308 292,918 4.0% 1.2%
Development Services 2,437,267 2,546,666 2,873,844 2,634,938 2,810,201 12.3% -2.217c •
Planning&Tech Services 1,038,526 0 0 0 0 N/A N/A
Transportation Systems 3,228,746 3,262,889 3,632,592 3,290,760 3,843,128 5.6% 5.8%
Utility Systems 17,572,048 25,727,403 21,415,844 20,391,284 19,922,611 12.1% -7.07o
Maintenance Services 15,331,725 14,272,374 17,480,884 17,148,889 15,776,424 21.8% -9.8%
Operating Total 39,863,815 46,083,601 45,692,618 43,749,179 42,645,282 15.0% -6.7%
C1 Trans Sys-Ai orf 348,221 767,484 1,910,895 630,468 1,250,000 288.8% -34.6%
Total 40,212,036 46,851,085 47,603,513 44,379,647 43,895,282 18.3% -7.8%
STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees - FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Division/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Administration 4.1 4.1 4.1 4.1 4.1 0.0% 0.0170
Development Services 36.3 41.7 41.7 41.7 40.7 8.2% -2.47o
Planning&Technical Services 14.2 0.0 0.0 0 0.0 N/A N/A
Transportation Systems 37.2 36.6 36.6 38.8 39.8 0.0170 2.5%
Utility Systems 20.8 24.7 24.7 24.7 25.2 0.0% 0.0%
Maintenance Services 62.5 63.3 64.8 64.8 64.8 2.4% 0.0%
Total FTE 175.1 170.4 171.9 174.1 174.6 0.9% 1.3%
li
C�-4-- 2000 BUDGET CITY OF •
3-184
PLANNING/BUILDING/PUBLIC WORKS
ANISTRATION
DMI
..
PROGRAM MISSION
`o Provide management and direction for the Planning/Building/Public
Works Department.
w.
DIVISION OVERVIEW
40
Expenditure Comparison
ON $325,000
$260,000 -
$195,000
wo $130,000 -
$65,000 -
$0
130,000$65,000$0
■r
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
wW
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 255,503 274,269 289,454 283.308 292,918 4.0% 1.274
�w
PROGRAM ACTIVITY
00
The Administration Division provides managerial direction and
oversight for the City's Water, Wastewater, Surface Water, and Solid
Waste Utilities; Development Services; Technical Services;
Transportation and Airport Systems; and activities related to the
maintenance and improvement of the public works infrastructure. The
,�. Division ensures responsive and efficient performance by establishing
and implementing priorities, policies and procedures; and by working
with the City Council, Executive and other Departments, and outside
agencies to achieve the City's goals. Activities include financial
management, support for the Board of Public Works, and handling all
personnel-related actions of the Department.
DGET CITY OF RENTON
Mw
3-185
PLANNING/BUILDING/PUBLIC WORKS
ADMINISTRATION
STAFFING LEVELS (Full Time Equivalent Employees — FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 3.5 3.5 3.5 3.5 4.0 0.0170 14.317o
Temporary Part Time 0.5 0.5 0.5 0.5 0.0 0.0% -100.07.
Intermittent Part Time 0.1 0.1 0.1 0.1 0.1 0.0% 0.0170
Total Staff Ing 4.1 4.1 4.1 4.1 4.1 0.0% 0.017.
1999 ACCOMPLISHMENTS
• Provided management and leadership for the four divisions of the
Planning/Building/Public Works Department. Established departmental goals and
work plans consistent with the City's 6-year Business Plan.
• Provided leadership on major public works projects including the downtown transit
r
center, Oakesdale Avenue, the Cedar River Flood Control project, the Kennydale
Sewer Interceptor and others. Assisted in bringing the Maplewood Water Supply into
beneficial use.
• Represented the City in numerous regional planning efforts including chair of the King
County Public Works Directors Group, Eastside Transportation Partnership (ETP), South
County Transportation Board (SCATBd), Regional Project Evaluation Committee
(RPEC), Metro/King County Regional Wastewater Siting and Financing committees.
• Analyzed the financial needs of the four Utilities and determined whether a rate
increase was needed to cover the costs of maintenance, operation and capital
improvements. Assisted with development of a bidding process and analysis for a
new solid waste collection contract.
• Coordinated efforts between Planning/Building/Public Works and the Finance
Department in the selection of a new Utility Billing program and Payroll/Job Cost
Accounting program. Streamlined the existing job costing system to better mesh with
the new payroll system.
2000 BUDGET- CITY OF RENTONn,
Milli
3-186
.. PLANNING/BUILDING/PUBLIC WORKS
ADMINISTRATION
2000 OBJECTIVES AS RELATED GOAL #
r, TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
• Provide management and leadership for the four divisions of the 3
Planning/Building/Public Works Department. Establish departmental goals
and work plans consistent with the City's 6-year Business Plan.
■ Represent the City in numerous regional planning efforts including chair of 3
the King County Public Works Directors group, Eastside Transportation
Partnership (ETP), South County Transportation Board, Regional Project
Evaluation Committee, Regional Funding Advisory Committee for
Stormwater Regional Needs Assessment.
■ Analyze the financial needs of the four Utilities and determine whether a rate 2
increase is needed to cover the costs of maintenance, operation and
capital improvements.
• Provide leadership in establishing a new solid waste contract. 1
■ Assist in evaluating pilot program of Maintenance Division's program/activity 4
based budget.
APPROPRIATION BY OBJECT OF EXPENDITURE
w.
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 189,277 200,679 208,226 212,208 226,227 4.07, 8.6%
err
Part Time Salaries 14,883 12,537 16,606 11,775 2,060 2.0% -87.6%
Overtime 133 3,592 1,208 1,969 1,226 4.076 1.5%
Personnel Benefits 47,204 50,624 53,426 49,906 53,317 5.3% -0.217o
Supplies 1,484 2,261 3,946 2,195 3,986 1.0% 1.0170
Other Services&Charges 2,522 4,576 6,042 1,782 6,102 1.0% 1.070
Capital Outla0 0 0 3,473 0 N/A N/A
'r•
Operating Total 255,503 274,269 289,454 283,308 292,918 4.0% 1.217o
CIP 0 0 0 0 0 N/A N/A
Total 255,503 274,269 289,454 283,308 292,918 4.07o 1.217o
1' 2000 BUDGET CITY OF •
3-187
PLANNING/BUILDING/PUBLIC WORKS
ADMINISTRATION
2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $278,269
1999 CHANGES:
Salaries 8,381
Benefits 2,705
Overtime 99
1999 BUDGET $289,454
2000 CHANGES:
Salaries 3,473
Benefits -4,309
Temporary Office Assist to Regular FTE 4,200
All Other 100
2000 BUDGET $292,918
2000 BUDGET CITY OF RENTON
3-188
.r.
PLANNING/BUILDING/PUBLIC WORKS
�. DEVELOPMENT SERVICES
PROGRAM MISSION
Provide excellent customer service in the areas of code enforcement,
review of development proposals for compliance with local and state
regulations, Building plan review and inspections, and Public Works
plan review and inspections. The Development Services Division is a
permitting division, responsible for the issuance of building, public
works and land use permits. Information on zoning, permit
'0 applications, utility locations, building activity, and sensitive areas can
be obtained from the customer service center located on the 6th floor
of City Hall.
DIVISION OVERVIEW
Expenditure Comparison
$3,000,000
$2,400,000
$1,800,000
$1,200,000
$600,000
err $0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
aw
EXPENDITURE BUDGET
N.
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
No Total Appropriation 2,437,267 2,546,666 2,873,844 2,634,938 2,810,201 12.3% -2.2%
of PROGRAM ACTIVITY
Development Planning is responsible for the processing and
administering of all current land use actions and subdivisions, the State
Environmental Policy Act (SEPA), and the City's Shoreline Master
Program. In addition, code compliance inspectors provide
enforcement of City Code Development Regulations.
2000 BUDGET* CITY OF RENTON3-189
PLANNING/BUILDING/PUBLIC WORKS
DEVELOPMENT SERVICES
Staff support is provided to the Environmental Review Committee, Hearing Examiner, Board
of Adjustment, and Council's Planning and Development Committee. This section
participates with Strategic Planning in writing new zoning regulations, amending existing
codes, and drafting other development standards and programs that implement the
Comprehensive Plan.
Staff have implemented a pro-active approach to customer service: responding to citizen
information requests, providing assistance to the public at the land use information center,
and conducting pre-application conferences. The result is a streamlined permitting process
that enables applicants to obtain timely land use decisions.
Public Works Inspections and Permits review construction plans for compliance with City
codes, including utility regulations and transportation standards and performs construction
inspection for Public Works projects. A public information center is located on the d" floor of milli
City Hall to handle inquiries for utility and transportation items. The Plan Review staff also
assists developers through the plan review process.
Building Inspections and Permits performs building, electrical, plumbing, and related
inspections for projects under construction, along with inspection of dangerous buildings, to
ensure compliance with the Building, Energy, Electrical, Plumbing, Mechanical, Sign, and
Land Use Codes. The public information center is located on the 6th floor of City Hall. Land
use applications are also accepted at this location. Surveys have indicated that the
counter staff provides exceptional customer assistance.
Administration provides overall management and oversight of the Division, ensuring that
development applications are handled in an efficient and courteous manner and addresses
problems and issues arising from development applications. The Director is also responsible
for maintaining a helpful, informative and proficient customer service center. The Director is
the decision-maker for administrative land use and design review permits. i
STAFFING LEVELS (Full Time Equivalent Employees — FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 34.0 38.7 39.7 39.7 38.7 8.2% -2.5%
Temporary Part Time 1.8 2.1 1.1 1.1 1.1 -47.6% 0.0%
Intermittent Part Time 0.5 0.9 0.9 0.9 0.9 0.017o 0.0%
Total FTE 36.3 41.7 41.7 41.7 40.7 5.0% -2.4%
Nfi
2000
4
\ tl
�'. BUDGET
3-190
w PLANNING/BUILDING/PUBLIC WORKS
DEVELOPMENT SERVICES
1999 ACCOMPLISHMENTS
w • Expanded the Sierra system with new software compatible with Microsoft Windows 95.
• Improved and simplified the short plat review process.
• Utilized the government access TV channel to relay development activities, services
and information by the Division to the public.
• Established the Sierra system on the City's web page, allowing public access to
download building permits.
• Created a customer self help area to aid in land use information and the permit
application process.
DIVISION HIGHLIGHT
The Current Planning Section reviews all land use permits and SEPA checklists. Turn around
time for administrative land use permits is typically between six to eight weeks. For more
complex projects requiring a public hearing before the Hearing Examiner, the average
permit processing time is between 12-14 weeks.
w
The chart below represents the number of approvals of larger construction permits, which is
00 only one small fraction of the permits issued by the Public Works inspections & permits
department. Staff manages high service levels, while maintaining a very large volume of
permits and over 50,000 inspections annually. Permit review times have been reduced to
same day review for many permits and a maximum of two weeks for the most complex
projects.
CONSTRUCTION PERMITS
■Land Use/Planing
w
0 Plan Review
350 -
300 284 268 287
E 250 211
c
200 -
150 -
Wr E 100 80 U75 U69
Z 50 94
0-
1996 1997 1998 1999
Year
we The following chart represents Building, Electrical, Mechanical and Plumbing permits.
Building department has maintained and extremely high level of service with a minimum
staff. Six inspectors and four office staff manage a large volume of permits and over 19,000
inspections annually. Permit review times have remained constant at two weeks for new
residence and six weeks for new commercial development.
oil
aw
3-191
PLANNING/BUILDING/PUBLIC WORKS
DEVELOPMENT SERVICES
BUILDING PERMIT ACTIVITY
5000
4
4500 402
E
d 4000 3564 3744
0 3500 3209
E
3000
z 2500 -
2000 --
1996
5002000 1996 1997 1998 1999
Year ;
,4
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
• Improve channels of communication between divisions and departments 1,2,3,4,5
for effective service to all customers.
■ Continue cross training of customer service representatives. 3,4
• Customize the Temporary Certificate of Occupancy (TCO) process to 4
minimize contractor's/developer's unforeseen requirements.
■ Improve and expand cooperative code compliance program between 2,3,4
Police and Development Services to include Human Services and outside
social service agencies in the residential abatement process.
■ Expand building and construction inspectors' duties to include plan review. 4
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000 Illd
Regular Salaries 1,577,646 1,748,649 1,940,764 1,842,778 1,927,206 10.6% -0.7%
Part Time Salaries 58,912 54,083 75,637 28,268 77,149 -6.8% 2.076
Overtime 27,688 39,240 14,570 35,455 14,788 4.0% 1.5% 4
Personnel Benefits 443,693 482,088 575,469 502,194 536,314 16.6% -6.8%
Supplies 10,037 18,164 24,476 27,952 24,719 1.0% 1.0%
Other Services&Charges 312,874 204,442 242,928 192,827 230,025 27.1% -5.3%
Capital Outla6,417 0 0 5,464 0 N/A N/A
Operating Total 2,437,267 2,546,666 2,873,844 2,634,938 2,810,201 12.3176 -2.2%
CIP 0 0 0 0 0 N/A N/A
Total 2,437,267 2,546,666 2,873,844 2,634,938 2,810,201 12.3% -2.21fo
:( off • •
3-192
w PLANNING/BUILDING/PUBLIC WORKS
DEVELOPMENT SERVICES
2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $2,559,167
1999 CHANGES:
Salaries 78,869
Benefits 33,289
Equipment Rental 27,824
Salary/Benefit Adjustment for Two Limited Term 111,174
Inspectors
Salary/Benefit Year End Adjustment for One 23,274
Temp Employee to Limited Term
Land Use Consultants 20,000
One Temporary Assistant Planner to Regular 16,000
Employee
Microfilming/Advertising 2,609
All Other 1,638
1999 BUDGET $2,873,844
2000 CHANGES:
Salaries 35,392
Benefits -32,355
Ltd Term Field Engineering Specialist Removed -61,020
Limited Term to Regular 7,000
All Other -12,660
2000 BUDGET $2,810,201
2000 BUDGET CITY OF RENTON
3-193
PLANNING/BUILDING/PUBLIC WORKS
MAINTENANCE SERVICES
PROGRAM MISSION
Operate and maintain the City's infrastructure including: streets,
sidewalks, bridges, water, wastewater, and surface water systems.
Manage and maintain vehicles and equipment for all City
departments.
DIVISION OVERVIEW
Expenditure Comparison
$17,500,000
$14,000,000
$10,500,000
$7,000,000
$3,500,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 15,331,725 14,272,374 17,480,884 17,148,889 15,776,424 21.8% -9.8%
PROGRAM ACTIVITY
Maintenance Administration provides managerial direction to the
operations staff by establishing and implementing priorities, policies,
and procedures, and by collecting and using data to preserve the
investment made in the City's infrastructure. Also responsible for I
inventory control, the pavement management program, division
safety management, and oversees response to citizen requests.
Street Maintenance maintains over 169 miles of streets and alleys, 12
bridges, sidewalks, and provides miscellaneous construction services
to various City departments.
000 BUDGET* CITY OF RENTON
3-194
PLANNING/BUILDING/PUBLIC WORKS
w
MAINTENANCE SERVICES
Water Maintenance is responsible for furnishing a consistently high quality and adequate
supply of potable water at a reasonable pressure to customers. Provides maintenance and
repair of the water system, and electrical and telemetry operations and repair.
Wastewater Maintenance/Surface Water Maintenance provides operation and
maintenance of the sewer system from the point of discharge until sewage enters into the
METRO system. Operates and maintains 23 sewer lift stations.
Solid Waste Maintenance curbs litter throughout the City by routine litter collection and
disposal.
Equipment Maintenance maintains and repairs 422 vehicles and equipment; provides fleet
administration; and coordinates annual vehicle replacements and additions.
STAFFING LEVELS (Full Time Equivalent Employees - FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 58.0 58.0 59.5 59.5 59.5 2.6% 0.0%
Temporary Part rime 1.0 1.6 1.6 1.6 1.6 0.0% 0.0%
Intermittent Part Time 3.5 3.7 3.7 3.7 3.7 0.0% 0.0%
Total FTE 62.5 63.3 64.8 64.8 64.8 2.417o 0.0%
1999 ACCOMPLISHMENTS
■ Street Maintenance Section swept 6,650 street lane miles, an increase of 22 percent
over 1998.
■ The Water Maintenance Section placed the new Corrosion Control Treatment Facility
into full operation.
• Water and Wastewater Maintenance Sections, in coordination with Utility Engineering,
completed a detailed Y2K survey and took those actions necessary to insure Renton's
Water and Wastewater control systems are Y2K compliant.
■ Wastewater Maintenance completed a television inspection of the sewer collection
system in the North Highlands.
■ The Public Works Maintenance Division completed the training and prepared a
balanced set of performance measures which allow the Outcome Management
Program to be conducted in 2000.
r..
2000 BUDGET - CITY OF RENTON
3-195
PLANNING/BUILDING/PUBLIC WORKS
MAINTENANCE SERVICES
DIVISION HIGHLIGHT
JA
Since its inception in 1987 the Surface Water Utility has worked hard to open, repair and
replace broken, clogged and undersized drainage facilities. The result has been a large
drop in claims paid by the City. Even though Renton has experienced greater than average
rainfall over the last five years there has been little damage to property. That is a reflection
of the good work being done by the Storm Water Utility Staff.
SURFACE WATER UTILITY - NUMBER OF LIABILITY
CLAIMS AND ANNUAL RAINFALL
70
60 57.67 Average Annual
50.75 47.94 50.14 Rainfall-36.5"
50 45.47
40 --
30 --
20--
03020 ®Yearly Inches of
10Rainfall
—*—Paid Claims over
0 $1,000
1995 1996 1997 1998 1999
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ The Public Works Maintenance Division will complete the City's Outcome 4
Management Pilot Program so that a valid assessment of performance
measurement is provided.
■ The Street Maintenance Section and Pavement Management Technician 2,5
will maintain Renton's streets so that the pavement's overall condition index
(OCI) is 80 or better.
■ The Water Maintenance Section will operate the Maplewood well field so 2,4
that the customer satisfaction rating is 90 percent of the customer
satisfaction rating of the Cedar River well field.
■ The Wastewater Maintenance Section will maintain the sanitary sewer and 2,4
surface water collection systems so that annual claims for damages are five
or less for wastewater and ten or less for surface water.
■ The Fleet Maintenance Section will have an annual customer satisfaction 4
rating of 85% or better.
3
2000 BUDGET e CITY OF RENTON3-196
PLANNING/BUILDING/PUBLIC WORKS
MAINTENANCE SERVICES
+rr
APPROPRIATION BY OB]ECT OF EXPENDITURE
■
The Maintenance Services Division consists of Street Fund Maintenance (Fund 103/19),
Waterworks Utility Maintenance (Fund 401/19), Solid Waste Maintenance (403/19), and
Equipment Rental (Fund 501).
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000Regular Salaries 2,343,280 2,332,856 2,656,210 2,486,231 2,696,094 6.4% 1.5%
Part Time Salaries 86,647 102,111 117,019 52,852 119,349 2.017o 2.0%
Overtime 81,496 86,837 105,804 73,720 108,743 16.4% 2.8%
Personnel Benefits 807,227 792,893 924,171 815,467 890,852 8.3% -3.6%
Supplies 1,313,096 1,237,130 1,562,115 1,375,300 1,460,805 20.6% -6.5%
Other Services&Charges 7,920,484 8,382,300 8,606,336 9,069,295 8,779,884 7.4%, 2.07o
Intergovernmental Services 400,000 41,866 365,000 369,468 0 100.0% -100.0%
Capital Outlay 691,551 679,494 2,567,864 2,301,196 1,136,200 191.0% -55.8%
Debt Service 1,144,844 42,359 0 1 0 N/A N/A
err Interfund Payments 543,100 574,528 576,365 605,360 584,497 1.4% 1.4%
Operating Total 15,331,725 14,272,374 17,480,884 17,148,889 15,776,424 21.8% -9.8%
CIP 0 0 0 0 0 N/A N/A
Wr Total 15,331,725 14,272,374 17,480,884 17,148,889 15,776,424 21.8% -9.8%
rr•
IYr
No
+
rr
rrr
2000 OF •
No
3-197
PLANNING/BUILDING/PUBLIC WORKS
MAINTENANCE SERVICES
2000 FUNDING DECISIONS M
1995 ADOPTED BUDGET: $14,349,345
1999 CHANGES:
3
Salaries 105,746
Benefits 50,004
Equipment Rental 170,838
Capital Outlay 1,058,702
Street Maintenance Fund 103/19:
Maintenance Worker III for Street Sweeping 50,741
Waste Disposal for Street Sweeping 5,000
Additional Training 6,085
Performance Measurement Pilot Program 15,000
Overtime increases 1,500
Sidewalk Repair Supplies 15,000
Waste Disposal 38,000
Reallocation of PW Maintenance Manager 33,418
Salary and Benefits
Waterworks Utility Maintenance Fund 401119: "
Increase in Metro Fees 336,064
Increase in Training 2,750
Add .5 FTE Meter Reader 22,445
Existing Maintenance Worker to Lead 2,000
Maintenance Worker
Riding Lawnmower, Push Mower, Saws, Weed 15,000
Wacker, etc.
Performance Measurement Pilot Program 15,000
Increase in Dump Fees 2,660
Overtime to Cover Standby Increase 9,950
Aqua Meg for Corrosion Control Treatment 100,000
Facility
000 . OF •
3-198
fto PLANNING/BUILDING/PUBLIC WORKS
MAINTENANCE SERVICES
rr
1999 CHANGES: (CONTINUED)
Conduit Camera, materials Sheds, Storage 58,665
Shed
Reallocation of PW Maintenance Manager -33,121
Salary & Benefits
Solid Waste Maintenance Fund 403119:
rw Purchase 100 Litter Cans for Downtown and 40,000
Highlands Area
Equipment Rental Fund 501
Reclass Vehicle & Equip Supervisor to Fleet 3,070
Manager
Reduction in Debt Service -38,144
Fleet Management Technician from Limited 2,800
Term to Regular
Increase in Laundry Contract 300
Purchase of Small Equipment Items 83,000
All Other 48,866
1999 BUDGET $16,570,684
rr 2000 CHANGES:
Salaries 45,153
Benefits -33,319
Capital Outlay -1,196,464
Maintenance & Operating cost for Vactor 65,310
Increase in Metro Fees 146,084
Purchase of Fire aid Unit and Vehicle for Fire 189,000
Inspector
Purchase of Vehicles for Facilities and 46,000
Development Services
All Other -56,024
2000 BUDGET $15,776,424
r
2000 BUDGET e CITY OF RENTON
.��.
t.,rt
3-199
E:
PLANNING/BUILDING/PUBLIC WORKS
TRANSPORTATION SYSTEMS
Ill
PROGRAM MISSION
Plan, design, construct, operate, and maintain a transportation system
that provides safe and efficient movement of people and goods, :g
enhances environmental quality, and is compatible with local and
regional mobility goals and development objectives.
DIVISION OVERVIEW
n,
Expenditure Comparison
$5,500,000
$4,400,000 rt
$3,300,000
$2,200,000
$1,100,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 3,576,967 4,030,373 5,543,487 3,921,228 5,093,128 41.1% -8.1%
Vill
PROGRAM ACTIVITY
Transportation Design coordinates transportation improvements with 14
other agencies, provides project management, design and
construction engineering for roadways, walkways, traffic signals, street
lighting, signing, channelization, and bridges.
Transportation Planning develops the Renton arterial program, high
occupancy vehicle (HOV) and transit programs, prepares the Six-Year
Transportation Capital Improvement Program (TCIP), pursues and
manages grant activity, coordinates local transit service and long
range Sound Transit programs, and manages Transportation Demand ori
Management/Commute Trip Reduction (TDM/CTR) implementation.
2000 BUDGET CITY OF RENTON
3-200
PLANNING/BUILDING/PUBLIC WORKS
TRANSPORTATION SYSTEMS
Renton has 16 major employers affected by the State CTR Law, and the section works with
major employers to develop and implement programs at 24 sites. The section also manages
the travel demand forecasting model which is used to develop multi-modal plans and
provide a basis for future traffic volumes developed for use by all sections in the Division.
Transportation Operations and Maintenance Operations manages the traffic signal system;
compiles, maintains and analyzes traffic records and statistics; develops and ensures proper
application of signal, signing and street lighting standards; and investigates and resolves
requests for assistance. Maintenance is responsible for approximately 100 signals, 2,600
street lights, over 800 types of radio, video, audio, computer, and associated equipment, 15
miles of interconnecting signal wiring and circuitry. Maintenance also maintains 6,355 signs
and 65 miles of pavement markings. The signal and sign shops are also responsible for
installing and removing the banners, and providing and setting up the traffic control devices
for Renton River Days and other special events.
Renton Municipal Airport administers leases, sub-leases, easements and operating
agreements for approximately 2,500,200 square feet of leased property; compiles and
maintains monthly and annual aircraft operations statistics; receives and answers aviator
and general public inquiries, and coordinates with airport tenants concerning safety and
operations. Airport management also pursues and manages grant activity in compliance
with Federal Aviation Administration (FAA) procedures. The airport staff perform runway
safety inspections seven days per week and are responsible for cleaning, maintenance and
daily inspection of airport navigational aids (navaids) which include 54 runway lights, 171
taxiway lights, 16 threshold lights, 8 obstruction lights, 1 rotating beacon, 4 Runway End
Indicator Light units, 4 Precision Approach Path Indicator units, approximately 7,000 feet of
security fencing and gates; and maintenance and adjustment of 6 hydraulically operated
gates, 1 electric gate and 1 electric slide gate. Services also include providing 7 day per
week, 24-hour per day, on-call emergency response needs. Airport maintenance staff
„ maintains 41 acres of grass areas, 18 miles of pavement markings, plus 44 acres of runway
and taxiway pavement, directly or through contract for major work.
STAFFING LEVELS (Full Time Equivalent Employees — FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 32.0 32.0 32.0 32.0 33.0 0.0% 3.1%
Temporary Part Time 1.1 1.5 1.5 1.5 1.5 0.0% 0.017.
Intermittent Part Time 4.1 3.1 3.1 5.3 5.3 0.0% 0.0%
Total HE 37.2 36.6 36.6 38.8 39.8 0.0% 2.6%
irr
000 BUDGET CITY OF •
3-201
PLANNING/BUILDING/PUBLIC WORKS
TRANSPORTATION SYSTEMS
1999 ACCOMPLISHMENTS
• Approximately 5100 feet of sidewalk, curb and gutter were constructed in 1999. The
area of construction included Park Avenue (N.28th - 38th) and North 30th Street (Burnett
Ave. - 1-405). Design is underway on NE 10th (Lynnwood - Union), Edmonds Ave. at NE
4th and NE Sunset/Aberdeen.
• Finalized design elements for the Renton Transit Center and for other downtown
4
streetscape improvements and secured additional grant funding to construct these ]
projects.
• Completed moving the Police Departments communications and video systems to
the new City Hall.
• Runway 15 Safety Area Project (Airport Improvement Project): Completed
improvements to the Airport runway which provided a runway safety area within
airport property and relocated or installed runway and taxiway lighting in
accordance with FAA guidelines.
• Secured grant funding and inter-jurisdictional partnerships to move forward with the
SW 27th Street/Strander Blvd. Extension project from SR-167 to SR-181.
DIVISION HIGHLIGHT
RENTON TRANSIT RIDERSHIP
C 14,000
`m o 13,000
12,000
Z c 11,000
a y 10,000
9,000
dMilli
o
8,000 -
4) o 7,000 -
>
Q 6,000 -
1994 1995 1996 1997 1998 1999
Year
Beginning in 1996, the Transportation Systems Division, in conjunction with King County
(Metro), made several significant investments in developing and improving transit service.
These projects and programs included construction of an interim Downtown Transit Center,
early implementation of Metro's Six-Year Transit Development Plan, and the development of
:( 000 BUDGET CITY OF RENTON
3-202
PLANNING/BUILDING/PUBLIC WORKS
TRANSPORTATION SYSTEMS
r
a downtown circulator shuttle, the RUSH (Renton Urban Shuttle). In the four years prior to
these improvements, transit ridership had been growing at an annual rate of less than 3
percent. Since these improvements were implemented, ridership has increased at a rate
exceeding 15 percent annually. Renton continues to work with King County as well as Sound
Transit to further develop transit facilities and services that will help meet future transportation
needs.
The Transportation Systems Division is continuing to pursue other projects and programs to
increase transit usage even more, including securing $3 million in grant monies to construct a
permanent Transit Center and related roadway improvements and working with Sound
Transit to bring regional express bus routing to Renton.
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ Construction of Oakesdale Avenue Extension, Phases 1 B and 2 (completion 1
of five-lane section south to SW 31 st Street).
■ Establish new Traffic Control room in new City Hall. 3
■ Seaplane Docking Facility. Complete the Environmental Assessment, design 4
and construction of new seaplane docking facilities.
■ Continue preliminary design work on the major new multi-modal east-west 4
corridor in the Valley area along the Strander Blvd./SW 27th corridor. Seek
partnerships and grants to fund construction.
■ Work extensively with Sound Transit to assure that voter approved (Regional 2
Transit Authority) services, including $63 million of capital expenditures, in
Renton are secured. The $63 million had been designated for two high-
occupancy vehicle direct access interchanges.
err
000 BUDGET CITY OF RENTON
3-203
PLANNING/BUILDING/PUBLIC WORKS
TRANSPORTATION SYSTEMS
APPROPRIATION BY OBJECT OF EXPENDITURE
The Transportation Systems Division consists of the Street Fund Transportation Systems (Fund
103/16) and the Airport Fund (Fund 402/16).
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 1,573,057 1,655,232 1,755,904 1,666,851 1,841,561 4.0% 4.9%
Part Time Salaries 103,110 115,883 149,261 100,888 152,246 16.3% 2.0176
Overtime 30,351 37,005 29,844 39,118 30,292 4.0% 1.5%
Personnel Benefits 446,988 474,456 510,785 467,086 491,755 7.417o -3.7%
Supplies 149,215 96,309 142,639 111,235 173,495 2.4% 21.6%
Other Services&Charges 789,117 816,068 992,552 854,076 1,010,830 9.1% 1.8170
Intergovernmental Services 27,856 0 0 0 100,000 N/A 100.0%
Capital Outlay 68,158 26,236 9,500 8,811 0 -65.0% -100.0%
Interfund Payments 40,894 41,700 42,107 42,695 42,949 2.0% 2.0%
Operating Total 3,228,746 3,262,889 3,632,592 3,290,760 3,843,128 5.6% 5.817o
CIP(Airport Fund 348,221 767,484 1,910,895 630,468 1,250,000 288.8% -34.6%
Total 3,576,967 4,030,373 5,543,487 3,921,228 5,093,128 41.1% -8.1%
rW
rri • •
3-204
to PLANNING/BUILDING/PUBLIC WORKS
r
TRANSPORTATION SYSTEMS
2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $3,930,030
1999 CHANGES:
Salaries 71,609
Benefits 35,146
Equipment Rental 60,840
Capital Outlays -518,650
Street Fund Transportation Systems 103/16:
CTR Guaranteed Ride Home 15,000
Airport Fund 402:
Intermittent Salaries for Bird Control 18,000
Leased Building Rent Adjustment 6,161
CAD Computer 4,500
Runway 15 Safety Area Improvements 460,000
Control Tower HVAC Improvements 52,000
Drainage Improvements 275,000
Convert City Hangar to Equipment Bay 50,000
Seaplane Base Project and Study 605,000
Runway Crack Filling 78,000
Upgrade Tower Electrical Entrance Service 116,000
Rehab Tower Generator Room 8,000
Reduction in Professional Services, -6,047
Miscellaneous
All Other 11,003
1999 BUDGET $5,2711592
2000 CHANGES:
+rr
Salaries 34,687
Benefits -30,630
Supplies for Bird Control Program 29,428
Equipment Rental 9,825
Reduction in Airport Capital Outlay -394,000
Limited Term Transportation Manager 66,000
Street Overlay Program 100,000
All Other 6,226
2000 BUDGET $5,093,128
2000 BUDGET* CITY OF RENTON
�r
3-205
PLANNING/BUILDING/PUBLIC WORKS
UTILITY SYSTEMS
PROGRAM MISSION
Ensure Water, Wastewater, Surface Water, and Solid Waste systems
are characterized by quality planning, engineering, operations,
financial integrity, and customer service.
a
DIVISION OVERVIEW
Expenditure Comparison
$30,000,000
$24,000,000
$18,000,000
$12,000,000
$6,000,000
$0 i
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
EXPENDITURE BUDGET
1997 1998 1999 1999 2000 %Chg %Chg
Actual Actual Budget Actual Budget 98-99 99-2000
Total Appropriation 17,572,048 25,727,403 21,415,844 20,391,284 19.922,611 12.1% -7.0%
PROGRAM ACTIVITY Ali
Water, Wastewater (Sewer), and Surface Water Utility Systems. Each
section provides overall utility management through direct services
such as engineering, capital improvement project management,
policy development, system planning, plan review, and by working
with staff of other divisions and agencies for services such as lir
development and plan review, maintenance and operations, billing,
and legal advice.
Technical Services is responsible for management of property
database and property information services; automated mapping,
geographic information and data processing support; CAD fI
management and support; and maintenance of survey
monumentation.
:( 2000 BUDGET CITY OF •
3-206
PLANNING/BUILDING/PUBLIC WORKS
UTILITY SYSTEMS
Solid Waste Utility develops and manages the recycling, waste reduction, and hazardous
waste education and collection programs; administers the solid waste collection contract;
provides regional coordination and legislative review and compliance; and resolves
customer service issues.
STAFFING LEVELS (Full Time Equivalent Employees - FTE)
1997 1998 1999 1999 2000 %Chg %Chg
Staff Type/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Regular 18.9 24.2 24.2 24.2 24.7 0.0170 2.1%
Temporary Part Time 0.3 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part Time 1.6 0.5 0.5 0.5 0.5 0.0% 0.0%
Total FTE 20.8 24.7 24.7 24.7 25.2 0.0% 2.0%
1999 ACCOMPLISHMENTS
• Constructed levees and floodwalls along the lower Cedar River to complete the final
phase of the Cedar River Flood Control project.
• Constructed the Corrosion Control Treatment Facility to reduce corrosion in the City's
water distribution system and customer's plumbing.
.. • Constructed the East Kennydale Sewer Interceptor and Devils Elbow Lift Station.
• Completed the Water System Plan and the Long Range Wastewater Management
Plan.
• Recycled or Composted over 8263 tons of material through the City's curbside
collection program.
DIVISION HIGHLIGHT
In 1992 and again in 1993 the Water Utility sampled tap water at over sixty residences served
by the drinking water system. The sampling was required by the Lead and Copper Rule of
the Safe Drinking Water Act. Analysis of tests obtained from the samples revealed that the
amount of dissolved copper at customer taps exceeded the EPA action level of 1.3
milligrams per liter (mg/L). Copper levels in 1992 and 1993 were 3.3 and 3.8 mg/L,
+ respectively. The EPA action level is set at 1.3 mg/L because higher levels of copper can
cause taste and staining problems, and in rare cases, stomach discomfiture. Also, since
dissolved copper comes from plumbing pipes, high levels of dissolved copper can reduce
�. the life of copper pipes. The City and its consultants conducted laboratory and analytical
1: 2000 BUDGET o CITY OF RENTON
trr
3-207
PLANNING/BUILDING/PUBLIC WORKS
UTILITY SYSTEMS
studies which lead to the design and construction of treatment facilities to deal with the
problem. Overall the utility invested $1.9 million in this project. In November 1999 the first of
two rounds of post treatment tap sampling was conducted. The laboratory tests of these
samples indicated that the treatment has been successful in reducing the dissolved copper
to below the action level. In 1999 corrosion control reduced copper levels at customer taps
by 69%.
COPPER LEVELS AT CITY OF RENTON
CUSTOMER TAPS
E
a 4
rn
3 Treatment
m
Started
March 1999
CL 2-
CL 4)
U Q P, Action Level= 1.3
� 1
d
0
1992 1993 1999
2000 OBJECTIVES AS RELATED GOAL #
TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1)
■ Construct a new 3 million gallon reservoir and pump station in the Rolling 1,2,4
Hills area to provide adequate fire flow storage.
• Update the storm and surface water management design standards and 1,2,4,5
complete the Surface Water Utility System Plan.
■ Construct a new well and pump house for newly rehabilitated emergency 1,2,4 011111
well 3.
■ Increase the Solid Waste Utility public education efforts to include hazardous 1,2,3,4,5
waste reduction, alternative products, Green Garden project, backyard 1°ll
composting and natural lawn care, and litter prevention campaign.
■ Complete establishment of Citywide geographical information system by 1,2,4,5 iiiiii
continuing work and coordination with Information Services.
000 BUDGET CITY OF •
3-208
we PLANNING/BUILDING/PUBLIC WORKS
UTILITY SYSTEMS
w
APPROPRIATION BY OBJECT OF EXPENDITURE
The Utility Systems and Technical Services Division consists of Waterworks Utility Systems Fund
(401/18), Solid Waste Utility Systems Fund (403/18), Waterworks Revenue Bond Fund (451), and
the Technical Services section in the General Fund (000/017).
ww
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 988,250 1,224,800 1,334,405 1,280,353 1,376,122 7.1% 3.1%
Part Time Salaries 67,482 31,755 61,375 29,300 56,859 -3.4% -7.4%
Overtime 4,531 4,250 8,074 951 8,195 4.07o 1.5%
Personnel Benefits 268,544 335,785 377,726 344,154 364,533 10.79% -3.5%
Supplies 10,373 29,301 41,368 27,251 41,788 -0.7% 1.0%
Other Services&Charges 5,894,536 6,606,112 8,046,170 7,405,334 7,740,251 32.47o -3.8%
SIM Intergovernmental Services 4,377,329 11,697,090 5,243,586 5,193,132 3,954,386 -2.8% -24.6%
Capital Outlay 6,127 11,057 230,000 146,834 0 4500.0% -100.0%
Debt Service 3,904,084 3,707,032 3,973,065 3,863,905 4,238,151 3.2% 6.7%
Interfund Payments 2,050,792 2,080,221 2,100,075 2,100,070 2,142,326 10.070 2.0%
Operating Total 17,572,048 25,727,403 21,415,844 20,391,284 19,922,611 12.1% -7.07o
CIP 0 0 0 0 0 N/A N/A
Total 17,572,048 25,727,403 21,415,844 20,391,284 19,922,611 12.1% -7.0%
iNll
WM
�Yr
i1
000 BUDGET CITY OF •
E.rt
No
3-209
PLANNING/BUILDING/PUBLIC WORKS
UTILITY SYSTEMS
2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $191110,345
Wrlr
1999 CHANGES:
Salaries 52,493 10
Benefits 20,446
Equipment Rental 9,426
Capital Outlays -5,000
Waterworks Utility Fund 401118: '71
Debt Service 208,803
Transfer to Waterworks CIP Fund -425,000
s
Taxes 155,295
Temporary Employees to Limited Term 10,007
All Other 57,742
Map Data Unit Conversion from Metric to 30,000
U.S. Foot
Endangered Species Act Response 12,078
Eastside RWA 6,000
Renew DOH Permit 3,700
File Cabinets, Equipment Drawers, etc. 2,500
Reduction in Supplies, Misc. -1,523
Solid Waste Utility Fund 403118:
Payment to Solid Waste Contractor 1,387,260
Neighborhood Cleanup Program 29,936
Changes to Grant Funded Programs 52,306
Recycling Bins 27,331
Savings from Reallocation of Other Services & -9,373
Charges
1999 BUDGET $20,734,772
rl
3-210
so PLANNING/BUILDING/PUBLIC WORKS
UTILITY SYSTEMS
2000 CHANGES:
Salaries 27,472
Benefits -5,193
Debt Service 265,086
Transfer to Waterworks CIP Fund -1,362,000
Payment to Solid Waste Contractor 144,427
Taxes 61,093
Purchased Water for Boeing (Offset by 109,000
Revenue)
All Other -65,646
Waterworks Utility Fund 401118:
' .5 FTE Office Assistant II, Miscellaneous 9,850
Limited Term Eng. Spec. 1 to Regular 450
Downtown Care Maintenance 3,300
2000 BUDGET $191922,611
rr
r
lot
trr
3-211
PLANNING/BUILDING/PUBLIC WORKS
POSITION LISTING
1997 1998 1999 1999 2000
Grade Title Actual Actual Budget Actual Budget
Planning,Building, Public Works Administration
M43 Ping/Bldg/Pub Wks Administrator 1.0 1.0 1.0 1.0 1.0
M26 Principal Finance &Admin Analyst 1.0 1.0 1.0 1.0 1.0
N 1 1 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
A5 Office Assistant III 0.0 0.0 0.0 0.0 0.5
Al Office Assistant 1 0.5 0.5 0.5 0.5 0.5
Total Regular Staffing 3.5 3.5 3.5 3.5 4.0
Temporary Part Time 0.5 0.5 0.5 0.5 0.0
Intermittent Part Time 0.1 0.1 0.1 0.1 0.1
TOTAL ADMINISTRATION 4.1 4.1 4.1 4.1 4.1
Development Services Administration
M38 Dev Services Director 1.0 1.0 1.0 1.0 1.0
N9 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 2.0 2.0 2.0 2.0 2.0
Intermittent Part Time 0.1 0.1 0.1 0.1 0.1 ill
Total Development Services Admin 2.1 2.1 2.1 2.1 2.1
Development and Planning
M32 Principal Planner 1.0 1.0 1.0 1.0 1.0
A23 Senior Planners 3.0 3.0 3.0 3.0 3.0
A19 Associate Planner 1.0 1.0 1.0 1.0 1.0
A18 Land Use Compliance Inspector 1.0 2.0 2.0 2.0 2.0
A15 Assistant Planner 0.0 0.0 1.0 1.0 1.0
A13 Engineering Specialist 1 0.0 0.7 0.7 0.7 0.7
A5 Secretary 1 1.0 1.0 1.0 1.0 1.0
A3 Office Assistant II 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 8.0 9.7 10.7 10.7 10.7
Temporary Part Time 1.1 1.1 0.1 0.1 0.1
Intermittent Part Time 0.2 0.2 0.2 0.2 0.2
Total Development and Planning 9.3 11.0 11.0 11.0 11.0
Public Works Inspections and Permits
M33 Plan Review Supervisor 1.0 1.0 1.0 1.0 1.0
A23 Engr Specialist 111 1.0 1.0 1.0 1.0 1.0
A21 Lead Field Engr Specialist 1.0 1.0 1.0 1.0 1.0
A19 Engr Specialist II 3.0 3.0 3.0 3.0 3.0
A18 Dev Services Representative 1.0 1.0 1.0 1.0 1.0 Millir
A18 Field Engr Specialist 4.0 5.0 5.0 5.0 4.0
A14 Util Locator-Inspector 1.0 1.0 1.0 1.0 1.0
A5 Office Assistant 111 0.0 1.0 1.0 1.0 1.0
Total Regular Staffing 12.0 14.0 14.0 14.0 13.0
Temporary Part Time 0.7 1.0 1.0 1.0 1.0
Total Inspections and Permits 12.7 15.0 15.0 15.0 14.0
,,.
3-212
00 PLANNING/BUILDING/PUBLIC WORKS
POSITION LISTING
1997 1998 1999 1999 2000
Grade Title Actual Actual Budget Actual Budget
Building Inspections and Permits
M32 Building Official 1.0 1.0 1.0 1.0 1.0
•w A23 Bldg Plan Reviewer 1.0 1.0 1.0 1.0 1.0
A18 Building Inspector 2.0 2.0 2.0 2.0 2.0
A18 Bldg Inspectors/Combination 4.0 5.0 5.0 5.0 5.0
w A18 Dev Services Representative 1.0 1.0 1.0 1.0 1.0
A7 Secretary II 1.0 1.0 1.0 1.0 1.0
A3 Office Assistant II 2.0 2.0 2.0 2.0 2.0
Total Regular Staffing 12.0 13.0 13.0 13.0 13.0
Intermittent Part Time 0.2 0.6 0.6 0.6 0.6
Total Bldg Inspections and Permits 12.2 13.6 13.6 13.6 13.6
Total Regular Staffing 34.0 38.7 39.7 39.7 38.7
Total Temporary Part Time 1.8 2.1 1.1 1.1 1.1
Total Intermittent Part Time 0.5 0.9 0.9 0.9 0.9
TOTAL DEVELOPMENT SERVICES 36.3 41.7 41.7 41.7 40.7
TRANSPORTATION SYSTEMS:
Administration, Planning and Design
M38 Transportation Systems Director 1.0 1.0 1.0 1.0 1.0
M33 Transportation Planning Supervisor 1.0 1.0 1.0 1.0 1.0
M33 Transportation Design Supvr 1.0 1.0 1.0 1.0 1.0
+w A27 Civil Engineer III 4.0 5.0 5.0 5.0 6.0
A25 Program Development Coordinator 1 1.0 1.0 1.0 1.0 1.0
A24 Transportation Planner 1.0 1.0 1.0 1.0 1.0
rrr A23 Civil Engineer II 1.0 1.0 1.0 1.0 1.0
A23 Engineering Specialist 111 2.0 1.0 1.0 1.0 1.0
A9 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0
•r A3 Office Assistant II 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 14.0 14.0 14.0 14.0 15.0
Temporary Part Time 0.7 0.7 0.7 0.7 0.7
rrr Intermittent Part Time 1.4 0.4 0.4 0.4 0.4
Total Trans Sys/Admin and Design 16.1 15.1 15.1 15.1 16.1
Transportation Operations/Maintenance
M33 Transportation Operations Manager 1.0 1.0 1.0 1.0 1.0
M27 Transportation Maint Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III 1.0 1.0 1.0 1.0 1.0
A23 Engineering Specialist III 2.0 2.0 2.0 2.0 2.0
A21 Signal/Electronics Sys Tech II 2.0 2.0 2.0 2.0 2.0
A17 Traffic Sign & Paint Supvr 1.0 1.0 1.0 1.0 1.0
r" A17 Signal/Electronics Systems Tech 1 2.0 2.0 2.0 2.0 2.0
3-213
PLANNING/BUILDING/PUBLIC WORKS
POSITION LISTING
1997 1998 1999 1999 2000
Grade Title Actual Actual Budget Actual Budget
A13 Signal/Electronics Sys Asst II 2.0 2.0 2.0 2.0 2.0
All Traffic Maint Worker II 2.0 2.0 2.0 2.0 2.0
All Maintenance Services Worker III 1.0 1.0 1.0 1.0 1.0
A5 Office Assistant III 0.5 0.5 0.5 0.5 0.5
Total Regular Staffing 15.5 15.5 15.5 15.5 15.5
Temporary Part Time 0.4 0.8 0.8 0.8 0.8
Intermittent Part Time 1.3 1.2 1.2 1.2 1.2
Total Operations/Maintenance 17.2 17.5 17.5 17.5 17.5
Airport
M32 Airport Supervisor 1.0 1.0 1.0 1.0 1.0
All Airport Maintenance Worker 1.0 1.0 1.0 1.0 1.0
A5 Secretary 1 0.5 0.5 0.5 0.5 0.5
Total Regular Staffing 2.5 2.5 2.5 2.5 2.5
Intermittent Part Time 1.4 1.5 1.5 3.7 3.7
Total Airport 3.9 4.0 4.0 6.2 6.2
Total Regular Staffing 32.0 32.0 32.0 32.0 33.0
Total Temporary Part Time 1.1 1.5 1.5 1.5 1.5
Total Intermittent Part Time 4.1 3.1 3.1 5.3 5.3 di
TOTAL TRANSPORTATION SYSTEMS 37.2 36.6 36.6 38.8 39.8
Planning&Technical Services Administration
M38 Ping/Tech Services Director 1.0 0.0 0.0 0.0 0.0
A9 Admin Secretary 1 1.0 0.0 0.0 0.0 0.0
A8 Document/Data Technician 1.0 0.0 0.0 0.0 0.0
Total Planning/Tech Services Admn 3.0 0.0 0.0 0.0 0.0
Planning&Special Projects
M32 Principal Planner 1.0 0.0 0.0 0.0 0.0 will
A23 Senior Planner 2.0 0.0 0.0 0.0 0.0
A19 Associate Planner 1.0 0.0 0.0 0.0 0.0
Total Regular Staffing 4.0 0.0 0.0 0.0 0.0
Temporary Part Time 0.4 0.0 0.0 0.0 0.0
Intermittent Part Time 0.4 0.0 0.0 0.0 0.0
Total Planning &Special Projects 4.8 0.0 0.0 0.0 0.0
Technical/Survey Services
M32 Technical Services Manager 1.0 0.0 0.0 0.0 0.0
A27 Mapping G/S Supervisor 1.0 0.0 0.0 0.0 0.0 rl
A21 Property Services Supervisor 1.0 0.0 0.0 0.0 0.0
A13 Engr Spec I (Property Svc) 1.0 0.0 0.0 0.0 0.0
A13 Engr Spec I (Mapping) 1.0 0.0 0.0 0.0 0.0
M
2000 BUDGET CITY OF RENTON
3-214
PLANNING/BUILDING/PUBLIC WORKS
POSITION LISTING
to
1997 1998 1999 1999 2000
Grade Title Actual Actual Budget Actual Budget
A5 Office Assistant III 1.0 0.0 0.0 0.0 0.0
Total Regular Staffing 6.0 0.0 0.0 0.0 0.0
Temporary Part Time 0.4 0.0 0.0 0.0 0.0
Total Technical Services 6.4 0.0 0.0 0.0 0.0
Total Regular Staffing 13.0 0.0 0.0 0.0 0.0
Total Temporary Part Time 0.8 0.0 0.0 0.0 0.0
Total Intermittent Part Time 0.4 0.0 0.0 0.0 0.0
TOTAL PLANNING/TECHNICAL SERVICES 14.2 0.0 0.0 0.0 0.0
UTILITY SYSTEMS:
Administration
M38 Utility Systems Director 1.0 1.0 1.0 1.0 1.0
A9 Admin Secretary 1 1.0 1.0 1.0 1.0 1.0
A7 Secretary II 1.0 1.0 1.0 1.0 1.0
A3 Office Assisstant II 0.0 0.0 0.0 0.0 0.5
Total Regular Staffing 3.0 3.0 3.0 3.0 3.5
Intermittent Part Time 0.0 0.1 0.1 0.1 0.1
Total Utility Administration 3.0 3.1 3.1 3.1 3.6
r
Water Utility Systems
M33 Utility Engr Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III 2.0 2.0 2.0 2.0 2.0
A23 Civil Engineer II 2.0 2.0 2.0 2.0 2.0
A19 Engineering Specialist II 1.0 1.0 1.0 1.0 1.0
A13 Engineering Specialist 1 0.0 0.5 0.5 0.5 0.5
A13 Program Specialist 0.5 0.5 0.5 0.5 0.5
Total Regular Staffing 6.5 7.0 7.0 7.0 7.0
Intermittent Part Time 1.3 0.4 0.4 0.4 0.4
Total Water Utility Systems 7.8 7.4 7.4 7.4 7.4
Wastewater Utility Systems and Technical Services
irr M33 Utility Engineering Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Mapping Supervisor 0.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III 0.0 1.0 1.0 2.0 2.0
irr A23 Engr Specialist III 2.0 1.0 1.0 1.0 2.0
A21 Property Services Supervisor 0.0 1.0 1.0 1.0 1.0
A19 Engineering Specialist II 0.0 0.0 2.0 1.0 0.0
A13 Engineering Specialist 1 0.0 2.5 0.5 0.5 0.5
Total Regular Staffing 3.0 7.5 7.5 7.5 7.5
Intermittent Part Time 0.3 0.0 0.0 0.0 0.0
Total Wastewater Utility Sys &Tech Svcs 3.3 7.5 7.5 7.5 7.5
Surface Water Utility Systems
M33 Util Engr Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer 111 1.0 2.0 2.0 2.0 2.0
A23 Civil Engineer II 1.0 1.0 1.0 1.0 1.0
000 BUDGET CITY OF RENTON
aw 3-215
PLANNING/BUILDING/PUBLIC WORKS
POSITION LISTING
1997 1998 1999 1999 2000
Grade Title Actual Actual Budget Actual Budget
A19 Engineering Specialist II 1.0 1.0 1.0 1.0 1.0
A19 Civil Engineer 1 1.0 0.0 0.0 0.0 0.0
A13 Engineering Specialist 1 0.0 0.3 0.3 0.3 0.3
Total Regular Staffing 5.0 5.3 5.3 5.3 5.3
Temporary Part Time 0.3 0.0 0.0 0.0 0.0
Total Surface Water Utility Systems 5.3 5.3 5.3 5.3 5.3
Solid Waste Utility Systems
M25 Solid Waste Coordinator 0.9 0.9 0.9 0.9 0.9
A13 Program Specialist 0.5 0.5 0.5 0.5 0.5
Total Solid Waste Utility Systems 1.4 1.4 1.4 1.4 1.4
Total Regular Staffing 18.9 24.2 24.2 24.2 24.7
Total Temporary Part Time 0.3 0.0 0.0 0.0 0.0
Total Intermittent Part Time 1.6 0.5 0.5 0.5 0.5
s
TOTAL UTILITY SYSTEMS 20.8 24.7 24.7 24.7 25.2
MAINTENANCE SERVICES:
Maintenance Administration
M38 Maintenance Services Director 1.0 1.0 1.0 1.0 1.0
A26 Street Maintenance Manager 0.0 0.0 0.5 0.5 0.5
A15 Pavement Mgmt Technician 1.0 1.0 1.0 1.0 1.0
A17 Maintenance Buyer 1.0 1.0 1.0 1.0 1.0
A7 Purchasing Assistant 1.0 1.0 1.0 1.0 1.0
A7 Data Base Systems Technician 1.0 1.0 1.0 1.0 1.0
A3 Office Assistant II 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 6.0 6.0 6.5 6.5 6.5
Temporary Part Time 0.6 0.6 0.6 0.6 0.6
Intermittent Part Time 0.2 0.1 0.1 0.1 0.1
Total Maintenance Administration 6.8 6.7 7.2 7.2 7.2
Streets/Solid Waste Maintenance Services
M26 Street Maintenance Manager 1.0 0.0 0.0 0.0 0.0
A23 Street Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0
A15 Lead Maint Services Worker 2.0 3.0 3.0 3.0 3.0
All Maint Services Wkr III/Street 9.0 9.0 10.0 10.0 10.0
A3 Solid Waste Mtc Wkr 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 14.0 14.0 15.0 15.0 15.0
Intermittent Part Time 1.4 1.1 1.1 1.1 1.1
Total Streets/Solid Waste Maint Sery 15.4 15.1 16.1 16.1 16.1
Wastewater/Surface Water Maintenance Services
M26 Public Works Maintenance Manager 1.0 1.0 0.4 0.4 0.4
A23 Wastewater Maint Supr(Wste/Surf Wtr) 1.0 1.0 1.0 1.0 1.0
A15 Lead Maintenance Svc Wkr 0.0 0.0 1.0 1.0 1.0
3-216
PLANNING/BUILDING/PUBLIC WORKS
POSITION LISTING
1997 1998 1999 1999 2000
Grade Title Actual Actual Budget Actual Budget
All Maintenance Svc Wkr III/Waste Wtr 5.0 5.0 4.0 4.0 4.0
All Maintenance Svc Wkr III/Storm 4.0 4.0 4.0 4.0 4.0
Total Regular Staffing 11.0 11.0 10.4 10.4 10.4
Temporary Part Time 0.4 0.5 0.5 0.5 0.5
Intermittent Part Time 0.9 1.2 1.2 1.2 1.2
Total Wste Wtr/Surf Wtr Maint Sery 12.3 12.7 12.1 12.1 12.1
Water Maintenance Services
M26 Water Maintenance Manager 1.0 1.0 1.0 1.0 1.0
M26 Public Works Maintenance Manager 0.0 0.0 0.1 0.1 0.1
A20 Water Maintenance Services Supervisor 1.0 1.0 1.0 1.0 1.0
A20 Water Utility Maintenance Supr 1.0 1.0 1.0 1.0 1.0
A15 Water Quality Technician 1.0 1.0 1.0 1.0 1.0
A15 Water Utility Maint Technician 1.0 1.0 1.0 1.0 1.0
A15 Lead Maintenance Services Worker 2.0 2.0 2.0 2.0 2.0
A15 Water Treatment Plant Operator 1.0 1.0 1.0 1.0 1.0
All Maintenance Services Worker III 9.0 9.0 9.0 9.0 9.0
A5 Meter Reader 2.0 2.0 2.5 2.5 2.5
Total Regular Staffing 19.0 19.0 19.6 19.6 19.6
Intermittent Part Time 0.6 0.5 0.5 0.5 0.5
Total Water Maintenance Services 19.6 19.5 20.1 20.1 20.1
Equipment Maintenance Services
M30 Fleet Manager 1.0 1.0 1.0 1.0 1.0
A17 Lead Vehicle & Equipment Mechanic 1.0 1.0 1.0 1.0 1.0
A15 Vehicle &Equipment Mechanic II 1.0 1.0 1.0 1.0 1.0
A13 Vehicle &Equipment Mechanic 1 3.0 3.0 3.0 3.0 3.0
A9 Fleet Maintenance Technician 1.0 1.0 1.0 1.0 1.0
A9 Mechanic's Assistant 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 8.0 8.0 8.0 8.0 8.0
Temporary Part Time 0.0 0.5 0.5 0.5 0.5
Intermittent Part Time 0.4 0.8 0.8 0.8 0.8
Total Equipment Maintenance 8.4 9.3 9.3 9.3 9.3
Total Regular Staffing 58.0 58.0 59.5 59.5 59.5
Total Temporary Part Time 1.0 1.6 1.6 1.6 1.6
Total Intermittent Part Time 3.5 3.7 3.7 3.7 3.7
TOTAL MAINTENANCE SERVICES 62.5 63.3 64.8 64.8 64.8
Total Regular Staffing 159.4 156.4 158.9 158.9 159.9
Total Temporary Part Time 5.5 5.7 4.7 4.7 4.2
Total Intermittent Part Time 10.2 8.3 8.3 10.5 10.5
TOTAL PUBLIC WORKS DEPARTMENT 175.1 170.4 171.9 174.1 174.6
Note: 2000 Budget numbers include one limited term position in Development Services
irw and two limited term positions in Transportation Systems.
r
2000 BUDGET CITY OF •
•`" 3-217
�I
L%i]L .JL
Ahead of the curve
C--tR .,, BUDGET CITY OF RENTON
3-218
im
io
IN
lig
Non-Departmental
a
I
y
irr
m
im
im
ow
+r►
NON-DEPARTMENTAL
THE DEPARTMENT
PROGRAM MISSION
Provide for miscellaneous payments that benefit all City Departments.
DEPARTMENT OVERVIEW
The Finance and Information Services Department manages this
accounting department. The primary activity is to receive revenue,
and to make property and liability payments to the insurance fund,
interfund payments, intergovernmental payments, Limited General
Obligation Debt payments, and employee termination payments.
Expenditure Comparison
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
APPROPRIATION BY OBJECT OF EXPENDITURE
1997 1998 1999 1999 2000 %Chg %Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Regular Salaries 103,917 397,255 101,000 232,585 743,023 1.0% 635.7%
Overtime 0 15,000 0 0 25,000 N/A 100.0%
Personnel Benefits 73,569 275,022 124,354 177,575 182,158 1.0% 46.5%
Other Services&Charges 1,280,146 1,559,608 1,269,855 1,449,874 1,546,431 -2.1% 21.8%
Intergovernmental Services 3,670,457 5,522,200 2,404,943 2,441,351 1,557,391 91.4% -35.2%
Capital Outlay 0 263,681 0 0 0 N/A N/A
Debt Service 41,562 38,714 39,101 35,866 0 1.070 -100.070
Operating Total 5,169,651 8,071,480 3,939,253 4,337,251 4,054,003 39.9% 2.9%
CIP 0 0 535,000 207,105 0 10010% -100.0%
Total 5,169,651 8,071,480 4,474,253 4,544,356 4,054,003 58.9% -9.417o
N'LU
3-219
NON-DEPARTMENTAL 11111111
APPROPRIATION BY OBJECT OF EXPENDITURE— LIMITED GENERAL OBLIGATION BONDS
1997 1998 1999 1999 2000 %Chg %,Chg
Expenditure by Object Actual Actual Budget Actual Budget 98-99 99-2000
Debt Service:
Principal 754,878 569,418 1,039,976 1,039,976 1,086,720 86.9% 4.5%
Interest 669,623 912,722 969.087 968,210 904,295 6.5% -6.7%
OiDeratina Transfer Out 1,642,086 600,000 0 0 855,000 -100.0% 100.0%
Ltd General Obligation 3,066,587 2,082,140 2,009,063 2,008,186 2,846,015 10.6% 41.7%
Bonds Total
CIP 0 0 0 0 0 N/A N/A
Total 3,066,587 2,082,140 2,009,063 2,008,186 2,846,015 10.6% 41.7% so
DIVISIONS BY FUND NUMBER
This Department is part of the General Fund (000): Non-Departmental (005)
10
ACTIVITY BY DIVISION
to
The primary activity for this Department is to make payments for various miscellaneous
activities that serve the City of Renton. For example, membership payments to such
organizations as the Association of Washington Cities (AWC), National League of Cities,
Puget Sound Regional Council, Renton Chamber of Commerce, and several other
organizations. Other types of payment include state purchasing subscription fee, bank fees,
FICA administration costs, postage, and many other similar types of payments. Limited Term
General Obligation Bonds principle and interest payments are budgeted separately, in this
Department.
MAJOR DEPARTMENT CHANGES
1999:
■ Renton Communities in Schools ($5,000)
To support the City and school partnership.
■ Miscellaneous— Database of New Building and Home Sales ($20,000)
Subscription to an information service.
■ Transfer to 316 for Neighborhood Program ($50,000)
To create a budget for "Neighborhood Small Projects" that will provide a source of
funding to residents for a project they have identified as a priority to improve their
neighborhood. The funding would be in the form of a grant, loan, or matching amount
and would be required to meet specific criteria and receive approval of the City
Council.
'? err BUDGET o CITY OF •
3-220
ow NON-DEPARTMENTAL
■ Transfer to 316 for Port Quendall ($78,000)
The Port Quendall project in 1999 will need funding to complete Phase I in June 1999.
Activities supported by this funding include legal services, financial analysis services,
Department of Ecology services, and transportation study services.
Transfer to 316 for all other CIP Projects ($1,000,000)
To meet capital project funding requirements. For information on the specific projects
funded by this transfer, see the Capital projects listing section in this budget or City of
�r
Renton 2000-2005 Capital Improvement Program.
■ Highlands Community Center Reconstruction Projects ($200,000)
Additional funding for the reconstruction of the Community Center that was partially
destroyed by fire in 1998.
■ Fire Vehicle Equipment Purchase ($120,000)
Funding for a New Fire Department motor vehicle.
a. 2000:
■ Communities in Schools ($5,000)
Additional amount for Communities in Schools.
■ Building Maintenance Reserve ($50,000)
Reserve for anticipated major maintenance for New City Hall.
�r
EXPENDITURE BUDGET BY DIVISION
1997 1998 1999 1999 2000 %Chg %Chg
Divisions Actual Actual Budget Actual Budget 98-99 99-2000
"I Non-Departmental 5,169,651 8,071,480 3.939,253 4,337,251 4,054,003 39.9% 2.9%
Ltd Term Obli ation Bonds 3,066,587 2,082.140 2,009,063 2.008,186 2,846,015 10.6% 411%
Operating Total 8,236,238 10,153,620 5,948,316 6,345,437 6,900,018 28.4% 16.0%
aw CIP 0 0 535,000 207,105 0 100.0% -100.0%
Total 8,236,238 10,153,620 6,483,316 6,552,542 6,900,018 40.0% 6.4%
r
STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees - FTE)
irr 1997 1998 1999 1999 2000 %Chg %Chg
Division/FTE Actual Actual Budget Actual Budget 98-99 99-2000
Non-Departmental 0.0 0.0 0.0 0.0 0.0 N/A N/A
Limited Term Obligation Bonds 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 0.0 0.0 0.0 0.0 0.0 N/A N/A
rrM
r
3-221
NON-DEPARTMENTAL
2000 FUNDING DECISIONS
1998 ADOPTED BUDGET: $2,815,658
1999 CHANGES:
All Other 56,156 ori
Downtown Association of Renton -20,400
Renton Communities In Schools 5,000
Misc. Database of New Building and Home 20,000
Sales
Consultants 7,500
Transfer to 316 for Neighborhood Program 50,000
Project
Transfer to 316 for Port Quendall Project 78,000
Transfer to 316 for all Other CIP Projects 1,000,000
World War II Memorial 5,000
Reduce Transfer to the Insurance Fund-G -215,500
Property Liability
Highlands Community Center Reconstruction 200,000
Project
Fire Vehicle Purchase 120,000
1999 BUDGET $4,121,414
2000 CHANGES: Ila
Election Costs 50,000
Telephone Services 150,000
Reduction in Debt Services -360,990 W
Disaster Overtime 25,000
Postage 14,958 rr
Transfer to 316 for All Other CIP Projects -938,809
Insurance/Liability-Property 226,485
Interfund Payments 694,171
All Other 16,774
Communities in Schools 5,000 wr
Building Maintenance Reserve 50,000
2000 BUDGET $4,054,003
... BUDGET CITY OF RENTON
3-222
ie
im
IN
Performan(c Measures
� I
Ir
i`
1r
Ilr�
PERFORMANCE MEASURES
err ALL DEPARTMENTS
PERFORMANCE MEASURES
In 1996, the City of Renton formed the 2002 Performance Measures
Committee to research performance-based systems in other public and
private organizations, and to identify how to institute performance
measurement by the City of Renton. The Committee involved all City
departments in the performance measurement research. The Committee
identified several guiding performance measurement principles:
�r
➢ Performance measurement must be flexible.
➢ Departments and organizational units must own the performance
r measures.
➢ Measures should be developed in an inclusive manner that allows
for clear understanding of organizational priorities to allow
departments to align with overall City lines of business.
The Committee worked through 1998 to complete the following products:
➢ An assessment of current practices used to measure each city
department performance and to catalogue of those measures
ft published.
➢ A survey was completed of local, County, and State governments
that have recently undertaken performance measurement
modifications to understand the experience and results each
entity was able to achieve. The findings of this effort were
published in a 2002 Performance Measures Committee Interim
Report.
➢ A performance measurer's pilot project has been developed and
implemented in the Public Works Maintenance Group. This project
is intended to evaluate the change in performance outcomes
when monetary rewards, above annual salary increases, are
provided for improved performance.
➢ A template was developed to model Department and Division
relationships in line with business concepts. This model "maps" a
process connecting citywide goals, measurable outcomes,
program outputs and resource/ program inputs for all entities in
the City structure. Portions of the model were used in the 1999-
2000 Budget development process. It is the opinion of the
Committee, that further refinement and implementation of the
model in budget development and actual operations could help
Renton achieve its ultimate goal of being a World Class City.
2000 BUDGET CITY OF RENTON ----
i.r
4-1
f
PERFORMANCE MEASURES
ALL DEPARTMENTS
The Committee noted the importance of developing a system that is mission-
driven, customer-oriented, results focused, and links resource allocation and
organizational results. Performance measurement and monitoring systems
serve as the mechanism to link an organization's strategic plan and its
budget. This framework for the research and analysis of performance
measure systems is consistent with the Executive's direction and vision.
Implicit in the Mayor's 1999-2000 Budget message is the desire to develop a
tool for City Departments to let customers know who is accountable and the
story of their achievements. The City is committed to finding ways to measure
the benefits and outcomes from all of the City's activities.
Examples of the current performance measure provided by each City
department include:
1997 1998 1999 1999 2000
CURRENT PERFORMANCE MEASURES ACTUAL ACTUAL FORECAST ACTUAL FORECAST
Athletic Programs 89,465 89,820 90,120 86,527 87,000
Carco/Theatre/Cultural Arts Program 37,922 34,759 35,000 36,000 37,000
Highlands Neighborhood Center 49,000 39,273 Rebuild Rebuild 20,000
N. Highlands Neighborhood Center 29,567 29,580 29,580 43,130 29,580
After School/Neighborhood Programs & Park Use 74,631 74,620 74,500 80,829 76,000
Developmentally Disabled Programs 3,250 8,140 5,000 10,144 8,000
Community Center Participants 209,111 219,750 220,000 206,771 225,000
Special Events 21,500 24,730 24,500 26,225 24,500
Picnic Shelter Rentals 30,845 27,300 27,300 30,985 28,000
While the current measurement system provides a clear understanding of the
outputs of the City's efforts and a measure of the result of the budget, the W
sense of how the outputs achieve the desired outcome is missing.
Benchmarks that measure success is another important element that will be
added to the City's performance measures in future years. X11
The Committee will present a new performance measure system for inclusion
in the City annual budget document in the next few years. The following is
the beginning of the departments' performance measures for the benefit of
budget readers:
oil .el-Immellwa*321
ill
4-2
am PERFORMANCE MEASURES
1997 1998 1999 1999 2000
COMMUNITY SERVICES ACTUAL ACTUAL FORECAST ACTUAL FORECAST
FACILITIES:
Work Orders Processed 2,511 2,055 2,500 2,623 2,500
Vandalism (in dollars) $4,912 $2,360 $2,400 $6,363 $2,209
Total Square Feet (sf) Maintained/City Bldgs: 320,429 461,500 400,000 400,000 400,000
City Custodial Staff(# sf Per Custodian/Per Day) 20,428 21,300 21,300 21,300 21,300
Contracted Maintenance ($Expended) $13,659 $7,500 $80,000 $62,500 $92,127
o
PARKS- MAINTENANCE:
MAIWENANCE FACILITIES.
SO Developed Parks-Acres Maintained 207.65 208.74 253.74 253.74 253.74
Developed Parks Maintained 25 27 28 26 26
Open Space-Acres Maintained 745.14 746.64 746.64 746.64 746.64
Municipal Bldg.Grounds-No.of sites 9 11 11 11 11
Trails Maintained (miles) 7.1 11 12 12 12
Mowing (acres) 134 135.34 150 150 150
Bark Beds (square feet) 242,307 266,307 271,929 271,929 271,929
Ballfields 13 13 14 14 14
Soccer Fields 5 5 6 6 6
Street Miles Maintained N/A 9.5 9.5 9.5 9.5
Traffic Islands/Parks/Gateways-No. of sites 6 6 9 9 9
Contracted Maintenance Services/Sites N/A 5 10 10 22
Contracted Maintenance Services N/A 14.5 17.5 17.5 23.5/8
Miles/Acres
`r
PARKS- MAPLEWOOD GOLF COURSE:
Revenue from Green Fees $1,125,245 $1,131,573 $1,220,000 $1,194,765 $1,220,000
Number of Golf Rounds 73,603 73,874 72,000 71,084 72,000
Revenue from Driving Range $308,885 $313,283 $335,000 $347,154 $340,000
Number of Driving Range Tokens Sold 85,410 86,782 86,000 88,772 87,000
Revenue from Banquet Facility, Restaurant $171,351 $185,514 $170,000 $205,660 $185,000
& Lounge
Revenue from Sale of Merchandise $212,850 $201,785 $195,000 $190,636 $195,000
Revenue from Golf Car, Pull Cart and Club $176,900 $193,656 $192,500 $217,640 $192,500
Rentals
rr Miscellaneous Revenue $30,000 $18,887 $19,500 $43,846 $30,000
RECREATION- RECREATION SERVICES:
Athletic Programs 89,465 89,820 90,120 86,527 87,000
Teen Programs 5,520 5,849 6,100 5,006 6,400
Highlands Neighborhood Center 49,000 39,273 Rebuild Rebuild 20,000
N, Highlands Neighborhood Center 29,567 29,580 29,580 43,130 29,580
ow Summer Programs 13,508 14,330 14,500 21,400 16,000
Developmentally Disabled 3,250 8,140 5,000 10,144 8,000
Picnic Shelter Rentals 30,845 27,300 27,300 30,985 28,000
am After School/Neighborhood Programs & Park 74,631 74,620 74,500 80,829 76,000
Use
Special Events 21,500 24,730 24,500 26,255 24,500
Carco/Theatre/Cultural Arts Program 37,922 34,759 35,000 36,000 37,000
to Renton Community Center 209,111 219,750 220,000 206,771 225,000
Gene Coulon Memorial Beach Park 1,525,000 1,500,000 1,500,000 1,500,000 1,500,000
Kennydale Beach Park 4,650 4,900 5,000 4,000 5,500
�r
2000 BUDGET e CITY OF • ----
'Al"..
ilr
4-3
PERFORMANCE MEASURES
1997 1998 1999 1999 2000
COMMUNITY SERVICES ACTUAL ACTUAL FORECAST ACTUAL FORECAST
RECREATION- RENTON COMMUNITY CENTER:
Fitness 24,696 25,594 26,000 24,580 25,000
Gym Programs 52,286 44,808 50,000 34,727 40,000
Racquetball/Wallyball 4,963 5,293 5,000 4,815 5,000
Spa/Shower 980 1,020 1,000 1,100 1,000
Classroom Rentals 4,227 3,478 4,000 3,538 4,000 t
Banquet Room Rentals 20,896 19,746 21,000 26,025 25,000
Fitness Classes 17,489 21,770 20,000 17,521 19,000
Game Room 1,113 2,454 3,000 2,198 2,500
Classes 36,975 30,164 40,000 33,537 35,000
RECREATION- RENTON SENIOR ACTIVITY CENTER:
Renton Senior Activity Center 148,500 149,000 150,000 147,500 148,443
Total Lunch Meals Served 27,589 25,690 26,000 24,236 24,445
Medical Clinic (total visits) 825 1,250 1,300 1,267 1,300
Foot Care (total visits) 1,381 1,400 1,450 1,430 1,500
Blood Pressure by Volunteer Nurses 4,890 4,850 4,900 4,605 4,660
Meals on Wheels 12,719 14,720 15,000 20,149 20,000
Mental Health (total visits) 267 310 325 242 250
Transportation:
Number of Riders 224 210 225 180 250
One way Trips Provided 7,288 7,100 7,200 6,901 7,300
HUMAN SERVICES:
Renton Resource Directories Distributed 2,000 6,000 12,000 12,000 13,000 i
Scholarships Distributed 150 92 100 82 95
Victims of Domestic Violence Contacted by 375 600 600 650 360
Letter
Victims Assisted by the Court Advocate 200 300 300 300 300
Households Assisted by the Housing Repair 188 157 175 158 150
Assistance Program
Number of Critical Emergency Repairs/ 137 159 165 112 100W
Housing Repair Assistance Program
LIBRARY:
Registered Library Card Holders 19,437 25,695 29,000 30,260 31,000
Registered City Card Holders 14,994 19,778 22,000 22,999 24,000
Registered King County Library System Card 4,136 5,579 6,000 6,868 6,500
Holders
Total Library Circulation 313,407 310,996 320,000 334,619 330,000
Total Holdings Added 0 0 8,000 9,250 9,000
Total Holdings 163,298 144,685 148,000 153,935 154,000 '&
Total Titles Added 0 0 6,000 6,074 7,000
Total Titles 104,943 100,962 106,000 107,036 112,000
Titles Borrowed from Other Libraries-Interlibrary 592 511 500 432 500
Loan
Renton Library Titles Loaned 2,943 2,438 2,600 1,901 2,700
Interlibrary Loan Borrowing Libraries 307 338 350 394 375
Renton Loaned N/A 13,356 14,000 14,000 15,000
Internet N/A 1,262 2,000 3,553 3,000
Museum 3rd Grade Tour Visitors 1,286 1,256 1,200 1,200 1,200
Museum Visitors 6,500 7,100 7,500 7,500 8,500
-�1 000 OF •
4-4
ow PERFORMANCE MEASURES
ECONOMIC DEV, NEIGHBORHOODS, 1997 1998 1999 1999 2000
8L STRATEGIC PLANNING ACTUAL ACTUAL FORECAST ACTUAL FORECAST
Neighborhood Liaisons to which Training and 8 14 18 15 21
Support is Provided
Code Amendments Adopted 8 11 10 9 10
Comp Plan Amendments Completed 12 18 12 9 12
Annexations/Pre-zones Analyzed and/or 4 7 4 3 2
Com leted
1997 1998 1999 1999 2000
EXECUTIVE ACTUAL ACTUAL FORECAST ACTUAL FORECAST
ADMINISTRATION:
City Source (monthly) 28,000 28,000 28,000 28,000 28,000
Employee Newsletter Copies 615 630 630 630 630
Volunteer Yearbook 300 300 300 300 325
Renton River Days Newsletter 3,000 3,600 3,600 3,600 3,800
Brochures 24,000 22,400 25,000 25,000 25,000
Volunteer Newsletter 0 1,250 2,800 2,800 2,800
Renton's Web Site Total Hits for the Year 37,433 227,196 N/A 409,768 N/A
Renton's Web Site Average Weekly Hits 1,100 4,468 N/A 7,880 N/A
to MUNICIPAL COURT:
Jury Trials Set 740 752 765 883 780
Jury Trials Heard 37 50 55 25 60
w Non-Jury Trials Set 531 651 660 566 670
Non-Jury Trials Heard 34 54 55 44 60
Interpreters Used 115 254 300 300 300
Pre-Sentence and Evaluations 278 238 250 250 260
io Probation (Monthly average) 245 209 215 215 225
Court Cost Recoupment:
Public Defense $66,488 $83,329 $97,000 138,147 $102,000
VA Probation $92,745 $154,039 $140,000 158,698 $135,000
Witness/Juror fees $561 $608 $800 370 $1,000
Interpreter Fees $3,056 $4,189 $6,000 3,466 $0
HEARING EXAMINER:
Total Cases 44 75 107 107 130
Types of Cases Filed:
69 Property Forfeitures 2 2 8 8 9
Vehicle Impounds 2 4 10 10 12
SEPA Appeals 2 3 5 5 6
Administrative Appeals 9 4 5 5 4
Other Jurisdiction Cases 4 12 18 18 23
Conditional Use Permits 2 10 12 12 17
Preliminary Plats 2 6 8 8 10
rr Final Plats 0 0 0 0 0
Site Approvals 4 12 14 14 18
Short Plats 3 4 5 5 6
Variances 1 6 7 7 9
Special Permit for Fill and Grade 2 3 4 4 5
Waiver of Street Improvements 0 0 0 0 0
wr
2000 BUDGETOF • - ---
4-5
PERFORMANCE MEASURES
1997 1998 1999 1999 2000
EXECUTIVE ACTUAL ACTUAL FORECAST ACTUAL FORECAST
HEARING EXAMINER:
Rezones 11 4 5 5 3
Shoreline Management 0 5 6 6 8 4
Conditional Approvals 0 0 0 0 0
CITY CLERK:
Ordinances Processed 51 63 N/A 64 N/A
Resolutions Processed 59 68 N/A 63 N/A
New Contracts 182 168 N/A 194 N/A
Contract Addenda 56 53 N/A 55 N/A
New Index Cards (mainframe) 735 765 N/A 750 N/A
Videos Produced 16 17 23 23 25
Council Minutes Published 42 40 42 43 42
1997 1998 1999 1999 2000
FIRE ACTUAL ACTUAL FORECAST ACTUAL FORECAST
Atli
OPERATIONS:
Fire Rating (Washington Survey&Rating 4 3 3 3 3
Bureau)
Number of Fire Stations (includes District No, 5 5 5 5 6
25)
Average Response Time-Fire (Minutes) 4.9 5.1 5.1 5.1 5.1
Average Response Time-Aid (Minutes) 4.2 4.8 4.8 4.8 4.8 lei
Responses:
Life Support 5,172 5,475 5,585 5,358 5,480
Building Fires 86 113 115 134 140
Vehicle Fires 97 113 115 83 115
Other Fires 134 194 198 133 198
Overpressure Ruptures 48 54 55 45 55
Hazardous Condition 149 179 183 239 250 06
Service 419 484 494 413 494
Good Intent 243 268 273 327 343
False Alarms-Malicious 59 83 85 87 86
False Alarms-Other 742 846 863 872 880 9111
All Other 61 3 3 7 8
Total Responses 7,210 7,812 7,968 7,698 8,049
FIRE PREVENTION:
UFC Inspections 1,663 1,870 1,900 2,021 1,950
UFC Re-inspections 775 987 900 1,021 850 46
Fire Protection/Plans Reviewed 579 665 600 492 600
Hazardous-Materials (HazMat) Plans Reviewed 114 176 150 118 150
Public Education Programs 154 94 100 105 120
Fires Investigated 45 38 30 39 25 so
Actual and Budgeted Revenues $110,926 $125,111 $130,000 $102,230 $131000
4-6
` PERFORMANCE MEASURES
1997 1998 1999 1999 2000
POLICE ACTUAL ACTUAL FORECAST ACTUAL FORECAST
OPERATIONS:
PATROL:
it Calls for Service 50,996 48,960 49,182 42,634 42,638
Traffic Accidents 1,756 1,834 2,001 1,617 1,617
INVESTIGATION:
Clearance Ratio 68.60% 75.90% 77.06% 77.3% 79.00%
iir
STAFF SERVICES:
Case Reports 13,982 13,662 13,814 11,490 11,500
Citations 12,283 13,024 14,000 11,543 14,000
AUXILIARY SERVICES:
ELECTRONIC HOME DETENTION(EHD):
EHD Days 10,807 11,556 18,033 9,989 18,033
Average Daily Population 29.6 31.7 50.7 27.5 50.7
Number of Participants 713 735 604 656 735
JAIL:
Bookings 2,950 3,259 3,362 3,199 3,380
Jail Days 28,929 31,374 33,883 28,949 35,000
Avg, Daily Population 52,26 60,13 65,40 595 70,54
ar Avg, Daily Outplacement 27 25 24 38 24
Evidence by Piece 3,832 4,220 4,692 3,799 4,692
Marijuana Tests 102 91 105 103 121
PLANNING, BUILDING 8t 1997 1998 1999 1999 2000
PUBLIC WORKS ACTUAL ACTUAL FORECAST ACTUAL FORECAST
ADMINISTRATION:
Completed Utility CIP Monthly Transfers ($) $716,350 $595,000 $545,000 $615,245 $552,000
Support to Board of Public Works 100% 100% 100% 100% 100%
sir
Regional Representation on Issues 100% 100% 100% 100% 100%
DEVELOPMENT SERVICES:
go Building Permit Valuation $239,531,758 $206,294,666 $220,150,000 $131,950,593 $210,150,000
Building Permit Revenue $2,100,000 $3,448,829 $1,897,700 $2,906,614 $1,800,000
Building Permits Processed 4,394 3,744 3,177 3,209 3,500
Land Use Applications Process 314 262 200 191 250
ow Public Works Permits Process 501 466 460 582 480
Public Works Inspections 12,600 12,600 13,000 13,016 12,500
Water Meter Applications 450 644 547 512 450
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000 . OF •
4-7
PERFORMANCE MEASURES
PLANNING, BUILDING 8i 1997 1998 1999 1999 2000
PUBLIC WORKS ACTUAL ACTUAL FORECAST ACTUAL FORECAST
TRANSPORTATION SYSTEMS:
Completed Construction of TIP Projects 8 7 8 7 8
Completed Design of TIP Projects 8 6 11 13 6
Responded to Customer Service Requests 7,167 1,642 1,660 1,650 1,680
Coordinated Renton's Interests on Regional 100% 100% 100% 100% 100%
Transportation Forums
CTR Program Designed/Implemented 100% 100% 100% 100% 100%
UTILITY SYSTEMS:
WATER UTILITY:
Construction of CIPS Completed (#) 13 11 8 7 8
Design of CIP Completed (#) 7 11 10 7 8
Outside Funding for CIP Projects (%) 10% 15% 7% 27% 0%
WASTEWATER UTILITY:
Construction of CIPS Completed (#) 7 4 5 3 2
Design of CIP Completed (#) 4 3 5 3 1
Outside Funding for CIP Projects (%) 0% 52% 25% 22% 10% �t
SURFACE WATER UTILITY:
Construction of CIPS Completed (#) 6 10 11 10 6
Design of CIP Completed (#) 7 8 7 6 11
Outside Funding for CIP Projects (%) 21% 30% 18% 69% 0%
Responded to Customer Service Requests 45 50 45 60 45
Met FEMA Audit for Recertification for 10% 10% 10% 15% 15%
Community
Discount of Flood Insurance Rates (Level of Discount Achieved)
SOLID WASTE UTILITY:
Special Collection Events (#/Tons) 1/86 2/144 2/120 2/143 2/125
Household Hazardous Waste Workshops (#) 26 15/400 10 0 10
Residential Diversion (%) 56% 52% 54% 53% 55%
Multi-Family Diversion (%) 12% 14% 14% 17% 14%
Solid Waste (Garbage Total Tons) 42,000 49,400 48,000 44,320 48,000
MAINTENANCE SERVICES:
STREET MAINTENANCE:
Utility Cut Patching (sq, feet) 5,250 57,343 54,440 95,369 55,500
Cracked Sealed City Streets (lineal feet) 74,775 86,281 170,000 106,000 150,000
Street Side Vegetation Mowing (swath miles) 812 798 480 518 480
Snow/Ice Control (lane miles) 250 840 6,500 230 6,500
Sidewalk Repairs (labor days) 362 268 300 298 300
SURFACE WATER MAINTENANCE:
Clean Storm Lines (lineal feet) 94,994 83,853 100,000 71,883 80,000
Refurbish Catch Basins 38 82 25 20 35
Clean Catch Basins 1,770 1,369 1,000 1,169 850
TV Inspections (feet) 5,902 4,066 20,000 3,329 20,000
Backup reduction catch basins 4,774 0 50 15 50
a
2000 BUDGETOF •
4-8
40 PERFORMANCE MEASURES
wr
PLANNING, BUILDING 8t 1997 1998 1999 1999 2000
PUBLIC WORKS ACTUAL ACTUAL FORECAST ACTUAL FORECAST
MAINTENANCE SERVICES:(continued)
WATER MAINTENANCE.-
Conduct
AINTENANCE:Conduct Leak Detection's on Water 2,835 3,710 27,000 18,451 27,000
Mains/lineal feet
Test City Water for High Quality (samples) 884 843 1,350 950 1,400
Inspect/Operate Hydrants 5,402 2,726 5,500 5,350 5,525
Meter Reading (routes) 524 603 550 550 555
New Main Connections (tie-in) 89 136 130 125 130
WASTEWATER MAINTENANCE(SEWER):
Clean Sewer Line (lineal feet) 15,703 146,184 100,000 125,316 90,000
TV Inspect (lineal feet) 8,956 27,913 23,800 54,700 23,800
Wet Well Washing 230 230 240 192 240
Root Cut Lines (lineal feet) 20,900 21,390 19,000 19,353 22,000
Manhole Cleaning 950 732 1,000 526 1,000
SOLID WASTE/LITTER CONTROL PROGRAM:
Trash Collected (tons) 38 27 40 30 40
EQUIPMENT SERVICES:
Vehicle Services and Repairs 2,902 3,485 3,400 2,601 3,400
Replacement (#vehicles) 25 32 66 68 23
Outfitted #vehicles 2 10 12 12 8
FINANCE AND INFORMATION SERVICES
INSTALL AND OPERATE A NEW CITY-WIDE PAYROLL AND HUMAN RESOURCES INFORMATION SYSTEM:
op The Finance & Information Services Department completed the installation and testing of a new Payroll
System during the second quarter of 1999, An additional phase to complete the Human Resources and
timekeeping features of the installation will continue into the year 2000, The completion of this system
will directly contribute to the City Council's Business Plan Goal for increased service productivity and
o, innovation in the work place, The new system will increase timekeeping flexibility, improve payroll
information and reports, improve workday scheduling capabilities, and provide the City with a system
that is year 2000 compliant,
INSTALL AND OPERATE A NEW UTILITY BILLING SYSTEM:
40 The Finance & Information Services Department installed a new Utility Billing System during the third
quarter of 1999, The successful completion of this system supports the City Council's Business Plan Goals
by contributing to and increase in the service productivity of the department, It will also ensure that
necessary revenues are received by the City to support other department activities that work to
complete other City Council Business Plan Goals, The new billing system will provide more billing
information to the customer, allow for utility bill averaging, and provide the City with a system that is
year 2000 compliant,
w
HUMAN RESOURCES 8z 1997 1998 1999 1999 2000
RISK MANAGEMENT ACTUAL ACTUAL FORECAST ACTUAL FORECAST
iW
Bloodborne Pathogen Training 438 419 440 415 440
Drug Alcohol Testing 37 38 45 23 45
Applications Processed 4,000 1,864 2,500 1,146 2,500
60 Employees Hired/Promoted 58 99 60 68 60
Risk Management Claims Processed 158 161 170 104 175
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2000 BLIDGET* CITY OF RENTON
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'l> 000 BUDGET CITY OF RENTON
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IF DEBT SERVICES
INTRODUCTION
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The Debt Services section provides an extensive overview of the City's debt
program. It includes financial data on debt limitations, property tax rates and
property tax revenues, long-term debt service requirements, limited (non-
voted) general obligation debt per capita, individual debt summaries, and a
schedule of the City's overall outstanding debt.
Table 7 provides an overview of the City's outstanding debt including the
total debt margin availability from 1995 through 1999, and projected
indebtedness and debt margin availability from 2000 through 2004. The table
also includes legal debt limitations, a breakdown of property tax rates and
total property tax revenues from 1995 through 2004, and the 2000 property tax
allocation.
Table 8 describes the City's long-term debt program and the various forms of
debt. Long—term debt includes General Obligation debt, Proprietary-type
110 Long Term debt (Revenue Bonds, Public Works Trust Fund Loans,
Contract/Lease debt), and Special Assessment debt. General Obligation
debt is the responsibility of the City and is paid from property taxes.
Proprietary-type Long Term debt is recovered from operating revenues of
to proprietary funds rather than the general tax base. Special Assessment debt
is paid by a selected group of participants within local special assessment
districts for the purpose of financing the construction of public facilities.
Table 9 summarizes the City's Limited General Obligation debt from 1995
through 2010. Limited General Obligation debt is incurred without the vote of
the Renton populace while Unlimited General Obligation debt is incurred with
voter approval. The table further calculates Limited General Obligation debt
per capita.
Table 10 provides a schedule of all of the City's Outstanding Debt for Limited
and Unlimited Obligation Bonds, Installment Contracts, Revenue Bonds, Public
Works Trust Fund Loans, Capital Leases, and Local Improvement District (L.I.D)
Bonds and Notes. The table further outlines interest rates, issue and maturity
dates, and the total amount of debt issued. It also provides a financial
summary of the outstanding status of the debt.
stir
The City's debt program conforms to the City's overall financial policy of
maintaining a fiscally stable position to achieve short and long-term goals. A
separate City Debt Manual has been prepared and is included as reference
in the Finance Department's library. The Debt Manual has been utilized as a
vital guide in the preparation of the City's debt program. The manual
provides extensive information on general obligation debt, revenue bonds,
w public works trust fund loans, special assessment debt, and contract/lease
debt. It also includes the City's most current bond ratings by various
independent rating agencies, the City's debt capacity and margin of
available indebtedness, and long-term projections for the City's debt service.
000 BUDGET CITY OF RENTON
ins 5-1
TABLE 7
PROJECTED LIMITATION OF INDEBTEDNESS FOR GENERAL PURPOSES
CITY AND OVERLAPPING TAX RATES, AND PROPERTY TAX REVENUE
PROJECTED LIMITATION OF INDEBTEDNESS
$150
-f-Non-Vote
f Vote 137.9
$120 129.6
121.9
114.4
107.7 108.5
$90 101.5
Millions of
Dollars 82.1 81,3 84.6
$60 68.4
57.4 62.7
43.7 46.7
47.5 52.0
$30 44.0 41.9 �
31.8
$0
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
Projected lip
YEAR 1995 1996 1997 1998
INDEBTEDNESS FOR GENERAL PURPOSES:
WITHOUT A VOTE:
Assessed Valuation(AV)Used for Next Yrs Levy/Rates $3,590,619,089 3,531,201,922 3,625,601,764 4,258,816,641
Legal Limit:1.5% AV 53,859,286 52,968,029 54,384,026 63,882,250
General Obligation Bonds Outstanding 10,270,000 9,498,337 23,177,908 22,220,906
Installment Notes/Contracts Outstanding 185,569 89,608 13,361 265,832
Total Outstanding Debt 10,455,569 9,587,945 23,191,269 22,486,738
Less:Amount Available for Debt Service 316,973 570,379 600,279 522,976
DEBT MARGIN WITHOUT AVOTE $43,720,690 $43,950,463 $31,793,036 $41,918,488
WITH A 3/5%VOTE:
Legal Limit:2.50%of AV $89,765,477 $88,280,048 $90,640.044 $106,470,416
Outstanding Debt 8,610,000 7,795,000 6,930,000 6,000,000
Less:Amount in Debt Service Funds 894,653 856,335 877,162 1,004,955
DEBT MARGIN AVAILABLE WITH VOTE $82,050,130 $81,341,383 $84,587,206 $101,475,371
TOTAL DEBT MARGIN AVAILABLE $125,770,821 $125,291,846 $116,380,243 $143,393,859
CITY AND OVERLAPPING TAX RATES:
(Per$1000 of Assessed Value)
City of Renton General Levy $3.55454 $3.60000 $3.60000 $3.17832
City of Renton Special Levy 0.36408 0.34413 0.38781 0.30238
TOTAL CITY OF RENTON TAX RATE $3.91862 $3.94413 $3.98781 $3.48070
King County 2.25288 2.20943 2.13173 1.85109
Port of Seattle 0.29482 0.29211 0.28261 0.26466
Hospital District#1 0.15084 0.15698 0.15959 0.15934
Renton School District#403 3.52218 3.71940 3.53615 3.49222
State of Washington 3.41873 3.49966 3.52499 3.51138
Emergency Medical Services 0.24990 0.24987 0.25000 0.00000
TOTAL PROPERTY TAX RATE $13.80797 $14.07158 $13.87288 $12.75939
PROPERTY TAX REVENUE:
General Levy $12,346,496 $12,374,913 $12,996,187 $13,535,893
Special Levy 1,246,579 1,179,759 1,378,000 1,159,000
TOTAL PROPERTY TAXES $13,593,075 $13,554,672 $14,374,187 $14,694,893
Source of Information:
Assessed Valuation,and Property Tax Rates: 1994-1999 King County Department of Assessments.
Debt Margin: City of Renton Finance Department.
1: off 3111 • •
5-2
TABLE 7
PROJECTED LIMITATION OF INDEBTEDNESS FOR GENERAL PURPOSES
CITY AND OVERLAPPING TAX RATES, AND PROPERTY TAX REVENUE
2000 PROPERTY TAX ALLOCATION
rrr� Emergency
Medical$27
2%
State of0- -
of Renton
Washington $368
$330 28%
26%
King County
$169
ilw Renton School 13%
$365 Prt f Seattle
28% Hospital District $22
to $12 2%
1%
wi
Projected
1999 2000 1 2001 2002 2003 2004
4,463,366,785 4,469,487,045 4,692,961,397.25 4,974,539,081 5,273,011,425.95 5,589,392,112
66,950,502 67,042,306 70,394,421 74,618,086 79,095,171 83,840,882
21,203,906 20,151,906 19,045,581 17,842,581 16,953,008 16,029,152
110 242,856 218,831 193,709 167,440 139,972 111,250
21,446,762 20,370,737 19,239,290 18,010,021 17,092,980 16,140,402
1,151,400 855,600 808,100 756,400 717,900 677,900
467655,140 $47,527,169 $51,963,231 57,364765 $62,720,091 68,378,380
110 $111,584,170 $111,737,176 $117,324,035 $124,363,477 $131,825,286 $139,734,803
5,020,000 3,975,000 3,515,000 3,030,000 2,665,000 2,280,000
1,103,600 715,500 632,700 545,400 479,700 410,400
107,667,770 $108,477,676 1114,441,735 121,878,877 $129,639,986 $137,865,203
iIN $154,322,909 $156,004,845 $166,404,966 $179,243,342 $192,360,077 $206,243,582
$3.42726 $3.39877 $3.45677 $3.42416 $3.39186 $3.35986
0.31981 0.28488 0.30489 0.29051 0.27680 0.26375
$3.74707 $3.68365 $3.76166 $3.71467 $3.66866 $3.62361
1.77385 1.68951 1.79088 1.89833 2.01223 2.13297
0.23898 0.21585 0.22880 0.24253 0.25708 0.27251
1i 0.15354 0.11830 0.12540 0.13292 0.14090 0.14935
3.78290 3.65397 3.87321 4.10560 4.35194 4.61305
3.35872 3.30278 3.50095 3.71100 3.93366 4.16968
0.00000 0.27299 0.28937 0.30673 0.32514 0.34464
Irl $13.05506 $12.93705 $13.57027 $14.11179 $14.68961 $15.30581
$14,488,101 $15,450,000 $16,222,500 $17,033,625 $17,885,306 $18,779,572
1,340,000 1,275,000 1,287,750 1,300,628 1,313,634 1,326,770
to $15,828,101 $16,725,000 $17,510,250 $18,334,253 $19,198,940 $20,106,342
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TABLE 8
LONG TERM 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 has an Al/A+ bond rating from £
independent rating agencies for both its General Obligation Bonds and Revenue bonds.
Milli
The following is a summary of long-term debt transactions of the City for the year ending
December 31, 1999.
General
Obligation Public Works Special Total
Long Term Revenue Trust Fund Contract/ Assessment Long-TermAl
Item Debt Bonds Loans Lease Debt Debt Debt
Outstanding 1/01/99 $28,486,739 $28,580,000 $9,245,358 $281,789 $1,335,000 $67,928,886
Issued 0 5,040,000 469,710 0 0 5,509,710
Redeemed 2,019,976 6,760,000 616,519 102,519 655,000 10,154,014
Outstanding12/31/99 26,466,763 26,860,000 9,098,549 179,270 680,000 63,284,582
Debt Service to Maturity- The following is a schedule showing the debt service requirements to
maturity for the City's long-term debt. Formulas have been implemented to compute the principal
and interest obligations for the special assessment debt as it is redeemed in direct proportion with
special assessment collections from district participants. A formula has also been used to compute
the interest requirements on the general obligation debt that carries a variable interest rate tied
directly to the prime rate.
DEBT SERVICE REQUIREMENT TO MATURITY LONG-TERM DEBT SUMMARY
AS OF DECEMBER 31, 1999 (DOLLARS IN THOUSANDS)
General Obligation Revenue Public Works Trust Contract/ Special Total
Long Term Debt Bonds Fund Loans Leases Debt Assessment Debt Long-Term Debt Milli
Year Principal Int Principal Int Principal Int Principal Int Principal Int Principal Int
2000 $2,121 $1,141 $1,840 $1,340 $700 $137 $83 $11 $185 $41 $4,929 $2,670
2001 1,591 1,048 1,950 1,239 700 123 84 6 165 27 4,490 2,443 1
2002 1,714 959 2,030 1,139 608 112 12 1 165 18 4,529 2,229
2003 1,282 1,249 2,160 1,033 608 103 0 0 165 9 4,215 2,394
2004 1,338 1,192 2,275 920 608 94 0 0 0 0 4,221 2,206
2005 1,231 1,304 2,390 794 545 86 0 0 0 0 4,166 2,184
2006 1,200 1,338 2,270 674 545 78 0 0 0 0 4,015 2,090 Will
2007 1,182 1,349 1,870 569 545 70 0 0 0 0 3,597 1,988
2008 1,153 1,368 1,965 473 545 62 0 0 0 0 3,663 1,903
2009 1,245 1,258 1,720 379 545 55 0 0 0 0 3,510 1,692
2010 1,265 721 1,645 295 545 47 0 0 0 0 3,455 1,063
2011 1,340 639 1,360 219 545 39 0 0 0 0 3,245 897
2012 1,415 563 1,430 148 545 31 0 0 0 0 3,390 742 Will
2013 1,495 482 1,150 82 520 23 0 0 0 0 3,165 587
2014 1,580 396 395 42 350 16 0 0 0 0 2,325 454
2015 1,675 306 410 22 345 10 0 0 0 0 2,430 338
2016 1,770 209 0 0 250 5 0 0 0 0 2,020 214 011111
2017 1,870 108 0 0 49 1 0 0 0 0 1,919 109
Total $26,467 $15,630 $26,860 $9,368 $9,098 $1,092 179 18 680 95 $63,284 $26,203
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INDIVIDUAL DEBT SUMMARIES
LIMITED (NON-VOTED) TAX GENERAL OBLIGATION DEBT
1989 Limited Tax General Obligation Refunding Bonds The 1989 limited tax general obligation refunding
bonds were issued and dated June 1, 1989 in the amount of $2,085,000 with an average interest rate of
6.95 percent. The purpose was refunding the 1983 limited tax general obligation refunding bonds with an
average interest rate of 10.78 percent, resulting in a positive cash flow difference of $177,000. The 1983
refunding bonds were issued to retire the 1982 limited tax general obligation bonds that were used to
finance the construction of the City Shop facility. The 1989 limited tax general obligation refunding bonds
will be fully redeemed May 1, 2002. Interest rate coupons on outstanding bonds range from 6.9 percent
through 7 percent. The debt service for these bonds is accounted for in Fund 212.
1993 Limited Tax General Obligation Refunding Bonds The 1993 limited tax general obligation refunding
bonds were issued in the amount of $4,910,000 and dated August 1, 1993 with an average interest rate of
4.53 percent. The purpose was to advance refund the 1986 limited tax general obligation bonds
(maturing June 1, 1997 through June 1, 2002) with an average interest rate of 7.46 percent. Allocation of
the debt service is apportioned 42.5 percent to the General Governmental Miscellaneous Debt Service
Fund (215); 8.8 percent to the Waterworks Utility Fund (401); 44.4 percent to the Municipal Golf Course
System Fund (404); and 4.3 percent to the Equipment Rental Fund (501). Proceeds of the 1986 limited tax
general obligation bonds were used to redeem and retire the City's outstanding limited tax general
obligation golf course bond anticipation note dated 1985; to expand the City library; to purchase
wetlands to control drainage and provide and preserve wildlife habitat; to acquire various equipment
rental replacements; and to construct a community center. As part of the golf course purchase, the
Waterworks Utility enter into an agreement to purchase water rights in the amount of $811,000. Interest
rate coupons on outstanding bonds range from 4 percent through 4.8 percent. The last bonds will mature
on June 1, 2002. The debt service for these bonds is accounted for in Fund 215.
1994 Limited Tax General Obligation Bonds On December 5, 1994, the City issued $980,000 limited tax
general obligation bonds, dated December 1, 1994. These bonds were issued to finance the acquisition
of various equipment rental additions and replacements. The debt service is 100 percent apportioned to
the Equipment Rental Fund (501). Interest rate coupons on outstanding bonds range from 5.3 percent
through 6.3 percent. The final bonds will mature on December 1, 2004. The debt for these bonds is
accounted for in Fund 215.
1996 Limited Tax General Obligation Bonds (Mini-Bonds The City issued $553,337 in limited tax general
obligation bonds, dated October 15, 1996, in denominations of $1,000. The bonds consisted of $410,000
rr serial bonds and $240,000 capital appreciation bonds. The capital appreciation bonds are due in years
2001,2005, and 2006 where interest, at rates of 5.1 percent, 5.5 percent, and 5.6 percent, will accrue from
date of issuance and be paid at maturity. The proceeds from the bonds were used to acquire two fire
apparatus pumpers. The bond sale was handled by City staff for the purpose of selling the bonds to local
citizens. The last bonds will mature October 15, 2006. Interest rate coupons on serial bonds range from
4.25 percent through 5.4 percent. These bonds were not rated. The debt service for these bonds is
accounted for in Fund 215.
rrr
1997 Limited Tax General Obligation Refunding Bonds (Series A� The 1997 limited tax general obligation
refunding bonds were issued and dated May 1, 1997 in the amount of $2,683,826.70, with an average
interest rate of 6.63 percent. The bonds were issued for the purpose of refunding 1978 limited tax general
obligation bonds ($75,000), 1989 limited tax general obligation bonds ($785,000); 1992 limited tax general
obligation bonds ($900,000); 1993 limited tax general obligation bonds ($165,0000); and 1994 limited tax
general obligation bonds ($670,000). The 1997 limited tax general obligation refunding bonds will be fully
redeemed December 1, 2006. The debt service for these bonds is accounted for in Fund 215.
Y
2000
•�� BUDGET CITY OF RENTON
sw 5.5
INDIVIDUAL DEBT SUMMARIES W
i
1997 Limited Tax General Obligation Bonds (Series Bk The City issued $14,697,743 in limited tax general
obligation bonds, dated May 1, 1997. The bonds consist of $12,660,000 serial bonds and $2,037,743
capital appreciation bonds. The capital appreciation bonds are due in years 2006, 2007, 2008 and 2009
where interest, at rates of 5.55 percent, 5.6 percent, 5.65 percent and 5.75 percent,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 (Renton City Hall.) The last bonds will mature December 17, 2017. Interest rate coupons
on serial bonds range from 5.5 percent through 5.7 percent. The debt service for these bonds is
accounted for in Fund 201.
UNLIMITED (VOTED) TAX GENERAL OBLIGATION DEBT
1993 Unlimited Tax General Obligation Refunding Bonds: The City issued $4,270,000 in unlimited tax
general obligation refunding bonds, dated September 1, 1993. The purpose of refunding the callable
portion of the outstanding 1989 unlimited tax general obligation bonds is 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 percent through 6.1 percent. The debt service on these bonds is
accounted for in Fund 219.
1993 Unlimited Tax General Obligation Refunding Bonds (Taxable The 1993 unlimited tax general
obligation refunding bonds (taxable) were issued to retire the outstanding 1983 unlimited tax general
obligation refunding bonds. The issue totaled $4,660,000 and was dated September 15, 1993. The issue is
taxable due to arbitrage requirements in order to realize a refunding gain that benefits property owners.
Homeowners will save approximately $2.24 in property taxes per year on a $100,000 home. The 1983
unlimited tax general obligation refunding bonds were used to refund the 1980 and 1982 unlimited tax
general obligation bonds. The bond proceeds were used to acquire park land and to fund development
of the Gene Coulon Memorial Beach Park. The final 1993 bonds will mature May 1, 2002. Interest rate
coupons on outstanding bonds range from 5.2 percent through 6.1 percent. The debt service for these
bonds is accounted for in Fund 213.
CERTIFICATES OF PARTICIPATION
1998 Certificates of Participation: The City entered into a State administered lease purchase agreement
in September 1998 for the purchase of an Energy Conservation/Lighting Retrofit Project for the Renton
City Hall (Main & Grady building.) The lease agreement terms are $278,171.50 for ten (10) years at 4.51
percent interest.
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REVENUE BONDS
1990 Water/Sewer Revenue Bonds: The 1990 water/sewer revenue bonds were issued in the amount of
$4,100,000 and dated November 1, 1990. The average interest rate is 6.84%. $2,715,000 of these bonds
was refunded in 1993,which left a remaining balance of$1,170,000.
1992 Water/Sewer Revenue Bonds: The 1992 water/sewer revenue bonds were issued in the amount of
$4,000,000 and dated June 1, 1992. The average interest rate is 6.28%. $2,585,000 was refunded in 1998
leaving a remaining balance of$805,000.
+
2000 BUDGET 9 CITY OF RENTON
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5-6
N, INDIVIDUAL DEBT SUMMARIES
ON
1992 Water/Sewer Refunding Revenue Bonds: The 1992 water/sewer refunding revenue bonds were
issued in the amount of $4,635,000 and dated June 1, 1992. The average interest rate is 5.94%. These
gr bonds were issued to refund a portion of the 1983, 1986 and 1987 Water/Sewer Revenue Bonds.
1993 Water/Sewer Revenue Bonds: The 1993 water/sewer revenue bonds were issued in the amount of
00 $5,285,000 and dated August 1, 1993. The average interest rate is 4.74%.
1993 Water/Sewer Refunding Revenue Bonds: The 1993 water/sewer refunding revenue bonds were
at issued in the amount of $8,860,000 and dated August 1, 1993. The average interest rate is 4.80%. These
bonds were issued to refund a portion of the 1988, 1989, 1989 Ref, and 1990 Water/Sewer Revenue Bonds.
1994 Water/Sewer Revenue Bonds: The 1994 water/sewer revenue bonds were issued in the amount of
$3,570,000 and dated November 1, 1994. The average interest rate is 6.34%. $2,605,000 was refunded in
1998 leaving a remaining balance of$965,000.
,, 1998 Water/Sewer Refunding Revenue Bonds: 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.
1999 Golf System Refunding Revenue Bonds: 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.
PUBLIC WORKS TRUST FUND LOAN DEBT
it
Northwest 7th Sewer Repair: This public works trust fund loan was issued in the amount of $84,779 and
dated August 29, 1991. The interest rate is 5%. This loan was for the design and construction of the
no dislocated sewer main located in an unstable steep slope within the vacated portion of NW 7h Street
that lies between Rainier Avenue North and Taylor Avenue Northwest.
Sierra Heights Sewer Repair:
an 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
to an interceptor line down to the existing Honey Creek Interceptor.
Central Renton Sewer Replacement 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:
This public works trust fund loan was issued in the amount of $2,542,704 and dated June 7, 1993. The
io interest rate is 1%. This loan was for the construction of approximately 9,865 feet of 8,12,15 and 18 inch
pipe from the East Renton area (NE 4th and Duvall Ave NE) westerly along NE 4th Street southerly to the
Maple Valley Highway,installation of manholes, street restoration and landscaping.
Dayton Avenue NE: 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
000 BUDGET CITY OF RENTON
wr 5-7
INDIVIDUAL DEBT SUMMARIES W
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. tib
Sanitary Sewer Grouting: This public works trust fund loan was issued in the amount of$350,000 and dated
May 12, 1994. The interest rate is 2%. This loan was for the grouting and rehabilitation of Honey Creek and
South Highlands subbasins including mainline and manhole grouting, various pipe-lining techniques and
removal of inflow sources from the sewer system to a storm system.
NE 27th/Aberdeen Drainage Improvements: 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. This public works trust fund loan was issued in the amount of $1,884,366 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. This public works trust fund loan was issued in the amount of
$1,840,568.45 and dated December 4, 1995. The interest rate is 2%. This loan was for construction of
approximately 5,785 linear feet of 15 to 18 inch sanitary sewer main, 15 sewer manholes, 3,300 square
yards of asphalt paving, and related appurtenances to the construction of a sanitary sewer main. '
Rolling Hills Reservoir. This public works trust fund loan was issued in the amount of $115,800 and dated
February 5, 1996. The interest rate is 1%. This loan was for pre-construction activities leading to the
development of plans, specifications, bid documents, and permitting documentation for a new drinking
water storage reservoir and pump station on a city-owned site.
Corrosion Control Treatment Facilities: 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-1, RW-2, RW-3, PW-8 and PW-9.
Mill
CONTRACT/LEASE DEBT
Cedar River Trunk Phase III - Sewer Rehabilitation: Contract between the City of Renton and Metro in
1997 in the amount of $314,951.87. The interest rate is 5.70%. This contract is to reimburse costs for design
and construction associated with local sewage facilities improvements. The debt service for this contract
is accounted for in the Water&Sewer Construction Fund 421. ad
Golf Course Capital Lease: Lease in the amount of $29,725 and dated July 1996. This lease is for the
purchase of ten (10) golf carts. Payments are made monthly at an interest rate of 5.627.. The debt
service for this lease is accounted for in the Municipal Golf Course System Fund 404.
5-8
.� INDIVIDUAL DEBT SUMMARIES
Golf Course Capital Lease: Lease in the amount of $42,473 and dated August 1997. This lease is for the
purchase of John Deere lawn equipment. Payments are made monthly at an interest rate of 10.39%. The
+� debt service for this lease is accounted for in the Municipal Golf Course System Fund 404.
Golf Course Capital Lease: Lease in the amount of $21,298.27 and dated October 1997. This lease is for
the purchase of John Deere lawn equipment. Payments are made monthly at an interest rate of 9.50%.
The debt service for this lease is accounted for in the Municipal Golf Course System Fund 404.
SPECIAL ASSESSMENT DEBT
Local Improvement District (LID) Bonds #329: These bonds were issued in the amount of $1,654,063 and
dated April 1, 1993. The average interest rate is 4.53%. This debt was incurred for construction and
installation of certain street improvements including curbs and gutters, sidewalks, streetlights, signals, utility
adjustments, storm drains and all necessary appurtenances in the vicinity of South 43d Street from Talbot
,■, Road South to SR-167.
Local Improvement District (LID) Bond #332 These bonds were issued in the amount of $3,450,183 and
aw dated January 1, 1988. The average interest rate is 7.03%. This debt was incurred for construction and
installation of five-lane streets with curbs, gutters, sidewalks, water mains, landscaping, street lighting,
storm drainage, traffic control devices and improvements, and sanitary sewers on Oakesdale Avenue SW
and SW 7th Street.
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TABLE 9: DEBT THROUGH 2010
3
Will
LIMITED GENERAL OBLIGATION DEBT SERVICE p 1997 Limited GO (Main&Grady)
$2'500 ■Other Limited GO Debt
N
$2,000
c
$1,500
$1,000
E
D
O _
E $500
Q 9:
$0
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
m
Limited GO
Annual Debt Svc
Year (Amounts in 000's) Population Per Capita
1995 $1,900 44,890 $42.33
1996 1,997 45,170 $44.21
1997 2,097 45,920 $45.67
1998 1,977 46,270 $42.73
1999 2,008 47,620 $42.17
2000 1,990 48,456 $41.07
2001 1,992 49,306 $40.40
2002 2,025 50,171 $40.36
2003 2,023 51,051 $39.63
2004 2,020 51,946 $38.89
2005 2,019 52,857 $38.20
2006 2,023 53,784 $37.61
2007 2,014 54,727 $36.80
2008 2,002 55,687 $35.95
2009 1,985 56,664 $35.03
2010 1,986 57,409 $34.59 09
(The 1997 Limited GO (Main&Grady) Debt Service is included in the
Limited GO Annual Debt Svc column in this table)
Population projections 2000-2010 provided by City of Renton Economic Development, Neighborhoods, &
Strategic Planning Department. Population growth assumptions exclude potential annexation areas.
' 000 BUDGET CITY OF •
5-10
W TABLE 10: OUTSTANDING DEBT
Interest Issue Maturity Total Amt Outstanding
to Item Rates Date Date Issued 1/1/1999 Issued Redeemed 12/31/1999
General Obligation Bonds:
Limited
1989 G O Refunding Bonds 6.75%-7.00% 06/01/89 05/01/02 2,085,000 1,050,000 0 235,000 815,000
60 1993 G O Refunding Bonds 3.00%-4.80% 08/01/93 06/01/02 4,910,000 3,205,000 0 750,000 2,455,000
1994 G O Bonds 4.60%-6.30% 12/01/94 12/31/04 980,000 65,000 0 0 65,000
1996 G O Bonds 4.25%-5.40% 10/15/96 10/15/06 553,337 519,337 0 32,000 487,337
1997 G O Refunding Bonds 5.257,5.55% 05/01/97 12/01/06 2,683,827 2,683,827 0 0 2,683,827
qW 1997 G O Bonds 5.5576-5.7517o 05/01/97 12/01/17 14,697,744 14,697,744 0 0 14,697,744
Subtotal Limited GO 1 25,909,908 22,220,908 01 1,017,000 21,203,908
Unlimited
1989 G O Bonds-Sr.Housing 6.40%7.50% 02/01/89 02/01/09 5,500,000 250,000 0 250,000 0
as 1993 G O Refunding Bonds-Coulon Pk(Tx) 4.00%-6.10% 09/01/93 05/01/02 4,660,000 1,680,000 0 680,000 1,000,000
1993 G O Refunding Bonds-Sr.Housin 2.70%-5.20% 09/01/93 02/01/09 4,270,000 4,070,000 0 50,000 4,020,000
Subtotal Unlimited GO 14,430,000 6,000,000 0 980,000 5,020,000
Total General Obligation Bonds 40,339,908 28,220,908 01 1,997,000 26,223,908
to Installment Contracts:
Certificates of Participation 4.51% 09/01/98 06/01/08 278,172 265,831 0 22,976 242,855
Total Installment Contracts 278,172 265,831 0 22,976 242,855
to Total General Obligation Debt 40,618,080 28,486,739 0 2,019,976 26,466,763
Revenue Bonds:
1989 Water/Sewer 6.85%-7.50% 05/01/89 05/01/09 1,715,000 75,000 0 75,000 0
11110 1990 Water/Sewer 5.90%-7.37% 11/01/90 10/01/10 4,100,000 350,000 0 175,000 175,000
1992 Water/Sewer 3.5076-6.50% 06/01/92 12/01/12 4,000,000 660,000 0 150,000 510,000
1992 Water/Sewer Refunding 3.50%-6.35% 06/01/92 12/01/06 4,635,000 3,385,000 0 520,000 2,865,000
1993 Water/Sewer 3.00%-5.375% 08/01/93 04/01/13 5,285,000 4,390,000 0 200,000 4,190,000
sl! 1993 Water/Sewer Refunding 3.00%-5.375% 01/08/93 04/01/10 8,860,000 8,190,000 0 490,000 7,700,000
1994 Golf System 4.50%-7.0017o 07/01/94 12/01/15 5,000,000 4,555,000 0 4,555,000 0
1994 Water/Sewer 5.45%-6.55% 11/01/94 11/01/13 3,570,000 965,000 0 0 965,000
1998 Water/Sewer Refunding 3.70%-5.10% 03/01/98 06/01/13 6,120,000 6,010,000 0 315,000 5,695,000
WO 1999 Golf System Refunding 3.25%-5.30% 04/01/99 12/01/15 5,040,000 0 5,040,000 280,000 4,760,000
Total Revenue Bonds 48,325,000 28,580,000 5,040,000 6,760,000 26,860,000
Public Works Trust Fund Loans:
Northwest 7th Sewer Repair 5.00% 12/31/91 07101101 84,779 28,259 0 9,420 18,839
Sierra Hts Sewer Impry 3.00% 10/20/92 07/01/12 888,462 358,995 0 25,643 333,352
Central Renton Sewer Replacement 1.0050 06/14/93 07/01/15 1,631,800 1,416,288 0 87,483 1,328,805
East Renton Interceptor 2.007o 06/14/93 07/01/13 2,542,704 2,018,550 0 134,570 1,883,980
Dayton Avenue NE 2.00% 05/24/94 07/01/14 96,958 81,649 0 5,103 76,546
Sanitary Sewer Grouting 2.00% 05/19/94 07101104 350,000 60,000 260,000 10,000 310,000
NE 27th/Aberdeen Drainage Improvement 1.00% 06/27/95 07/01/15 731,000 646,358 73,100 38,021 681,437
E Kennydale Interceptor 2.00% 06/26/96 07/01/16 1,884,366 1,867,836 0 103,769 1,764,067
Ila Honeycreek Interceptor 2.00% 06/26/96 07/01/16 1,840,568 1,743,696 0 96,872 1,646,824
Rolling Hills Reservoir 1.0050 03/26/96 07/01/01 115,800 86,850 0 28,950 57,900
Corrosion Control Treatment Facilities 1.00% 03/26/96 07/01/17 1,106,000 936,877 136,610 76,688 996,799
Total Public Works Trust Fund Loans 11,272,437 9,245,358 469,710 616,519 9,098,549
to Installment Contracts(Proprietary):
Metro Cedar River Trunk Project 5.000/-5.25% 12/01/96 12/01/01 314,952 199,334 0 62,797 136,537
Total Installment Contracts 314,952 199,334 0 62,797 136,537
Im Capital Leases:
Golf Course Carts 6.09% 11/13/95 10/13/99 89,175 20,302 0 20,302 0
Golf Course Carts 5.62% 7/19/96 06/19/00 29,725 11,879 0 7,808 4,071
John Deere Equipment 9.50% 10/01/97 09/01/02 21,298 16,746 0 3,902 12,844
to John Deere Equipment 10.39% 10/01/97 09/01/02 42,473 33,528 0 7,710 25,818
Total Capital Leases 182,671 82,455 0 39,722 42,733
LID Bonds and Notes:
332 Street/Utilities 6.00%a-7.75% 10/15/88 10/15/05 3,450,183 635,000 0 460,000 175,000
40 329 Street/Utilities 3.00%5.50% 04/01/93 04/01/03 1,654,063 700,000 0 195,000 505,000
Total LID Bonds and Notes 5,104,246 1,335,000 0 655,000 680,000
Total Outstanding Debt 105,817,3861 67,928,886 5,509,710 10,154,0141 63,284,582
err OF •
5-11
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INTRODUCTION
10 2000-2005
CAPITAL IMPROVEMENT PROGRAM
to
to
This document is the second annual update of the City's six-year Capital
Improvement Program (CIP),which was first presented to the City Council in 1998. It
highlights property acquisitions, development programs, and a variety of activities
�"' identified by the City as major maintenance projects. The scope of the projects
outlined reflects the City's Vision Statement, Mission Statement, and Business Plan
Goals. Identified in this six-year plan are projects that enhance the various
ism neighborhoods, park and recreation facilities, public safety, and the future
economic well being of the community.
The CIP document addresses the projects that add to and increase the usability of
the infrastructure. There are large segments of the budget identifying capital
expenditures that are operational in nature; activities that will be carried out to
preserve, monitor and maintain existing facilities, infrastructure, and programs.
These activities are reserved for the budget and are not reflected in this CIP. A
primary example of a budget expenditure that is not included in the CIP is the
Equipment Rental Fund replacement of vehicles for$1,000,000.
The budget document for 2000 shows a substantial investment in capital
expenditures by the City. The 2000 Capital Improvement Program includes $27
million in projects, of which Transportation improvements represent 43 percent of
the $11.5 million spending plan. Highlighted for 2001-2005 is the Port Quendall
project at $20 million, which includes transportation changes. In addition, $45
million is allocated to SR 167/SW 27Th Street HOV/Strander Boulevard Connections.
The CIP process is based on guidelines that mirror the budget process. For this the
current year, all projects are to have defined funding sources. In certain
wr transportation projects, grant applications are accepted and included as current
year financing. This is done to assure the ability to perform the projects that are
presented. For the years 2001 to 2005, project funding may not be fully defined at
60 this stage. The value of this presentation is the ability to review future infrastructure
requirements and to have the ability to prioritize the use of our limited resources
we The CIP will continue to be a separate document from the budget and will be
updated annually. It is presented to the City Council to provide an overview and
explanation of the major capital programs. As always, funding for these programs
will be formally appropriated as part of the normal budget process.
as
The following tables summarize the proposed CIP for 2000 to 2005.
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N.tit.
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6-1
INTRODUCTION
2000-2005
CAPITAL IMPROVEMENT PROGRAM
Table 1
2000 PROPOSED CIP ALLOCATIONS BY ACTIVITY
Acquisition:
Community Services $94,000
Golf Course 400,000
$494,000
Development.
Administration $1,819,000
Community Services 5,281,000
Transportation 10,935,000
Airport 126,000
Golf Course 91,000
Water Utility 4,435,000
Wastewater Utility 1,420,000
Surface Water Utility 2,000,000
$26,107,000
Major Maintenance:
Administration $505,000
Community Services 1,012,000
Transportation 719,000
Airport 278,000
Golf Course 62,000
Water Utility 910,000
Wastewater Utility 2,020,000
Surface Water Utility 560,000
$6,066,000
Did You Know?
The Renton Public Library is
uniquely situated over the Cedar
River and offers spectacular views
of the river and surrounding park. alt
000 BUDGET CITY OF •
—AiJk,
6-2
INTRODUCTION
2000-2005
CAPITAL IMPROVEMENT PROGRAM
r" Table 2
2000 PROPOSED CIP ALLOCATIONS BY DEPARTMENT
Administration:
Acquisition $0
Development 1,819,000
to Major Maintenance 505,000
$2,324,000
Community Services:
Acquisition $94,000
Development 5,281,000
Major Maintenance 1,012,000
irr $6,387,000
Transportation:
Acquisition $0
Development 10,935,000
Major Maintenance 719,000
$11,654,000
go
Airport:
Acquisition $0
Development 126,000
Major Maintenance 278,000
$404,000
Golf Course:
Acquisition $400,000
Development 91,000
imp Major Maintenance 62,000
$553,000
Wafer Utility:
Acquisition $0
Development 4,435,000
Major Maintenance 910,000
$5,345,000
Wastewater:
Acquisition $0
Development 1,420,000
Major Maintenance 2,020,000
$3,440,000
Surface Water Utility.-
Acquisition
tility:Acquisition $0
rr Development 2,000,000
Major Maintenance 560,000
$2,560,000
6-3
ADMINISTRATION — YEAR 2000
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A. Highlands Improvements Program
B. Port Quendall Development
C. Fire Station 15
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D. Performing Arts Center
1z Valley
j, Medical City Wide 1�
Neighborhood Grant Program
s
ate: its . • •
6-4
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ADMINISTRATION SUMMARY
2000-2005
CAPITAL IMPROVEMENT PROGRAM
w
Acquisition 1999 2000 2001 2002 2003 2004 2005 Total
None
$0
Development 1999 2000 2001 2002 2003 2004 2005 Total
Neighborhood Grant Program 17 50 50 50 50 50 50 317
Highlands Improvement Program 45 33 78
Port Quendall Development* 727 966 6,866 6,616 3,416 18,591
Information Services Development 620 250 300 300 300 300 2,070
Fire Station 15 100 1,850 1,950
Fire Station 12 450 1,500 1,950
Fire Station 13 1,600 1,600
Valley Communications Center 300 300 300 300 300 1,500
Performing Arts Center 50 200 200 450
Total of Projects: $28,506
w
Major Maintenance 1999 2000 2001 2002 2003 2004 2005 Total
Information Services Major 505 400 400 400 400 400 2,505
Maintenance
Total of Projects: $2,505
Amounts are in thousands of dollars.
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2000 BUDGET CITY OF RENTON
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6-5
COMMUNITY SERVICES - YEAR 2000
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:t A. Downtown Redevelopment Improvements
B. Highlands Neighborhood Center Reconstruction
W ' C. Pavilion Improvements
sw 4e st
1 D. Police Department Storage Building
L( K� Valley
ji Medical E. New Parking Garage Ramp
F. Old City Hall Flood-Wall
G. Regis Park Athletic Field Expansion
City Wide
�1
* City Neighborhood Beautification
,.l Comprehensive Plan Update
6-6
irr
COMMUNITY SERVI=SUMMARY
1W 2000-2005
CAPITAL IMPROVEMENT PROGRAM
Acquisition 1999 2000 2001 2002 2003 2004 2005 Total
im Highlands Annex Acquisition and 106 94 200
Demolition
ft Total of Projects: $200
Development 1999 2000 2001 2002 2003 2004 2005 Total
City Neighborhood Beautification 10 75 85
1, Downtown Redevelopment 1,270 264 1,534
Improvements
Highlands Neighborhood Center 500 512 1,012
to Reconstruction
Pavilion Improvements 65 2,300 2,365
40 Police Department Storage Building 15 315 330
New Parking Garage Ramp 1,000 1,165 2,165
Comprehensive Plan Update 50 50 100
err
Old City Hall Flood Wall 62 50 112
Regis Park Athletic Field Expansion 400 400 800
i o Skateboard Park 150 150
Heather Downs Development 50 500 550
New Maintenance Facility 500 3,000 3,500
Family Aquatic Center 200 5,000 5,200
Cedar River Trail Extension 100 1,100 1,200
Total of Projects: $19,103
VW
Major Maintenance 1999 2000 2001 2002 2003 2004 2005 Total
Operational Facilities 65 85 80 140 30 400
Public Facilities 315 160 112 125 75 787
Leased Facilities 40 55 20 250 365
Pavement Repair Program 242 50 60 110 80 80 622
Major Maintenance Projects 390 330 95 200 360 1,375
Total of Projects $3,549
Amounts are in thousands of dollars.
C-tj,� 2000 BUDGET 9 CITY OF RENTON
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6-7
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TRANSPORTATION — YEAR 2000
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SW 7th St. Maplewood
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CUS mqC Ser ice, A. Downtown Transit Access Program
} HB. Oakesdale Avenue SW Phase I B
C. Oakesdale Avenue SW Phase II
C free s ter D. CBD Bicycle&Pedestrian Connections
H
e 1.„ E. SR 169 HOV-140th Way SE to SR 900
F. Park/Sunset Corridor HOV
1/ ( G. 1-405/NE 44th Ave Interchange
M w
�;; ...�.. H. SR 167/SW 27th Street HOV/Strander Connection
I
Sf1 kwsk I. Duvall Avenue NE-SR 900 to North City Limits
si Vary City Wide
Medici
' Transit Priority Signal System
' Transit Program
tom.
* Walkway Program
;t * Arterial HOV Program
* Missing Links Program
b
* Bicycle Route Program
000 BUDGET 9 CITY OF •
6-8
TRANSPORTATION SUMMARY
2000-2005
CAPITAL IMPROVEMENT PROGRAM
�r
Development 1999 2000 2001 2002 2003 2004 2005 Total
it Downtown Transit Access Program 200 1,393 1,593
Transit Priority Signal System 43 675 718
Oakesdale Avenue SW Phase 1 B 69 564 5 638
we
Oakesdale Avenue SW Phase 11 363 2,889 25 3,277
CBD Bicycle and Pedestrian Connections 4 25 306 335
to SR 169 HOV- 1401h Way SE to SR 900 473 2,827 3,300
Park/Sunset Corridor HOV Improvements 2 22 176 72 528 800
10 1-405/NE 44th Avenue Interchange" 310 2,010 2,576 2,360 12,900 19,344 39,500
Transit Program 166 260 240 100 100 100 100 1,066
to Walkway Program 660 1,170 170 170 170 170 170 2,680
SR 16 71S 27th Street HOV/Strander 130 686 1,048 7,948 13,703 15,651 7,582 46,748
Boulevard Connection
r Duvall Avenue NE-SR 900 to North City 20 80 250 100 1,980 1,320 3,750
Limits
aw Arterial HOV Program 165 684 18 240 15 441 300 1,863
Missing Links Program 150 30 30 30 30 30 30 330
to Bicycle Route Program 40 34 110 18 18 80 80 380
Valley Connections to West 50 1,100 1,150
City Gateway Program 147 55 55 55 312
r NE 3rd/NE 4th Corridor Transmit 2 224 290 1,986 2,502
Improvements
art Oakesdale Avenue SW to SR 900 160 2,753 9,399 12,312
Benson Road S/South 3 1s Street 20 130 150
SW 7h Street/Und Avenue SW 18 132 150
my
Lind Avenue-SW 16th Street to SW 60 1,914 626 2,600
43rd Street
to Total of Projects: $126,154
Major Maintenance 1999 2000 2001 2002 2003 2004 2005 Total
Street Overlay Program 480 480 490 490 500 500 2,940
V, South 2nd Street-Wells Avenue to 239 239
Logan Avenue Safety Improvements
Total of Projects: $3,179
ow
Amounts are in thousands of dollars.
off • •
"' 6-9
RENTON MUNICIPAL AIRPORT - YEAR 2000
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Custom Ser Ices
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' A. Aircraft Washing Facility
B. Perimeter Fence Hydraulic Gate
A i 43rd St.
Valley
if Medical
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111 BUDGET CITY OF •
6-10
wir
MENTON MUNICIPAL AIRPORT SUMMARY
., 2000-2005
CAPITAL IMPROVEMENT PROGRAM
%W
Acquisition 1999 2000 2001 2002 2003 2004 2005 Total
None Total of Projects: $0
Development 1999 2000 2001 2002 2003 2004 2005 Total
Aircraft Washing Facility 104 104
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Perimeter Fence Hydraulic Gate 22 22
US Customs Facility 75 75
Realign Taxiways E, G, L and N 385 385
Total of Projects: $586
Major Maintenance 1999 2000 2001 2002 2003 2004 2005 Total
Major Maintenance Projects 278 333 191 256 165 1,223
Total of Projects $1,223
Amounts are in thousands of dollars.
us
: 1 000 OF • —
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6-11
MAPLEWOOD GOLF COURSE - YEAR 2000
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i B. Power Line Removal
W
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Valley
Medical
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.'R 2000 BUDGET CITY OF •
6-12
r�
rL MAPLEWOOD GOLF COURSE SUMMARY
2000-2005
CAPITAL IMPROVEMENT PROGRAM
Acquisition 1999 2000 2001 2002 2003 2004 2005 Total
McCarty Property Acquisition 400 400
Total of Projects: $400
Development 1999 2000 2001 2002 2003 2004 2005 Total
Irrigation Automation Back Nine 65 65
Power Line Removal 26 26
Synthetic Turf Driving Range 120 120
Reconstruct#17 Green 40 40
40 Old Clubhouse Demolition and Area 100 100
Restoration
60Irrigation Pump House Construction 100 100
Maintenance Building Construction 800 800
Total of Projects: $1,251
No
ow Major Maintenance 1999 2000 2001 2002 2003 2004 2005 Total
Major Maintenance Projects 62 46 60 38 75 281
4W Total of Projects $281
Amounts are in thousands of doiiars.
IN
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2000 BUDGET CITY OF RENTON
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6-13
UTILITY - WATER- YEAR 2000
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LAKE BOREN
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Air t 'K� NE Ah St
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? J> SW 7%st � Maplewood �
t p Wm c Golf Carse
v �
Cost r ices D
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9
Valley Office ter
A. New Well House
B. New Reservoirs and Pump Stations
City Wide
syr` sw +aid st H
Water Supply Development
Valley
t f
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�;�?• 111 BUDGET CITY Of • _.
b-14
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UTILITY - WATER SUMMARY
W 2000-2005
CAPITAL IMPROVEMENT PROGRAM
�r
Acquisition 1999 2000 2001 2002 2003 2004 2005 Total
ow None Total of Projects: $0
to
Development 1999 2000 2001 2002 2003 2004 2005 Total
or New Reservoirs and Pump Stations 3,500 200 3,550 7,250
Rehabilitation Well EW-3 and 200 600 800
Construction of New Well House
�r Water Supply Development 335 10 10 10 365
Emergency Power Supply to Wells 500 500 400 1,400
and Pump Stations
Total of Projects: $9,81.5
6W
Major Maintenance 1999 2000 2001 2002 2003 2004 2005 Total
Mr Water Main Rehabilitation 560 550 470 470 520 620 3,190
Major Maintenance Projects 350 410 70 220 620 800 2,470
Total of Projects $5,660
Amounts are in thousands of dollars.
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111 BUDGET CITY OF
6-15
UTILITY - WASTEWATER- YEAR 2000
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LAKE BOREN
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s `PAC Renton
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sw 7th Mal*wwood
Goff Come
Cult er icesF
j?
Training ent
Valley Office ter
�
A. Sanitary Sewer Main Extensions rY
1. Aberdeen Avenue NE Sewer Main Extension
w W 2. 80th Avenue South Sewer Main Extension
*a St 3. East Kennydale Sewer Interceptor
# � Valley
,f
Medical 4. Highgate Lift Station Elimination
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•(:��• 111IDGET CITY OF • _
6-16
UTILITY - WASTEWA=SUMMARY
6W 2000-2005
CAPITAL IMPROVEMENT PROGRAM
Acquisition 1999 2000 2001 2002 2003 2004 2005 Total
None Total of Projects: $0
Development 1999 2000 2001 2002 2003 2004 2005 Total
Sanitary Sewer Main Extension 35 1,420 200 1,655
Total of Projects: $1,655
ilr
Major Maintenance 1999 2000 2001 2002 2003 2004 2005 Total
60 Kennydale Lakefront Sewer 100 160 400 660
Replacement
Thunder Hill Access Road Repair 300 300
up
Miscellaneous/Emergency Sanitary 80 120 100 100 100 500
Sewer Projects
it Sanitary Sewer Main Replacement/ 1,400 890 900 1,200 1,600 1,600 1,100 8,690
Rehabilitation
Liff Station Replacement/ 160 550 400 500 400 2,010
to Rehabilitation
Total of Projects $12,160
to Amounts are in thousands of dollars.
No
to
�1
000 • •
C
6-17
UTILITY — SURFACE WATER — YEAR 2000
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W 7%st Maplewood
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1, C-1 es
Valley Office ter
e s C-2
A A. Wetland Mitigation Bank
A
B. Storm System Improvement and Replacement
W
1. NE 9th Street &Monroe Avenue NE
SW ed St 2. Sunnydale Downstream �
Valley
j Medical 3. NE l Oth Street &Anacortes
r
f� 4. NE 51h Street & Edmonds Avenue NE
C. Springbrook Creek Improvements
1. Oakesdale to SW 23rd Street
if
2. Springbrook Creek Riparian Planting Project
:( sig BUDGET CITY OF •
6-18
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UTILITY — SURFACE WATER SUMMARY
o. 2000-2005
CAPITAL IMPROVEMENT PROGRAM
Acquisition 1999 2000 2001 2002 2003 2004 2005 Total
None Total of Projects $0
Development 1999 2000 2001 2002 2003 2004 2005 Total
NoWetland Mitigation Bank loo 1,300 10 10 10 1,430
Storm System Improvement and 1,550 900 400 1,400 900 400 5,550
Replacement
to Springbrook Creek Improvements 350 100 1,650 350 1,000 300 3,750
Total of Projects: $10,730
ON
Major Maintenance 1999 2000 2001 2002 2003 2004 2005 Total
Cedar River Basin Plan Capital 100 150 100 too 400 850
Improvement
%W Green River Ecosystem 10 20 100 100 200 430
Major Maintenance Projects 450 350 500 550 450 1,350 3,650
Total of Projects $4,930
Amounts are in thousands of dollars.
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to Table 11
Expenditure Budget Comparisons by Fund - All Funds
ib 1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
GENERAL GOVERNMENT FUNDS:
000/General 34,196,762 38,806,123 38,664,907 37,186,912 39,337,655 14.5% 1.7%
101/Park 6,848,363 7,555,233 8,094,280 7,527,260 8,281,600 9.0% 2.3%
103/Street 5,191,793 4,755,208 5,788,965 5,349,443 5,574,475 19.4% -3.7%
106/Library 1,138,992 1,184,624 1,285,879 1,248,203 1,338,300 7.8% 4.1%
201/Ltd G.O.Bonds/Gen.Govt.Misc.Debt S 428,848 735,372 735,765 735,169 735,765 0.0% 0.0%
207/1978 Limited G.O.Bonds 151,958 9 200 3 35,200 33.3% 17500.0%
212/1989 Limited Ref.G.O.Bonds 295,111 290,913 300,475 300,392 298,500 3.3% -0.7%
215/Gen.Govt.Misc.Debt Service 2,190,670 1,055,846 972,623 972,622 1,776,550 23.2% 82.7%
TOTAL 50,442,497 54,383,328 55,843,094 53,320,004 57,378,045--777%---72./%
SPECIAL REVENUE FUNDS:
IN 102/Arterial Street 320,000 320,000 343,180 343,180 353,500 7.2% 3.0%
104/Community Dev Block Grant 327,243 323,355 611,257 399,267 291,495 79.6% -52.3%
105/Impact Mitigation 6,316,598 6,316,598 N/A N/A
110/Hotel/Motel Fund 0 0 100,000 53,050 285,000 100.0% 185.0%
1 18/Reserve for Paths&Trails 0 0 0 0 0 N/A N/A
125/1%For Art 38,171 3,750 1,250 0 1,250 0.0% 0.0%
127/Cable Communication 25,904 24,560 35,500 21,350 30,500 41.4% -14.1%
TOTAL 711,318 6/1,665 7,407,785 7,133,445 Y61,745 978.7% -87.0
DEBT SERVICE FUNDS:
213/1983 Unlim.Ref.G.O.Bonds 754,001 770,424 767,500 758,367 772,500 -0.4% 0.7%
219/1989 Unlimited G.O.Bonds 502,863 498,664 515,000 505,860 515,000 3.2% 0.0%
220/L.I.D.Debt Service Fund 874,051 674,514 751,853 745,303 438,678 7.9% -41.7%
221/L.I.D.Guaranty Fund 924,069 605,000 200,000 200,000 100,000 -63.3% -50.0%
CAPITAL PROJECT FUNDS(CIP):
301/City Hall CIP 10,098,958 4,687,433 2,921,470 2,921,058 0 100.0% -100.0%
302/Open Space Construction 57,171 616,687 0 0 0 N/A N/A
am 303/Community Dev.Mitigation Fund 0 193,467 544,456 395,907 121,000 100.0% -77.8%
304/Fire Mitigation Fund 2,360,921 730,963 1,240,000 689,222 850,000 100.0% -31.5%
305 Transportation Mitigation Fund 941,257 3,562,393 942,968 183,375 1,006,360 100.0% 6.7%
306/1-eased City Properties 0 0 535,000 525,157 52,500 100.0% -90.2%
im 316/Municipal Facilities CIP 4,468,743 3,522,250 11,009,107 6,492,097 10,034,200 144.0% -8.9%
317/Transportation CIP 4,998,799 6,148,562 16,030,233 6,339,498 14,597,500 273.3% -8.9%
320/L.I.D.Construction Fund (812) 19,426 157,455 157,455 0 100.0% -100.0%
TOTAL 22,925,037 19,481,181 33,380,689 1 7,703,76Y 26,661,560 279.1% -20.1%
go
ENTERPRISE FUNDS:
401/Waterworks Utility 19,951,292 24,607,726 19,693,569 19,392,609 18,049,820 -9.2% -8.3%
402/Airport 797,716 1,162,671 2,453,861 1,019,538 1,821,428 149.0% -25.8%
go 403/Solid Waste Utility 7,273,020 7,853,639 8,900,913 8,351,665 8,911,470 24.8% 0.1%
404/Golf Course 2,517,068 2,335,739 2,585,758 2,507,998 2,226,300 13.8% -13.9%
421/Waterworks Utl Construction 7,982,096 11,726,402 10,701,610 6,702,470 11,924,000 77.6% 11.4%
No 424/Golf Course Capital Fund 0 0 0 0 553,000 N/A 100.0%
451/Waterwork revenue Bond Fund 0 3,103,608 3,124,810 3,124,809 3,371,140 100.0% 7.9%
TOTAL 38,521,192 50,78Y,785 47,46U,521 41,091?,089 46,857,159-74-73r--1.3%
ON INTERNAL SERVICE FUNDS:
501/Equipment Rental 3,266,919 2,213,098 4,017,046 3,764,072 2,659,815 69.8% -33.8%
502/Insurance 4,941,014 4,831,077 6,755,100 6,721,471 5,909,120 36.0% -12.5%
TOTAL 8,207,933 7,044,175 10,772,146 10,485,543 8,568,935 46.9% -20.5%
FIDUCIARY FUNDS:
601/Firemen's Pension 305,282 307,500 325,950 309,274 331,670 -4.3% 1.8%
TOTALS 124,168,243 135,226,236 157,424,538 132,260,654 142,585,291 47.4% -9.4%
•Activity has been moved to Funds 303,304,and 305
�) 111 • •
7-1
Fund 000
General Fund
1997 1998 1999 1999 2000 %Chg %Chg ;
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Real&Personal Property Tax 10,851,758 11,023,160 11,720,480 11,490,777 11,157,836 2.9% -4.8%
Sales Tax 7,200,812 8,857,562 9,403,000 9,030,376 9,361,714 12.9% -0.4%
Sales Tax/Criminal Justice 758,251 822,364 840,750 890,773 880,000 7.6% 4.7%
Utility Taxes 2,620,929 2,753,711 2,761,645 2,996,381 4,475,000 9.1% 62.0% t
Gambling Excise Tax 1,195,882 1,984,097 1,979,020 2,459,571 2,404,328 49.1% 21.5%
Other Taxes 1,080,196 673,275 1,204,765 1,183,345 1,105,875 14.4% -8.2%
Business License Fees 365,669 388,611 400,257 400,257 468,000 3.0% 16.9%
Building and Street Use Permits 1,517,349 1,603,191 978,800 1,151,836 929,520 22.9% -5.0%
Other Licenses&Permits 146,730 163,300 104,450 127,594 125,100 -18.9% 19.8%
Federal/State Grants 231,092 110,933 0 341,548 135,000 -100.0% 100.0%
State Shared Revenue 1,088,849 1,129,920 1,097,055 1,129,482 528,024 -4.6% -51.9%
Fire District#25 699,844 768,756 763,900 812,756 876,230 7.0% 14.7%
City of Newcastle 555,174 545,310 0 0 0 -100.0% N/A
Other Intergovernmental 88,233 82,147 1,000 68,916 1,000 0.0% 0.0%
Zoning Fees 205,366 189,023 108,000 178,838 103,397 -26.5% -4.3%
Plan Checking Fees 601,093 582,273 450,000 459,364 450,000 38.5% 0.0%
Other Charges for Services 567,406 599,972 634,600 625,612 612,360 70.5% -3.5%
Municipal Court&Other Fines 699,918 687,492 768,000 797,657 727,440 6.5% -5.3%
Investment Interest 1,051,311 1,102,653 750,000 1,019,349 758,600 0.7% 1.1%
Other Miscellaneous 129,012 98,503 261,360 75,404 38,080 79.5% -85.4%
Residual Equity Transfer In 0 63,111 0 0 0 N/A N/A
Other Financing Sources 38,261 1,500 0 0 0 -100.0% N/A
Interfund Revenues 2,468,534 2,625,881 2,559,780 2,585,506 2,562,139 2.6% 0.1%
TOTAL NEW REVENUE 34,161,669 36,856,745 36,786,862 37,825,342 37,699,643 7.3% 2.5%
Use of Prior Yr Revenue 35,093 1,949,378 1,878,045 0 1,638,012 100.0% -12.8%
Revenue for Reserve 0 0 0 (638,429) 0 -100.0% N/A
TOTAL RESOURCES 34,196,762 38,806,123 38,664,907 37,186,913 39,337,655 14.5% 1.7%
EXPENDITURES:
Regular Salaries 17,183,739 18,524,575 19,703,084 19,144,180 20,897,898 6.0% 6.1%
Part Time Salaries 214,682 284,555 288,616 258,297 189,049 -0.1% -34.5%
Overtime 1,067,544 1,188,160 1,245,381 1,471,657 1,292,540 12.6% 3.8%
Personnel Benefits 4,549,148 5,023,901 5,472,640 5,194,355 5,523,345 8.9% 0.9%
Salary and Benefit Reserves 0 0 0 0 694,171 N/A 100.0%
Supplies 688,595 726,079 908,170 709,977 873,947 18.6% -3.8%
Professional Services 2,229,477 2,462,866 2,380,879 2,472,925 2,537,047 17.8% 6.6%
Postage/Telephone 329,089 445,600 500,676 537,508 375,090 38.1% -25.1%
Travel/Training&Advertisiing 172,656 199,155 296,213 242,497 303,363 28.5% 2.4%
Other Rentals 140,890 140,349 162,834 130,513 207,278 12.2% 27.3%
Equipment Rental 779,601 813,009 1,101,876 1,094,304 1,234,415 59.8% 12.0%
Insurance 1,060,970 1,067,866 862,845 864,500 1,089,330 -19.2% 26.2%
Public Utility Services 8,523 7,771 9,510 11,032 9,605 1.0% 1.0%
Repairs&Maintenance 208,134 157,864 445,450 211,838 457,266 56.7% 2.7%
Miscellaneous 555,155 417,110 502,256 404,501 496,977 15.2% -1.1%
Intergovernmental Services 1,277,413 1,462,546 1,486,553 1,459,642 1,571,248 3.6% 5.7%
Operating Transfer Out 3,311,913 5,495,810 2,368,989 2,368,989 1,478,291 92.8% -37.6%
Residual Equity Transfer Out 335,500 0 7,839 7,839 0 100.0% -100.0%
Capital Outlay 42,172 350,193 881,995 566,493 106,795 2456.9% -87.9%
Debt Service 41,561 38,714 39,101 35,866 0 1.0% -100.0%
TOTAL EXPENDITURES 34,196,762 38,806,123 38,664,907 37,186,913 39,337,655 14.5% 1.7%
Fund Balance,January 1 6,720,739 6,685,646 4,736,268 4,736,268 5,374,697 -29.2% 13.5% g
Total New Revenue 34,161,669 36,856,745 36,786,862 37,825,342 37,699,643 7.3% 2.5%
Total Expenditures (34,196,762) (38,806,123) (38,664,907) (37,186,913) (39,337,655) 14.5% 1.7%
Fund Balance Plus Reserves 6,685,646 4,736,268 2,858,223 5,374,697 3,736,685 -60.4% 30.7%
Year End Operating Reserves 2,735,741 3,104,490 3,093,193 2,974,953 3,147,012 14.5% 1.7%
Fund Balance,December 31 3,949,905 1,631,778 (234,970) 2,399,744 589,673 -105.2% -351.0%
000 BUDGET CITY OF •
7-2
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Fund 101
Park Fund
ii
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
im REVENUE:
Real&Personal Property Taxes 1,094,700 966,000 1,600,000 1,600,000 1,938,300 24.2% 21.1%
Sales Tax 2,058,228 2,535,932 2,400,000 2,305,439 2,405,000 0.7% 0.2%
FA Utility Tax/Electricity 2,680,977 2,820,290 2,867,314 2,792,875 2,975,000 3.0% 3.8%
KC/Cultural Fac Prog Art Grant 4,939 5,500 0 5,325 0 NIA NIA
Other Intergovernmental 0 450 0 0 0 NIA NIA
Charges for Services 627,793 659,913 453,300 640,270 489,800 -11.0% 8.1%
to Investment Interest 39,586 45,663 25,000 36,317 25,000 6.4% 0.0%
Rents/Leases/Concessions 431,315 438,102 463,500 453,203 448,500 -0.6% -3.2%
Contributions/Donations 24,563 16,539 0 21,438 0 NIA NIA
to Other Miscellaneous 4,342 507 0 112 0 NIA N/A
Residual Equity Transfer In 335,500 0 7,839 7,839 0 100.0% -100.0%
Other Financing Sources 66,115 15,299 0 0 0 NIA NIA
Interfund Revenue 58,830 49,623 10,000 0 0 100.0% -100.0%
so TOTAL NEW REVENUE 7,426,888 7,553,818 7,826,953 7,862,818 8,281,600 5.0% 5.8%
Use of Prior Yr Revenue 0 1,415 267,327 0 0 100.0% -100.0%
Revenue for Reserve (578,525) 0 0 (335,558) 0 NIA NIA
or TOTAL RESOURCES 6,848,363 7,555,233 8,094,280 7,527,260 8,281,600 9.0% 2.3%
EXPENDITURES:
Regular Salaries 2,935,051 3,053,416 3,305,568 3,124,167 3,388,381 4.2% 2.5%
Part Time Salaries 846,205 868,647 974,723 913,267 1,012,826 11.0% 3.9%
Overtime 32,883 53,278 41,541 58,387 54,788 43.9% 31.9%
Personnel Benefits 1,018,242 1,041,728 1,152,375 1,046,585 1,106,511 5.4% -4.0%
as Supplies 354,178 370,503 427,473 403,027 427,157 8.1% -0.1%
Professional Services 50,996 48,386 87,950 62,551 98,589 104.2% 12.1%
Postage/Telephone/Other 8,367 7,585 3,939 6,810 3,968 35.4% 0.7%
Travel/Training 24,557 19,403 23,415 29,872 23,649 1.0% 1.0%
40 Advertising 2,388 2,323 2,999 3,954 3,029 1.0% 1.0%
Other Rentals 23,602 14,217 20,371 6,914 20,574 1.0% 1.0%
Equipment Rental 261,960 323,416 361,025 361,025 372,625 74.8% 3.2%
am Public Utility Services 696,849 797,848 871,268 737,585 884,853 2.4% 1.6%
Repairs&Maintenance 218,618 337,928 458,644 384,745 513,290 25.5% 11.9%
Miscellaneous 362,171 400,611 362,989 388,371 371,360 8.8% 2.3%
Transfer Out/Liberty Park Air Cond. 0 195,778 0 0 0 NIA NIA
am Capital Outlay 12,296 20,166 0 0 0 -100.0% NIA
TOTAL EXPENDITURES 6,848,363 7,555,233 8,094,280 7,527,260 8,281,600 9.0% 2.3%
ar Fund Balance,January 1 378,517 957,042 955,627 955,627 1,291,185 -0.1% 35.1%
Total New Revenue 7,426,888 7,553,818 7,826,953 7,862,818 8,281,600 5.0% 5.8%
Total Expenditures (6,848,363) (7,555,233) (8,094,280) (7,527,260) (8,281,600) 9.0% 2.3%
Fund Balance Plus Reserves 957,042 955,627 688,300 1,291,185 1,291,185 -30.3% 87.6%
Year End Operating Reserves 547,869 604,419 647,542 602,181 662,528 9.0% 2.3%
Fund Balance, December 31 409,173 351,208 40,758 689,004 628,657 -89.6% 1442.4%
go
The Park Fund accounts for the City's parks and recreation programs: operations, maintenance, and improvements for
municipal buildings; and the landscaping and street tree functions. Tax revenues will provide $7.3 million or 88 percent
of 2000 resources, and park fees and investment interest will provide $1 million or 12 percent. See the Community
Services operating budget section of this document for more information on park fund program budget and staffing.
irr
000 OF •
7-3
Fund 102
Arterial Street Fund
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Arterial Street Fuel Tax 328,595 332,295 337,180 333,141 357,600 0.4% 6.1%
Investment Interest 3,802 7,056 6,000 9,631 6,000 -17.2% 0.0%
TOTAL NEW REVENUE 332,397 339,351 343,180 342,772 363,600 0.1% 6.0% will
Use of Prior Year Revenue 0 0 0 408 0 N/A N/A
Revenue for Reserve (12,397) (19,351) 0 0 (10,100) -100.0% 100.0%
TOTAL RESOURCES 320,000 320,000 343,180 343,180 353,500 7.2% 3.0%
EXPENDITURES:
Transfer-Out to CIP/Overlay Program 320,000 320,000 343,180 343,180 353,500 7.2% 3.0%
TOTAL EXPENDITURES 320,000 320,000 343,180 343,180 353,500 7.2% 3.0%
Fund Balance, January 1 122,334 134,731 154,082 154,082 153,674 14.4% -0.3%
Total New Revenue 332,397 339,351 343,180 342,772 363,600 0.1% 6.0%
Total Expenditures (320,000) (320,000) (343,180) (343,180) (353,500) 7.2% 3.0%
Designated Fund Balance 134,731 154,082 154,082 153,674 163,774 -2.3% 6.3%
Fund Balance, December 31 0 0 0 0 0 N/A N/A
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 ad
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 L.I.D. participation and outside agency grants. In 2000, $353,500
will be transferred to the Transportation Capital Improvement Program(CIP) Fund 317,to provide funding for the continuing
street overlay program.
r
000 BUDGET CITY OF • --
vr'
7-4
err
Fund 103
Street Fund
im
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
err REVENUE:
Sales Tax 2,220,287 2,527,191 2,697,322 2,591,046 2,853,286 15.3% 5.8%
Utility Taxes 598,482 581,335 744,250 648,225 725,000 12.8% -2.6%
ttw Licenses&Permits 39,646 35,078 20,000 52,676 20,000 0.0% 0.0%
Grants/96 Flood Emergency Rel 0 209,423 0 0 0 0.0% N/A
State Shared Revenue 705,440 710,805 725,515 712,556 756,070 1.1% 4.2%
Charges for Services 14,579 0 0 0 0 N/A N/A
(' Investment Interest 52,258 34,154 90,000 49,625 90,000 8.8% 0.0%
Other Miscellaneous 5,395 2,220 0 23,864 66,015 N/A 100.0%
Interfund Loan Repayment 0 0 0 148,000 0 N/A N/A
to Other Financing Sources 114,572 22,712 0 39,468 0 N/A N/A
Interfund Revenue 1,009,434 1,176,842 1,056,487 984,566 1,064,104 2.0% 0.7%
TOTAL NEW REVENUE 4,760,093 5,299,760 5,333,574 5,250,026 5,574,475 9.8% 4.5%
rrr Use of Prior Yr Revenue 431,700 0 455,391 99,417 0 100.0% -100.0%
Revenue for Reserve 0 (544,552) 0 0 0 -100.0% N/A
TOTAL RESOURCES 5,191,793 4,755,208 5,788,965 5,349,443 5,574,475 19.4% -3.7%
No EXPENDITURES:
Regular Salaries 2,207,158 2,284,180 2,527,713 2,363,806 2,624,948 6.7% 3.8%
Part Time Salaries 114,332 116,982 120,649 88,430 122,528 2.4% 1.6%
to Overtime 52,237 49,500 54,365 50,037 55,703 5.9% 2.5%
Personnel Benefits 668,524 684,194 780,853 693,225 751,591 9.8% -3.7%
Supplies 419,330 222,294 429,423 322,751 358,150 41.5% -16.6%
Professional Services 13,779 25,126 50,054 53,048 50,405 44.2% 0.7%
Postage/Telephone/Other 4,455 5,397 4,518 3,681 4,564 1.0% 1.0%
Travel/Training 22,372 29,648 38,746 36,103 38,923 121.6% 0.5%
Other Rentals 10,192 9,501 10,509 3,502 10,614 1.0% 1.0%
Equipment Rental 474,339 500,074 625,255 625,444 672,300 40.3% 7.5%
Public Utility Services 707,593 702,308 714,619 667,625 721,865 2.4% 1.0%
Repairs&Maintenance 24,243 25,824 42,516 40,608 42,940 1.0% 1.0%
am Miscellaneous 13,627 15,539 16,715 23,281 16,884 1.0% 1.0%
Capital Outlay 30,070 34,777 5,000 8,811 0 -79.3% -100.0%
Interfund Payments 29,542 7,998 3,030 4,091 3,060 1.0% 1.0%
do Operating Transfers-Out 400,000 41,866 365,000 365,000 100,000 100.0% -72.6%
TOTAL EXPENDITURES 5,191,793 4,755,208 5,788,965 5,349,443 5,574,475 19.4% -3.7%
66 Fund Balance,January 1 939,997 508,297 1,052,849 1,052,849 953,432 107.1% -9.4%
Total New Revenue 4,760,093 5,299,760 5,333,574 5,250,026 5,574,475 9.8% 4.5%
Total Expenditures (5,191,793) (4,755,208) (5,788,965) (5,349,443) (5,574,475) 19.4% -3.7%
Fund Balance Plus Reserves 508,297 1,052,849 597,458 953,432 953,432 15.9% 59.6%
Year End Operating Reserves 415,343 380,417 463,117 427,955 445,958 19.4% -3.7%
Fund Balance,December 31 92,954 672,432 134,341 525,477 507,474 5.1% 277.8%
The Street Fund revenue comes from general tax sources such as sales and gas utility taxes that provide $3.6 million, or 64
percent of 2000 funding. The other significant resource is street fuel taxes, a state shared revenue source, which will
provide $756,070, or 14 percent of 2000 financing. The balance, or 22 percent of 2000 support, will come from
reimbursements for service from other funds, investment interest, and permits. There are two divisions of the
Planning/Building/Public Works Department in this fund which are Transportation Systems (Fund 103/16) and Street
Maintenance Services (Fund 103/19).
so
trr
7-5
i
Fund 104
Community Development Block Grant Fund
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
14
REVENUE:
Federal Comm Dev Block Grants 308,269 331,732 393,174 397,032 291,495 15.5% -25.9%
TOTAL NEW REVENUE 308,269 331,732 393,174 397,032 291,495 15.5% -25.9%
Use of Prior Yr Revenue 18,974 0 218,083 2,235 0 100.0% -100.0%
Revenue for Reserve 0 (8,377) 0 0 0 N/A N/A
TOTAL RESOURCES 327,243 323,355 611,257 399,267 291,495 79.6% -52.3%
EXPENDITURES:
Salaries 75,201 79,737 129,319 84,815 135,898 60.5% 5.1%
Part Time Salaries 70,011 59,446 21,777 61,632 21,776 -63.8% 0.0%
Overtime 1,507 518 1,037 1,013 1,036 100.0% -0.1%
Personnel Benefits 35,366 36,290 41,381 35,919 44,395 10.1% 7.3%
Supplies 24,193 15,031 9,726 14,005 9,300 -45.9% -4.4%
Professional Services 58,648 68,789 71,919 63,836 72,790 8.7% 1.2%
Postage/Telephone/Other 754 1,219 800 1,055 800 0.0% 0.0%
Travel/Training 2,679 2,833 1,500 167 1,500 -64.1% 0.0%
Advertising 932 238 0 0 0 -100.0% N/A
Equipment Rental 0 0 2,530 120 2,000 100.0% -20.9%
Public Utility Services 0 0 2,000 639 2,000 100.0% 0.0%
Miscellaneous 1,929 166 0 0 0 N/A N/A
Operating Transfer-Out 8,704 0 0 0 0 N/A N/A
,3
Capital Outlay 2,006 1,085 0 0 0 N/A N/A
SUB-TOTAL OPERATING BUDGET 281,930 265,352 281,989 263,201 291,495 5.1% 3.4%
Capital Improvement Project Plan 45,313 58,003 329,268 136,066 0 357.3% -100.0%
TOTAL EXPENDITURES 327,243 323,355 611,257 399,267 291,495 79.6% -52.3%
Fund Balance,January 1 (32,754) (51,728) (43,351) (43,351) (45,586) -16.2% 5.2%
Total New Revenue 308,269 331,732 393,174 397,032 291,495 15.5% -25.9%
Total Expenditures (327,243) (323,355) (611,257) (399,267) (291,495) 79.6% -52.3%
Designated Fund Balance (51,728) (43,351) (261,434) (45,586) (45,586) 405.4% -82.6%
Fund Balance, December 31 0 0 0 0 0 N/A N/A
Milli
Willi
2000 BUDGET CITY OF RENTON
7-6
so
Fund 105
Impact Mitigation Fund
Io
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
trr
REVENUE:
Community Developmt Mitigation Fee 0 0 0 0 0 N/A N/A
Transportation Mitigation Fees 0 0 0 0 0 N/A N/A
Fire Mitigation Fees 0 0 0 0 0 N/A N/A
Investment Interest 0 0 0 0 0 -100.0% N/A
Boeing Project Contribution 0 0 0 0 0 N/A N/A
TOTAL NEW REVENUE 0 0 0 0 0 -100.0% N/A
Use of Prior Yr Revenue 0 0 6,316,598 6,316,598 0 -2259.5% -100.0%
Revenue for Designated Fund Balance 0 0 0 0 0 N/A N/A
TOTAL RESOURCES 0 0 6,316,598 6,316,598 0 100.0% -100.0%
EXPENDITURES:
Transport Mitigation Projects 0 0 0 0 0 N/A N/A
Fire Mitigation Projects 0 0 0 0 0 N/A N/A
No Parks Mitigation Projects 0 0 0 0 0 N/A N/A
Residual Equity Trnf Out/303/304/305 0 0 6,316,598 6,316,598 0 100.0% -100.0%
TOTAL EXPENDITURES 0 0 6,316,598 6,316,598 0 100.0% -100.0%
ift Fund Balance, January 1 0 0 6,316,598 0 0 100.0% -100.0%
Total New Revenue 0 0 0 0 0 -100.0% N/A
Total Expenditures 0 0 (6,316,598) (6,316,598) 0 100.0% -100.0%
69 Designated Fund Balance 0 0 0 0 0 -100.0% N/A
Fund Balance, December 31 0 0 0 0 0 N/A N/A
6
The Fund 105 Impact Mitigation Fund will be closed with the 1999-2000 Budget and all fund balances transferred to newly
created funds. Three individual funds have been created beginning with the 1999-2000 Budget to provide for revenue,
expenditure budget activity and fund balance information in each fund. For specific information and impact mitigation
activity for 1997 and 1998,see each new fund: the Community Development Impact Mitigation Fund 303;the Fire Impact
Mitigation Fund 304;and the Transportation Impact Mitigation Fund 305.
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110
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iY1
2000 BUDGET CITY OF RENTON
tir
7-7
Fund 106
Library Fund
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Real&Personal Property Tax 0 0 0 1,296,800 N/A 100.0%
Utility Tax/Telephone 1,130,415 1,028,595 1,212,310 1,246,943 0 7.0% -100.0%
Mobile Home Excise Tax 8,140 13,329 14,100 13,890 0 2.4% -100.0% 1
Charges for Services 11,008 9,661 10,000 9,003 8,000 0.0% -20.0%
Library Fines 33,643 34,562 24,500 33,670 25,000 23.7% 2.0% a
Investment Interest 13,142 7,554 7,500 10,207 7,500 3.4% 0.0%
Contributions/Book Sale 2,475 2,016 500 2,782 1,000 0.0% 100.0%
Other Miscellaneous Revenue 2 (37) 0 (49) 0 N/A N/A
TOTAL NEW REVENUE 1,198,825 1,095,680 1,268,910 1,316,446 1,338,300 7.1% 5.5%
Use of Prior Yr Revenue 0 88,944 16,969 0 0 112.2% -100.0%
Revenues for Reserve (59,833) 0 0 (68,243) 0 N/A N/A
TOTAL RESOURCES 1,138,992 1,184,624 1,285,879 1,248,203 1,338,300 7.8% 4.1%
EXPENDITURES:
Regular Salaries 620,456 659,260 681,646 670,732 691,760 5.1% 1.5%
Part Time Salaries 120,243 114,636 146,530 119,028 149,440 4.9% 2.0%
Overtime 1,134 1,206 2,080 1,393 2,111 4.0% 1.5%
Personnel Benefits 184,704 192,738 204,695 191,284 193,230 5.6% -5.6%
Supplies 17,829 25,892 19,418 27,351 19,613 1.0% 1.0%
Supplies/Library Books 134,977 128,154 176,560 174,710 197,776 46.7% 12.0%
Professional Services 23,503 33,300 25,031 42,082 54,211 1.0% 116.6%
Postage/Telephone/Other 438 193 639 86 645 0.9% 0.9%
Travel/Training 5,624 9,787 9,500 7,198 9,560 59.9% 0.6% 66
Other Rentals 3,566 3,571 619 893 601 1.0% -2.9%
Repairs&Maintenance 9,211 576 16,336 3,759 16,500 1.0% 1.0%
Miscellaneous 2,174 1,639 2,825 2,561 2,853 1.0% 1.0%
Capital Outlay 15,133 13,672 0 7,126 0 -100.0% N/A
TOTAL EXPENDITURES 1,138,992 1,184,624 1,285,879 1,248,203 1,338,300 7.8% 4.1%
Fund Balance,January 1 268,704 328,537 239,593 239,593 307,836 -27.1% 28.5%
Total New Revenue 1,198,825 1,095,680 1,268,910 1,316,446 1,338,300 7.1% 5.5%
Total Expenditures (1,138,992) (1,184,624) (1,285,879) (1,248,203) (1,338,300) 7.8% 4.1%
Fund Balance Plus Reserves 328,537 239,593 222,624 307,836 307,836 -30.5% 38.3%
Year End Operating Reserves 91,119 94,770 102,870 99,856 107,064 7.8% 4.1%
Fund Balance, December 31 237,417 144,823 119,753 207,980 200,772 -46.8% 67.7% x
The Library Fund accounts for the operation of two City libraries and the City Historical Museum. It is a part of general
governmental funds since the majority of support for library services is derived from general tax revenues. In 2000, 97
percent of the resources will come from property taxes,with 3 percent from service charges for photocopies,library fines,
investment interest, and contributions from the annual book sale. See the Community Services operating budget section
of this document for more information on library fund program budget and staffing.
Old
000 BUDGET CITY OF •
7-8
Fund 110
Hotel/Motel Fund
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1999 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Hotel/Motel Tax 0 69,577 150,000 133,825 175,000 100.0% 16.7%
TOTAL NEW REVENUE 0 69,577 150,000 133,825 175,000 100.0% 16.7%
IN Use of Prior Yr Revenue 0 0 0 0 110,000 N/A 100.0%
Revenue for Designated Fund Balance 0 (69,577) (50,000) (80,775) 0 100.0% -100.0%
TOTAL RESOURCES 0 0 100,000 53,050 285,000 100.0% 185.0%
ri
EXPENDITURES:
Marketing 0 0 100,000 53,050 285,000 100.0% 185.0%
TOTAL EXPENDITURES 0 0 100,000 53,050 285,000 100.0% 185.0%
Fund Balance,January 1 0 0 69,577 69,577 150,352 100.0% 116.1%
Total New Revenue 0 69,577 150,000 133,825 175,000 100.0% 16.7%
Total Expenditures 0 0 (100,000) (53,050) (285,000) 100.0% 185.0%
Designated Fund Balance 0 69,577 119,577 150,352 40,352 100.0% -66.3%
Fund Balance, December 31 0 0 0 0 0 N/A N/A
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.
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2000 BUDGETOF •
7-9
Fund 118
Reserve for Paths and Trails Fund
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
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REVENUE:
Street Fuel Tax- 1/2 of 1% 318 0 350 0 350 -89.7% 0.0%
TOTAL NEW REVENUE 318 0 350 0 350 -89.7% 0.0% Will
Use of Prior Yr Revenue 0 0 0 0 0 N/A N/A
Revenue for Designated Fund Balanc (318) 0 (350) 0 (350) -89.7% 0.0%
TOTAL RESOURCES 0 0 0 0 0 N/A N/A
EXPENDITURES:
Miscellaneous Costs 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 0 0 0 0 0 N/A N/A
0 0
Fund Balance,January 1 2,489 2,807 2,807 2,807 2,807 0.0% 0.0% 1
Total New Revenue 318 0 350 0 350 -89.7% 0.0%
Total Expenditures 0 0 0 0 0 N/A N/A
Designated Fund Balance 2,807 2,807 3,157 2,807 3,157 -49.1% 0.0%
Fund Balance, December 31 0 0 0 0 0 N/A N/A
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. One-half of one percent of motor vehicle fuel tax revenue distributed to the City by the State, k
is allocated to this fund each year. Accumulated funds must be used within a ten-year period.
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2000 BUDGETOF •
7-10
Fund 125
1% for Art Fund
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1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Investment Interest 2,396 1,375 1,250 1,279 1,250 0.0% 0.0%
TOTAL NEW REVENUE 2,396 1,375 1,250 1,279 1,250 0.0% 0.0%
Use of Prior Yr Revenue 35,775 2,375 0 0 0 N/A N/A
Revenue for Designated Fund Balanc 0 0 0 (1,279) 0 N/A N/A
TOTAL RESOURCES 38,171 3,750 1,250 0 1,250 0.0% 0.0%
EXPENDITURES:
Misc Administrative Expenditures 0 0 1,250 0 1,250 0.0% 0.0%
Capital Projects 38,171 3,750 0 0 0 N/A N/A
TOTAL EXPENDITURES 38,171 3,750 1,250 0 1,250 0.0% 0.0%
Fund Balance,January 1 64,701 28,926 26,551 26,551 27,830 -8.2% 4.8%
Total New Revenue 2,396 1,375 1,250 1,279 1,250 0.0% 0.0%
Total Expenditures (38,171) (3,750) (1,250) 0 (1,250) 0.0% 0.0%
Designated Fund Balance 28,926 26,551 26,551 27,830 27,830 -8.2% 4.8%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
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 expansion, new construction, or a significant
renovation of an existing structure that allows an expanded or different use of the facility. Routine or periodic maintenance
expenditures have been excluded. 3) Land acquisition is not included. 4) Acquisition of equipment, vehicles, or machinery
is not included. 5) All funds specifically limited to the construction and improvement of the transportation system have been
excluded; such as Federal aid, forward thrust, and half-cent gasoline tax. In 1997, art was purchased for the Oakesdale
project and for Fire Station No. 14. In 2000 the Arts Commission will be responsible for selecting a piece of art for the new
Renton City Hall at Main and Grady.
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000 BUDGET CITY OF •
rr
7-11
S
Fund 127
Cable Communications Development Fund
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Utility Tax/TV Cable 0 24,500 30,000 30,000 30,000 22.4% 0.0%
Investment Interest 9,034 4,895 5,500 7,332 5,500 -4.3% 0.0%
Other Misc.Revenue 2,500 1,500 0 1,500 0 N/A N/A
TOTAL NEW REVENUE 11,534 30,895 35,500 38,832 35,500 17.4% 0.0%
Use of Prior Yr Revenue 14,370 0 0 0 0 N/A N/A l /
Revenue for Designated Fund Balanc 0 (6,335) 0 (17,482) (5,000) -100.0% 100.0%
TOTAL RESOURCES 25,904 24,560 35,500 21,350 30,500 41.4% -14.1%
EXPENDITURES:
Supplies 448 1,871 2,000 6,087 2,000 17.6% 0.0%
Professional Services 12,517 13,908 20,500 13,086 20,500 32.3% 0.0%
Repairs and Maintenance 0 425 8,000 2,177 8,000 100.0% 0.0%
Capital Outlay 12,939 8,356 5,000 0 0 -36.7% -100.0%
TOTAL EXPENDITURES 25,904 24,560 35,500 21,350 30,500 41.4% -14.1%
Fund Balance,January 1 177,337 162,967 169,302 169,302 186,784 3.9% 10.3%
Total New Revenue 11,534 30,895 35,500 38,832 35,500 17.4% 0.0% Owl
Total Expenditures (25,904) (24,560) (35,500) (21,350) (30,500) 41.4% -14.1%
Designated Fund Balance 162,967 169,302 169,302 186,784 191,784 0.7% 13.3%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
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 z
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 private and public capital projects and highlights of major City sponsored events.
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1
2000 OF •
7-12
Fund 201/207/212/215
Limited General Obligation Bond Funds
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Property Tax(General Levy) 758,800 1,130,000 1,150,000 1,150,000 1,263,400 1.8% 9.9%
Real Estate Excise Tax 874,568 650,245 625,000 1,066,070 637,500 38.9% 2.0%
Investment Interest/Allocation 19,219 224,591 7,065 20,880 12,465 5.5% 76.4%
From Water Fund 0 0 77,612 77,612 77,650 100.0% 0.0%
Bond Proceeds 1,443,899 0 0 0 0 N/A N/A
40 Transfer in from General Fund 0 0 321,889 321,889 0 100.0% -100.0%
TOTAL NEW REVENUE 3,096,486 2,004,836 2,181,566 2,636,451 1,991,015 37.5% -8.7%
Use of Prior Year Revenue 0 77,304 0 0 855,000 -100.0% 100.0%
wr Revenue for Reserve (29,899) 0 (172,503) (628,265) 0 100.0% -100.0%
TOTAL RESOURCES 3,066,587 2,082,140 2,009,063 2,008,186 2,846,015 10.6% 41.7%
EXPENDITURES:
Orr Debt Service: Principal 754,878 569,418 1,039,976 1,039,976 1,086,720 86.9% 4.5%
Operating Transfer Out 0 0 0 0 0 N/A N/A
Debt Service:Interest 669,623 912,722 969,087 968,210 904,295 6.5% -6.7%
1n Debt Issue Costs/97 Go Refundg 31,807 0 0 0 0 N/A N/A
Pmt to Refunding Trustee/1997 GO 1,410,279 0 0 0 0 N/A N/A
Trf-Out 207/215 To 316/Excess Reet 200,000 350,000 0 0 855,000 -100.0% 100.0%
to Trf-Out To 317/Sidewalk Program 0 250,000 0 0 0 N/A N/A
TOTAL EXPENDITURES 3,066,587 2,082,140 2,009,063 2,008,186 2,846,015 10.6% 41.7%
Fund Balance, January 1 570,379 600,278 522,974 522,974 1,151,239 -12.9% 120.1%
Total New Revenue 3,096,486 2,004,836 2,181,566 2,636,451 1,991,015 37.5% -8.7%
Total Expenditures (3,066,587) (2,082,140) (2,009,063) (2,008,186) (2,846,015) 10.6% 41.7%
Fund Balance Plus Reserves 600,278 522,974 695,477 1,151,239 296,239 87.6% -57.4%
Reserve for Debt Service 600,278 522,974 695,477 1,151,239 296,239 87.6% -57.4%
Fund Balance, December 31 0 0 0 0 0 N/A N/A
Council approved General Obligation Debt is also known as Limited Tax General Obligation Debt (LTGO) or Councilmanic
Debt. The City maintains four funds to account for existing bond revenue and expenditures. Fund 201 maintains the
revenue and expenditures for the 1997 debt issue associated with the Main and Grady building (new Renton City Hall)
40 purchase and renovation. The remaining funds (207,212,and 215) maintain the revenue and expenditures associated with
various issues including but not limited to:the 1989 refunding issue for the City Shop facility; 1993 refunding issue for the golf
course,library expansion,wetlands acquisition and various equipment rental needs; 1994 issue for various equipment rental
additions and replacements; 1996 mini-bond issue for two fire pumper replacements; and the 1997 refunding issue of$2.6
million that refunded five separate LTGO issues. For more detail on any of these debt issues, see the separately published
City of Renton Debt Manual.
The most recent debt is the 1998 Certificates of Participation for lighting improvements in the new Main and Grady building.
The outstanding balance for all limited term obligation debt as of January 1,2000 with be$21,446,762.
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e 2000 BUDGET CITY OF •
7-13
Fund 201
1997 Limited General Obligation Bond Fund (City Hall)
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Property Tax(General Levy) 435,000 740,000 735,000 735,000 735,000 -0.7% 0.0%
Investment Interest 0 0 765 0 765 39.1% 0.0%
TOTAL NEW REVENUE 435,000 740,000 735,765 735,000 735,765 -0.6% 0.0%
Use of Prior Year Revenue 0 0 0 169 0 N/A N/A
Revenue for Reserve (6,152) (4,628) 0 0 0 -100.0% N/A
TOTAL RESOURCES 428,848 735,372 735,765 735,169 735,765 0.0% 0.0%
EXPENDITURES:
Debt Service:Interest 428,848 735,372 735,765 735,169 735,765 0.0% 0.0% 4111
TOTAL EXPENDITURES 428,848 735,372 735,765 735,169 735,765 0.0% 0.0%
a
Fund Balance,January 1 0 6,152 10,780 10,780 10,611 75.2% -1.6%
Total New Revenue 435,000 740,000 735,765 735,000 735,765 -0.6% 0.0%
Total Expenditures (428,848) (735,372) (735,765) (735,169) (735,765) 0.0% 0.0%
Fund Balance Plus Reserves 6,152 10,780 10,780 10,611 10,611 -1.4% -1.6%
Reserve for Debt Service 6,152 10,780 10,780 10,611 10,611 -1.4% -1.6%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
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2000 BUDGET CITY OF RENTON
7-14
Im
Fund 207
Limited General Obligation Bond Fund (Senior Center)
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1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
60 REVENUE:
Property Tax(General Levy) 9,200 0 0 0 0 N/A N/A
Allocation of interest from fund 000/31 0 196,281 0 0 0 N/A N/A
w Investment Interest 608 0 300 4,318 200 108.3% -33.3%
Bond Proceeds 77,831 0 0 0 0 N/A N/A
TOTAL NEW REVENUE 87,639 196,281 300 4,318 200 108.3% -33.3%
ctrl Use of Prior Year Revenue 64,319 0 0 0 35,000 -100.0% 100.0%
Revenue for Reserve 0 (196,272) (100) (4,315) 0 100.0% -100.0%
TOTAL RESOURCES 151,958 9 200 3 35,200 33.3% 17500.0%
EXPENDITURES:
Debt Service: Principal 70,000 0 0 0 0 N/A N/A
Debt Service: Interest 5,939 9 200 3 200 33.3% 0.0%
as Pmt to Refunding Trustee/1997 GO 76,019 0 0 0 0 N/A N/A
Trf-Out 207 to 316 0 0 0 0 35,000 N/A 100.0%
TOTAL EXPENDITURES 151,958 9 200 3 35,200 33.3% 17500.0%
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Fund Balance,January 1 66,796 2,477 198,749 198,749 203,064 7923.8% 2.2%
Total New Revenue 87,639 196,281 300 4,318 200 108.3% -33.3%
Total Expenditures (151,958) (9) (200) (3) (35,200) 33.3% 17500.0%
Fund Balance Plus Reserves 2,477 198,749 198,849 203,064 168,064 7947.3% 75%
Reserve for Debt Service 2,477 198,749 198,849 203,064 168,064 7947.3% -15.5%
so Fund Balance,December 31 0 0 0 0 0 N/A N/A
In May 1997, limited tax general obligation refunding bonds were issued in the amount of $2.8 million. The refunding amount
N apportional to the 1978 limited tax general obligation bonds for the Renton Senior Activity Center was 2.9 percent. The first annual
principal and interest payment is due in December 2003. The equity allocation in 1998 was made in anticipation of the first payment.
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000 BUDGET CITY OF •
irr
7-15
Fund 212
1989 Limited General Obligation Refunding Bonds Fund (City Shops) '
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000 ,
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REVENUE:
Property Tax(General Levy) 294,200 290,000 290,000 290,000 297,000 0.0% 2.4%
Investment Interest 901 1,000 1,000 0 1,500 0.0% 50.0%
TOTAL NEW REVENUE 295,101 291,000 291,000 290,000 298,500 0.0% 2.6% like
Use of Prior Year Revenue 10 0 9,475 10,392 0 100.0% -100.0%
Revenue for Reserve 0 (87) 0 0 0 -100.0% N/A
TOTAL RESOURCES 295,111 290,913 300,475 300,392 298,500 3.3% -0.7% IlrTil
EXPENDITURES:
Debt Service:Principal 200,000 210,000 235,000 235,000 250,000 11.9% 6.4%
Debt Service:Interest 95,111 80,913 65,475 65,392 48,500 -19.2% -25.9%
TOTAL EXPENDITURES 295,111 290,913 300,475 300,392 298,500 3.3% -0.7%
Fund Balance,January 1 62,997 62,987 63,074 63,074 52,682 0.1% -16.5%
Total New Revenue 295,101 291,000 291,000 290,000 298,500 0.0% 2.6%
Total Expenditures (295,111) (290,913) (300,475) (300,392) (298,500) 3.3% -0.7%
Fund Balance Plus Reserves 62,987 63,074 53,599 52,682 52,682 -14.9% -1.7%
Reserve for Debt Service 62,987 63,074 53,599 52,682 52,682 -14.9% -1.7%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
{
2000 BUDGET CITY OF RENTON
4
•� �•
A
7-16
Fund 215
General Governmental Miscellaneous Debt Service
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Property Tax (General Levy) 20,400 100,000 125,000 125,000 231,400 25.0% 85.1%
Real Estate Excise Tax 874,568 650,245 625,000 1,066,070 637,500 38.9% 2.0%
Investment Interest 17,710 27,310 5,000 16,562 10,000 0.0% 100.0%
From Water Fund 0 0 77,612 77,612 77,650 100.0% 0.0%
Bond Proceeds 1,366,068 0 0 0 0 N/A N/A
Transfer in from General Fund 0 0 321,889 321,889 0 100.0% -100.0%
TOTAL NEW REVENUE 2,278,746 777,555 1,154,501 1,607,133 956,550 108.0% -17.1%
Use of Prior Year Revenue (88,076) 278,291 0 0 820,000 -100.0% 100.0%
68 Revenue for Reserve 0 0 (181,878) (634,511) 0 100.0% -100.0%
TOTAL RESOURCES 2,190,670 1,055,846 972,623 972,622 1,776,550 23.2% 82.7%
EXPENDITURES:
to Debt Service:Principal 484,878 359,418 804,976 804,976 836,720 132.4% 3.9%
Debt Service:Interest 139,725 96,428 167,647 167,646 119,830 80.4% -28.5%
Debt Issue Costs/97 Go Refundg 31,807 0 0 0 0 N/A N/A
to Pmt to Refunding Trustee/]997 GO 1,334,260 0 0 0 0 N/A N/A
Trf-Out 215 To 316/Excess Reet 200,000 350,000 0 0 820,000 -100.0% 100.0%
Trf-Out to 317/Sidewalk Program 0 250,000 0 0 0 N/A N/A
no TOTAL EXPENDITURES 2,190,670 1,055,846 972,623 972,622 1,776,550 23.2% 82.7%
Fund Balance,January 1 440,586 528,662 250,371 250,371 884,882 -52.6% 253.4%
Total New Revenue 2,278,746 777,555 1,154,501 1,607,133 956,550 108.0% -17.1%
Total Expenditures (2,190,670) (1,055,846) (972,623) (972,622) (1,776,550) 23.2% 82.7%
Fund Balance Plus Reserve 528,662 250,371 432,249 884,882 64,882 46.8% -85.0%
Reserve for Debt Service 528,662 250,371 432,249 884,882 64,882 46.8% -85.0%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
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000 BUDGET CITY OF •
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7-17
Fund 213/219
Unlimited General Obligation Bond Funds
1997 1998 1998 1999 1999 2000 %Chg %Chg
Item Actual Budget Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Property Tax(General Levy) 1,267,972 1,159,000 1,390,793 1,270,000 1,339,623 1,275,000 9.6% 0.4%
Investment Interest 9,719 20,000 6,089 12,500 23,222 12,500 -37.5% 0.0%
TOTAL NEW REVENUE 1,277,691 1,179,000 1,396,882 1,282,500 1,362,845 1,287,500 8.8% 0.4%
Use of Prior Yr Revenue 0 90,747 0 0 0 0 -100.0% N/A
Revenue for Designated Fund Balance (20,827) 0 (127,794) 0 (98,618) 0 N/A N/A
TOTALREVENUE 1,256,864 1,269,747 1,269,088 1,282,500 1,264,227 1,287,500 1.0% 0.4%
EXPENDITURES:
Debt Service:Principal 865,000 930,000 930,000 980,000 980,000 1,045,000 5.4% 6.6%
Debt Service:Interest 391,864 339,747 339,088 302,500 284,227 242,500 -11.0% -19.8%
TOTAL EXPENDITURES 1,256,864 1,269,747 1,269,088 1,282,500 1,264,227 1,287,500 1.0% 0.4%
Fund Balance,January 1 856,335 877,162 877,162 1,004,956 1,004,956 1,103,574 14.6% 9.8%
Total New Revenue 1,277,691 1,179,000 1,396,882 1,282,500 1,362,845 1,287,500 8.8% 0.4%
Total Expenditures (1,256,864) (1,269,747) (1,269,088) (1,282,500) (1,264,227) (1,287,500) 1.0% 0.4%
Designated Fund Balance 877,162 786,415 1,004,956 1,004,956 1,103,574 1,103,574 27.8% 9.8%
Fund Balance,December 31 0 0 0 0 0 0 N/A N/A
arl�i
Voter-Approved (Unlimited) General Obligation Debt includes the 1993$4.7 million taxable refunding issue for the purchase
of Gene Coulon Memorial Beach Park development, the 1989 $5.5 million issue to provide housing for low-income elderly
residents, and the 1993$4.3 million refunding issue for the same housing bonds. The balance outstanding as of December
31, 1998 was $5.9 million. The debt is funded by a voter-approved excess property tax levy. The original funded Housing
Bonds will be retired in 1999. The City then will be paying debt on the refunded bonds.
Ali
2000 BUDGET CITY OF RENTON
RWI
7-18
Fund 213
1983 Unlimited General Obligation Refunding Bond Fund (Coulon Park)
1997 1998 1998 1999 1999 2000 %Chg %Chg
Item Actual Budget Actual Budget Actual Budget 98-99 99-2000
it REVENUE:
Property Tax(General Levy) 807,485 649,000 786,107 760,000 803,774 765,000 17.1% 0.7%
Investment Interest 6,990 12,000 2,630 7,500 14,496 7,500 -37.5% 0.0%
IN TOTAL NEW REVENUE 814,475 661,000 788,737 767,500 818,270 772,500 16.1% 0.7%
Use of Prior Yr Revenue 0 109,814 0 0 0 0 -100.0% N/A
Revenue for Designated Fund Balance (60,474) 0 (18.313) 0 0 0 N/A N/A
TOTAL REVENUE 754,001 770,814 770,424 767,500 818,270 772,500 -0.4% 0.7%
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EXPENDITURES:
Debt Service:Principal 605,000 655,000 655,000 680,000 680,000 730,000 3.8% 7.4%
Debt Service:Interest 149,001 115,814 115,424 87,500 78,367 42,500 -24.4% -S1.4%
1100 TOTAL EXPENDITURES 754,001 770,814 770,424 767,500 758,367 772,500 -0.4% 0.7%
Fund Balance,January 1 464,151 524,625 524,625 542,938 542,938 602,841 3.5% 11.0%
Total New Revenue 814,475 661,000 788,737 767,500 818,270 772,500 16.1% 0.7%
Total Expenditures (754,001) (770,814) (770,424) (767,500) (758,367) (772,500) -0.4% 0.7%
Designated Fund Balance 524,625 414,811 542,938 542,938 602,841 602,841 30.9% 11.0%
Fund Balance,December 31 0 0 0 0 0 0 N/A N/A
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2000 BUDGET CITY OF •
7-19
Fund 219
1989 Unlimited General Obligation Bond Fund (Senior Housing)
1997 1998 1998 1999 1999 2000 %Chg %Chg
Item Actual Budget Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Property Tax(General Levy) 460,487 510,000 604,686 510,000 535,849 510,000 0.0% 0.0%
Investment Interest 2,729 8,000 3,459 5,000 8,726 5,000 -37.5% 0.0%
TOTAL NEW REVENUE 463,216 518,000 608,145 515,000 544,575 515,000 -0.6% 0.0%
Use of Prior Yr Revenue 39,647 0 0 0 0 0 N/A N/A
Revenue for Designated Fund Balance 0 (19,067) (109,481) 0 0 0 -100.0% N/A
TOTAL REVENUE 502,863 498,933 498,664 515,000 544,575 515,000 3.2% 0.0%
EXPENDITURES:
Debt Service:Principal 260,000 275,000 275,000 300,000 300,000 315,000 9.1% 5.0%
Debt Service:Interest 242,863 223,933 223,664 215,000 205,860 200,000 -4.0% -7.0%
TOTAL EXPENDITURES 502,863 498,933 498,664 515,000 505,860 515,000 3.2% 0.0%
Fund Balance,January 1 392,184 352,537 352,537 462,018 462,018 500,733 31.1% 8.4%
Total New Revenue 463,216 518,000 608,145 515,000 544,575 515,000 -0.6% 0.0%
Total Expenditures (502,863) (498,933) (498,664) (515,000) (505,860) (515,000) 3.2% 0.0%
Designated Fund Balance 352,537 371,604 462,018 462,018 500,733 500,733 24.3% 8.4%
Fund Balance,December 31 0 0 0 0 0 0 N/A N/A
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•��' 2000 BUDGET CITY OF RENTON
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7-20
air.
Fund 220
L.I.D. Debt Service
as
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
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REVENUE:
LID Assessments &Interest 829,684 741,579 494,153 843,317 431,678 -32.4% -12.6%
ift Investment Interest 37,603 14,854 6,500 15,150 7,000 -16.8% 7.7%
Residual Equity Transfer-In 1,069 0 0 0 0 N/A N/A
TOTAL NEW REVENUE 868,356 756,433 500,653 858,467 438,678 -32.2% -12.4%
to Use of Prior Yr Revenue 5,695 0 251,200 0 0 100.0% -100.0%
Revenue for Designated Fund Balanc 0 (81,919) 0 (113,164) 0 -100.0% N/A
TOTAL RESOURCES 874,051 674,514 751,853 745,303 438,678 7.9% -41.7%
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EXPENDITURES:
Operating Transfer-Out 81,657 50,950 46,200 0 0 42.4% -100.0%
Debt Service:Principal 621,000 500,000 620,000 655,000 380,000 16.8% -38.7%
Debt Service:Interest 171,394 123,564 85,653 90,303 58,678 -35.6% -31.5%
TOTAL EXPENDITURES 874,051 674,514 751,853 745,303 438,678 7.9% -41.7%
Fund Balance,January 1 210,038 204,343 286,262 286,262 399,426 40.09% 39.5%
Total New Revenue 868,356 756,433 500,653 858,467 438,678 -32.20% -12.4%
Total Expenditures (874,051) (674,514) (751,853) (745,303) (438,678) 7.95% -41.7%
Designated Fund Balance 204,343 286,262 35,062 399,426 399,426 -85.77% 1039.2%
Fund Balance, December 31 0 0 0 0 0 N/A N/A
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.
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Fund 221
L.I.D. Guaranty Fund
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Investment Interest 87,309 33,961 16,800 17,342 9,500 -49.4% -43.5%
TOTAL NEW REVENUE 87,309 33,961 16,800 17,342 9,500 -49.4% -43.5%
Use of Prior Yr Revenue 836,760 571,039 183,200 182,658 90,500 -64.2% -50.6%
Revenue for Designated Fund Balanc 0 0 0 0 0 N/A N/A
TOTAL RESOURCES 924,069 605,000 200,000 200,000 100,000 -63.3% -50.0%
1
EXPENDITURES:
Transfers-Out 924,069 605,000 200,000 200,000 100,000 -63.3% -50.0%
TOTAL EXPENDITURES 924,069 605,000 200,000 200,000 100,000 -63.3% -50.0%
Fund Balance,January 1 1,827,492 990,732 419,693 419,693 237,035 -57.6% -43.5%
Total New Revenue 87,309 33,961 16,800 17,342 9,500 -49.4% -43.5% 1
Total Expenditures (924,069) (605,000) (200,000) (200,000) (100,000) -63.3% -50.0%
Designated Fund Balance 990,732 419,693 236,493 237,035 146,535 -50.6% -38.0%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
The Local Improvement District (LID) Guaranty Fund was established in accordance with State law for the purpose of
guaranteeing the payment of outstanding LID bonds and coupons. Payments are made from this fund if sufficient monies
are not collected from LID assessments during the prescribed time period. State law requires that this fund be maintained
as long as there are any outstanding LID bonds. Sources of revenue to this fund can include general property taxes,
investment interest,and any surplus remaining in an LID after all obligations have been met. State law allows transfers from
this fund to the General Fund, limited to an amount not less than 10 percent of the net outstanding obligations guaranteed
by the fund.
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Fund 301
City Hall Capital Improvement Project Fund
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Investment Interest 167,684 309,491 325,000 94,786 0 100.0% -100.0%
Sales of Plans for Main&Grady 0 7,743 0 0 0 N/A N/A
to 1997 Ltd GO Bond Proceeds 14,697,744 0 0 0 0 N/A N/A
Trf-In Fm 316/Main&Grady Imprvmnt 2,430,000 0 0 0 0 N/A N/A
TOTAL NEW REVENUE 17,295,428 317,234 325,000 94,786 0 100.0% -100.0%
err► Use of Prior Yr Revenue 0 4,370,199 2,596,470 2,826,272 0 100.0% -100.0%
Revenue for Designated Fund Balanc (7,196,470) 0 0 0 0 N/A N/A
TOTAL RESOURCES 10,098,958 4,687,433 2,921,470 2,921,058 0 100.0% -100.0%
EXPENDITURES:
Debt Issue Costs/97 Ltd GO 252,494 0 0 0 0 N/A N/A
Professional Services 0 60,186 0 59,990 0 N/A N/A
Acquisition 9,846,464 0 0 0 0 N/A N/A
Improvements 0 4,627,247 2,921,470 2,861,068 0 100.0% -100.0%
TOTAL EXPENDITURES 10,098,958 4,687,433 2,921,470 2,921,058 0 100.0% -100.0%
Fund Balance,January 1 0 7,196,470 2,826,272 2,826,272 0 -60.7% -100.0%
Total New Revenue 17,295,428 317,234 325,000 94,786 0 100.0% -100.0%
1111 Total Expenditures (10,098,958) (4,687,433) (2,921,470) (2,921,058) 0 100.0% -100.0%
Designated Fund Balance 7,196,470 2,826,272 229,802 0 0 -96.8% -100.0%
Fund Balance, December 31 0 0 0 0 0 N/A N/A
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Fund 301 was established in 1997 to account for resource and expenditures related to the purchase and remodeling of the
office building at the corner of Main Ave South and South Grady Way for the new Renton City Hall. Limited General
Obligation Bonds were issued in 1997 for$14.7 million and the building was purchased in May 1997. Remodeling started in
1998 and six of the seven floors were occupied by late summer. Resources not expended in 1998 were carried forward to
1999 to complete the remaining remodeling work and complete all contract transactions encumbered in 1998.
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2000 BUDGET CITY OF RENTON
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7-23
Fund 303
Community Development Impact Mitigation Fund
+
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Community Development Mitigation Fees 248,941 170,626 100,000 223,648 100,000 100.0% 0.0%
Investment Interest 18,500 34,390 20,500 31,422 21,000 -16.9% 2.4%
Contributions 0 0 0 0 0 N/A N/A
Residual Equity Transfer in Frm 105 0 0 0 569,732 0 N/A N/A
TOTAL NEW REVENUE 267,441 205,016 120,500 824,802 121,000 388.6% 0.4%
Use of Prior Yr.Revenue 0 0 423,956 (428,895) 0 -1819.1% -100.0%
Revenue for Designated Fund Balance (267,441) (11,549) 0 0 0 N/A N/A
TOTAL RESOURCES 0 193,467 544,456 395,907 121,000 -2307.7% -77.8%
EXPENDITURES:
Community Development Mitigation Proj 0 193,467 544,456 195,907 121,000 100.0% -77.8%
Transfer out to 316/Piazza 0 0 0 200,000 0
Ila
TOTAL EXPENDITURES 0 193,467 544,456 395,907 121,000 100.0% -77.8%
Fund Balance,January 1 286,015 553,456 565,005 565,005 993,900 2.1% 75.9%
Total New Revenue 267,441 205,016 120,500 824,802 121,000 388.6% 0.4%
Total Expenditures 0 (193,467) (544,456) (395,907) (121,000) 100.0% -77.8%
Designated Fund Balance 553,456 565,005 141,049 993,900 993,900 -75.6% 604.6%
Fund Balance, December 31 0 0 0 0 0 N/A N/A
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 2000-2005 CIP.
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2000 BUDGET CITY OF
7-24
IN
Fund 304
Fire Impact Mitigation Fund
of
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
116
REVENUE:
Fire Mitigation Fees 495,962 758,531 450,000 595,118 450,000 100.0% 0.0%
IN Investment Interest 187,500 163,665 60,000 124,997 45,000 -50.8% -25.0%
Residual Equity Transfer in Frm 105 0 0 0 2,916,766 0 N/A N/A
TOTAL NEW REVENUE 683,462 922,196 510,000 3,636,881 495,000 318.2% -2.9%
br Use of Prior Yr Revenue 1,677,459 0 730,000 (2,947,659) 355,000 -698.7% -51.4%
Revenue for Designated Fund Balanc 0 (191,233) 0 0 0 N/A N/A
TOTAL RESOURCES 2,360,921 730,963 1,240,000 689,222 850,000 100.0% -31.5%
to
EXPENDITURES:
Fire Mitigation Projects 2,360,921 730,963 1,240,000 689,222 850,000 100.0% -31.5%
im TOTAL EXPENDITURES 2,360,921 730,963 1,240,000 689,222 850,000 100.0% -31.5%
Fund Balance,January 1 4,413,977 2,736,518 2,927,751 2,927,751 5,875,410 7.0% 100.7%
ift Total New Revenue 683,462 922,196 510,000 3,636,881 495,000 318.2% -2.9%
Total Expenditures (2,360,921) (730,963) (1,240,000) (689,222) (850,000) 100.0% -31.5%
Designated Fund Balance 2,736,518 2,927,751 2,197,751 5,875,410 5,520,410 -23.1% 151.2%
to Fund Balance,December 31 0 0 0 0 0 N/A N/A
it Beginning in 1999, Fund 304 was created for the purpose of identifying Fire 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 2000-2005 CIP.
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2000 BUDGET CITY OF RENTON
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7-25
Fund 305
Transportation Impact Mitigation Fund
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1997 1998 1999 1999 2000 %Chg 76 Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Transportation Mitigation Fees 1,646,229 973,729 500,000 855,407 500,000 100.0% 0.0%
Investment Interest 226,162 163,305 85,000 160,787 85,000 -41.7% 0.0%
Transfer in from 317 0 0 767,341 767,341 0 100.0% -100.0%
Residual Equity Transfer in Frm 105 0 0 0 2,830,099 0 N/A N/A
Contributions 0 1,974,897 0 0 0 N/A N/A
TOTAL NEW REVENUE 1,872,391 3,111,931 1,352,341 4,613,634 585,000 826.9% -56.7%
Use of Prior Yr Revenue 0 450,462 0 0 421,360 N/A 100.0%
Revenue for Designated Fund Balanc (931,134) 0 (409,373) (4,430,259) 0 100.0% -100.0%
TOTAL RESOURCES 941,257 3,562,393 942,968 183,375 1,006,360 546.3% 6.7%
EXPENDITURES:
Transport Mitigation Projects 941,257 3,562,393 899,700 140,107 0 100.0% -100.0%
Transfer out to 317 0 0 43,268 43,268 1,006,360 100.0% 2225.9%
TOTAL EXPENDITURES 941,257 3,562,393 942,968 183,375 1,006,360 100.0% 6.7%
Fund Balance,January 1 2,343,170 3,274,304 2,823,842 2,823,842 7,254,101 20.5% 156.9%
Total New Revenue 1,872,391 3,111,931 1,352,341 4,613,634 585,000 826.9% -56.7%
Total Expenditures (941,257) (3,562,393) (942,968) (183,375) (1,006,360) 100.0% 6.7%
Designated Fund Balance 3,274,304 2,823,842 3,233,215 7,254,101 6,832,741 29.9% 111.3% I
Fund Balance,December 31 0 0 0 0 0 N/A N/A
Fund 305 was created in 1999 for the purpose of identifying Transportation 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 2000-2005 Capital Improvement Program (CIP) and the 2000-2005
Transportation Capital Improvement Program (TCIP).
000 BUDGET CITY OF •
7-26
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Fund 306
Leased City Properties
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Property Tax 0 0 0 70,000 52,500 N/A 100.0%
Interfund Loan Proceeds 0 0 235,000 300,000 0 100.0% -100.0%
Transfer in from 316 0 0 300,000 300,000 0 100.0% -100.0%
Leases/200 Mill Ave 0 0 0 35,888 0 N/A N/A
TOTAL NEW REVENUE 0 0 535,000 705,888 52,500 100.0% -90.2%
Use of Prior Yr.Revenue 0 0 0 0 0 N/A N/A
Revenue for Designated Fund Balanc 0 0 0 (180,731) 0 N/A N/A
TOTAL RESOURCES 0 0 535,000 525,157 52,500 100.0% -90.2%
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EXPENDITURES:
200 Mill Ave Upgrades/Improvements 0 0 535,000 445,394 52,500 100.0% -90.2%
Main and Grady Property Mgmt Servic 0 0 0 76,690 0 N/A N/A
Police Annex Property Mgmt Services 0 0 0 3,073 0 N/A N/A
TOTAL EXPENDITURES 0 0 535,000 525,157 52,500 100.0% -90.2%
Fund Balance,January 1 0 0 0 0 180,731 N/A 100.0%
Total New Revenue 0 0 535,000 705,888 52,500 100.0% -90.2%
Total Expenditures 0 0 (535,000) (525,157) (52,500) 100.0% -90.2%
Designated Fund Balance 0 0 0 180,731 180,731 100.0% 100.0%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
Beginning in 1999,Fund 306 is created for the purpose of identifying Leased City Properties revenue and expenditures.
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000 BUDGET CITY OF
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7-27
Fund 316
Municipal Facilities Capital Improvement Fund m
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Property Tax 100,000 0 0 200,000 0 N/A N/A
Sales Tax 1,103,320 0 200,000 0 300,000 100.0% 50.0%
Real Estate Excise Tax 0 1,618,245 0 1,175,468 0 N/A N/A
Additional 1/4%REET 874,568 0 625,000 0 637,500 38.9% 2.0%
Investment Interest 173,121 199,973 250,000 350,318 200,000 66.7% -20.0%
K City Arts Comm/CARCO HVAC 49,999 0 0 0 0 N/A N/A
Sale of General Fixed Assets 0 338,677 0 0 0 -100.0% N/A
Sale of Plans&Specs/Parks 0 775 0 0 0 N/A N/A
CDBG 0 0 40,000 0 72,000 -75.7% 80.0%
Valley Com 0 0 130,000 120,956 0 100.0% -100.0%
Insurance Proceeds/Highlands CC 0 0 0 528,283 0 N/A N/A
Port Quendall Donations 0 0 0 39,000 0 N/A N/A r
Misc.Revenue 12,149 0 0 0 1,084,000 N/A 100.0%
Trf-In fm 101/Fund Balance 0 195,778 0 0 0 N/A N/A
Trf-In/000/Main&Grady Equip 0 470,000 0 0 0 N/A N/A
Trf-In/000 Gen Fund 2,812,000 3,007,108 2,047,100 2,047,100 1,478,291 111.0% -27.8%
Trf-In/LID Guar Fund 0 0 200,000 200,000 0 100.0% -100.0%
Trf-In/104/ADA Improvements 8,704 0 0 0 0 N/A N/A
Trf-In fm 215/Excess REET 200,000 350,000 0 0 855,000 -100.0% 100.0% l
Trf-In/303 Parks Mitigation/Piazza 0 0 200,000 200,000 0 100.0% -100.0%
Trf-In fm 103/Fund Balance 400,000 41,866 0 0 0 N/A N/A
Trf-In/LID Guar-LID Closed 435,000 60,000 0 0 100,000 N/A 100.0%
TOTAL NEW REVENUE 6,168,861 6,282,422 3,692,100 4,861,125 4,726,791 34.4% 28.0%
Use of Prior Yr Revenue 0 0 7,317,007 1,630,972 5,307,409 314.9% -27.5%
Revenue for Reserve (1,700,118) (2,760,172) 0 0 0 N/A N/A
TOTAL RESOURCES 4,468,743 3,522,250 11,009,107 6,492,097 10,034,200 144.0% -8.9%
EXPENDITURES:
Technology Plan/ComputerAcq 241,457 682,418 1,576,157 1,055,349 1,125,000 69.5% -28.6%
Copier Acquisitions 58,207 75,149 75,000 67,300 75,000 53.1% 0.0%
Phone System 0 0 500,000 548,059 150,000 100.0% -70.0%
Police/Fire Projects 0 356,617 204,875 160,082 45,000 -37.0% -78.0%
Library Projects 74,133 100 85,000 1,467 160,000 269.6% 88.2%
Econ Dev/Neighbrhds/Strat Ping Proj 0 3,294 459,350 269,385 983,000 100.0% 114.0%
Main&Grady Access 0 559,676 1,965,000 875,716 1,165,000 19.1% -40.7%
Downtown Redevelopment (Public Sq) 1,049,504 296,089 1,494,200 1,179,066 2,734,200 374.3% 83.0%
Municipal Facilities(including Parks Proj 540,442 811,315 3,839,525 1,377,888 3,547,000 214.8% -7.6%
Main&Grady Equipment 0 731,857 510,000 357,785 0 100.0% -100.0%
Performing Arts Center 0 0 0 0 50,000 N/A 100.0%
Interfund Loan Payment to 306 0 0 0 300,000 0 N/A N/A
Trf-Out/101/Contract Landscape Maint 75,000 0 0 0 0 N/A N/A
Trf-Out/301/Main &Grady Improv 2,430,000 0 0 0 0 N/A N/A
Trf-Out/306/Old City Hall Upgrades 0 0 300,000 300,000 0 100.0% -100.0%
Trf-Out/317/Logan Ave Pipeline 0 5,735 0 0 0 N/A N/A
TOTAL EXPENDITURES 4,468,743 3,522,250 11,009,107 6,492,097 10,034,200 144.0% -8.9%
Fund Balance,January 1 2,478,091 4,178,209 6,938,381 6,938,381 5,307,409 281.4% -23.5% 1
Total New Revenue 6,168,861 6,282,422 3,692,100 4,861,125 4,726,791 34.4% 28.0%
Total Expenditures (4,468,743) (3,522,250) (11,009,107) (6,492,097) (10,034,200) 144.0% -8.9%
Fund Balance Plus Reserves 4,178,209 6,938,381 (378,626) 5,307,409 0 -778.8% -100.0%
Reserve for Downtown Redevelopment 0 (800,000) (800,000) (800,000) 0 100.0% -100.0%
Fund Balance, December 31 4,178,209 6,138,381 (1,178,626) 4,507,409 0 -2213.1% -100.0%
The purpose of this fund is to accumulate resources to fund facility improvements and renovations,various property
acquisitions for parks and City space needs, parks development and equipment, and major capital requirements
such as computer technology and copier needs benefiting all general governmental City operations.
. \" 000 BUDGET CITY OF •
7-28
to
Fund 317
Transportation Capital Improvement Fund
im
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
40
REVENUE:
Per Capita Business License Fees 1,789,501 2,059,440 1,608,000 2,047,940 1,872,000 3.5% 16.4%
to Transportation Grants 2,363,202 7,862,229 5,932,019 1,397,029 2,407,486 188.0% -59.4%
Local Vehicle License Fee/Transp 387,002 396,664 350,000 426,142 350,000 0.0% 0.0%
Charges for Svcs/Plan Sales, Misc 1,920 77,984 0 438 0 -100.0% N/A
ift Settlement/May Creek Bridge 22,734 0 0 0 0 N/A N/A
Intergov Service/KC/Oakdsl, etc. 0 45,257 0 0 0 N/A N/A
Miscellaneous 0 6,541 0 0 40,000 N/A 100.0%
ift Logan/Pipeline/Sale of Property 0 0 354,403 0 0 100.0% -100.0%
Trf-In Fm 316/1-ogan Ave Pipeline 0 5,735 0 0 0 N/A N/A
Trf-In Fm 000 0 1,675,000 0 243 0 N/A N/A
it Trf-In Fm 103 0 0 365,000 365,000 100,000 100.0% -72.6%
Trf-In Fm 305 0 93,516 43,268 43,268 1,006,360 100.0% 2225.9%
Trf-In Fm Arterial Str Fd/Overlay Prgm 320,000 320,000 343,180 343,180 353,500 7.2% 3.0%
+w TOTAL NEW REVENUE 4,884,359 12,542,366 8,995,870 4,623,240 6,129,346 109.9% -31.9%
Use of Prior Yr Revenue 114,440 0 7,034,363 1,716,258 8,468,154 75538.3% 20.4%
Revenues for Reserve 0 (6,393,804) 0 0 0 N/A N/A
ft TOTAL RESOURCES 4,998,799 6,148,562 16,030,233 6,339,498 14,597,500 273.3% -8.9%
EXPENDITURES:
Arbitrage Expense 0 0 12,108 0 0 100.0% -100.0%
TBZ Planning Studies 1,132 0 10,000 0 10,000 0.0% 0.0%
Transportation Projects 4,997,667 6,148,562 16,008,125 6,339,498 14,587,500 273.6% -8.9%
TOTAL EXPENDITURES 4,998,799 6,148,562 16,030,233 6,339,498 14,597,500 273.3% -8.9%
Fund Balance, January 1 1,105,053 990,613 7,384,417 7,384,417 5,668,159 645.4% -23.2%
Total New Revenue 4,884,359 12,542,366 8,995,870 4,623,240 6,129,346 109.9% -31.9%
Total Expenditures (4,998,799) (6,148,562) (16,030,233) (6,339,498) (14,597,500) 273.3% -8.9%
Fund Balance Plus Reserves 990,613 7,384,417 350,054 5,668,159 (2,799,995) -64.3% -899.9%
Fund Balance, December 31 990,613 7,384,417 350,054 5,668,159 (2,799,995) -64.3% -899.9%
Investment earnings generated on the fund balance throughout the year are credited to the General Fund. Mitigation
revenue is transferred to this fund as project funding is needed.
000 . OF •
-
Nrr
7-29
Fund 320
Local Improvement District (L.I.D.) Construction Fund
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Investment Interest 5,538 5,498 0 2,020 0 N/A N/A
LID Bond Proceeds 0 0 0 38,990 0 N/A N/A
TOTAL NEW REVENUE 5,538 5,498 0 41,010 0 N/A N/A
Use of Prior Yr Revenue 0 13,928 157,455 116,445 0 100.0970 -100.0%
Revenue for Reserve (6,350) 0 0 0 0 N/A N/A
TOTAL RESOURCES (812) 19,426 157,455 157,455 0 100.0% -100.0% t
EXPENDITURES:
Capital Outlay (812) 19,426 0 0 0 N/A N/A Mill
Redemption Interim Financing 0 0 0 0 0 N/A N/A
Interfund Loan Disbursements 0 0 157,455 148,000 0 100.0% -100.0%
Redemption of Fund Debt Principal 0 0 0 0 0 N/A N/A
Residitual Equity Transfer Out 0 0 0 1,538 0 N/A N/A
Road and Street Construction 0 0 0 7,917 0 N/A N/A
TOTAL EXPENDITURES (812) 19,426 157,455 157,455 0 100.0% -100.0%
Fund Balance,January 1 124,022 130,372 116,445 116,445 0 -10.7% -100.0%
Total New Revenue 5,538 5,498 0 41,010 0 N/A N/A
Total Expenditures 812 (19,426) (157,455) (157,455) 0 100.0% -100.0%
Fund Balance,December 31 130,372 116,445 (41,010) 0 0 -131.5% -100.0%
The Local Improvement District Construction Fund accounts for the construction phase of a Local Improvement District
(LID), which is created to construct public improvements deemed to benefit property owners. The City sells bonds to
finance these projects and the benefited property owners are billed for their share and given an extended period of
time to pay their assessments plus interest. During the construction of an LID project, the City issues short term debt, or
secures an interfund loan for financing. Once the project is complete,long term financing replaces the short term debt
and the LID is transferred to the debt service fund(220) for accounting.
3
2000 BUDGET 9 CITY OF RENTON
r� ♦ ..<
7-30
Fund 401
Waterworks Utility Fund
Yr.
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Water Collections 7,246,417 7,512,081 5,394,441 5,588,020 5,432,465 -27.2% 0.7%
Wastewater(City) 3,588,649 3,706,323 2,976,750 2,912,836 3,142,408 -16.5% 5.6%
Metro Revenue 6,154,760 6,349,445 6,341,366 6,202,313 6,487,450 5.6% 2.3%
Surface Water Fees&Charges 2,389,987 2,382,792 2,113,478 2,106,954 1,936,987 -9.0% -8.4%
Other Utility Fees&Charges 349,932 266,160 222,000 363,022 225,900 -2.2% 1.8%
WSDOT Reimb/1-405 Retention Pond 0 0 30,000 14,472 10,000 0.0% -66.7%
Interfund Revenue 933,853 905,671 791,077 857,077 803,358 4.4% 1.6%
Investment Interest 484,172 336,773 280,625 105,740 135,000 18.0% -51.9%
Other Misc Revenue 100,921 81,455 103,874 173,849 103,524 86.0% -0.3%
Water Installation 189,009 224,769 140,000 155,756 135,000 0.0% -3.6%
Operating Transfers-In 81,657 0 0 0 0 -100.0% N/A
TOTAL NEW REVENUE 21,519,357 21,765,469 18,393,611 18,480,039 18,412,092 -11.5% 0.1%
Use of Prior Yr Revenue 0 2,842,257 1,299,958 912,570 0 45.4% -100.0%
Revenues for Reserve (1,568,065) 0 0 0 (362,272) N/A 100.0%
TOTAL RESOURCES 19,951,292 24,607,726 19,693,569 19,392,609 18,049,820 -9.2% -8.3%
EXPENDITURES:
err Regular Salaries 2,139,871 2,148,779 2,397,670 2,267,568 2,446,107 5.3% 2.0%
Part Time Salaries 104,271 79,728 83,192 32,514 84,881 -26.9% 2.0%
Overtime 59,103 73,260 84,781 59,078 87,405 17.7% 3.1%
Personnel Benefits 677,165 671,377 768,479 692,258 742,224 7.8% -3.4%
Supplies 491,207 531,575 696,365 551,025 702,421 16.1% 0.9%
Professional Services 157,107 140,478 217,341 167,648 138,155 55.2% -36.4%
Postage/Telephone/Other 7,209 1,765 11,901 2,767 11,916 -5.6% 0.1%
11111 Travel/Training 19,768 15,480 28,401 11,912 26,619 31.1% -6.3%
Other Rentals 7,441 8,269 12,208 16,158 12,286 56.7% 0.6%
Equipment Rental 404,877 493,521 508,615 466,926 520,531 8.2% 2.3%
Insurance 75,657 76,149 76,911 77,000 77,680 1.0% 1.0%
Public Utility Services 525,380 462,037 613,957 591,063 577,571 34.4% -5.9%
Metro Sewer 5,919,631 6,153,678 6,341,366 6,812,587 6,487,450 5.6% 2.3%
Repairs&Maintenance 107,366 264,770 157,762 264,651 159,348 0.5% 1.0%
rrl Miscellaneous 25,646 22,403 181,276 97,312 37,969 364.5% -79.1%
State Tax 503,372 527,548 553,108 532,938 555,979 0.1% 0.5%
Interfund Taxes 1,155,933 1,198,954 1,197,050 1,197,276 1,205,848 3.4% 0.7%
Operating Transfers Out/451 Debt Svc 0 3,122,199 0 0 0 N/A N/A
Operating Transfers Out/215 Debt Svc 0 0 77,612 77,612 74,160 100.0% -4.4%
Residual Equity Transfers Out 1,775,921 5,802,827 2,319,000 2,319,000 957,000 -15.5% -58.7%
Capital Outlay 22,385 47,597 323,865 198,468 35,200 568.5% -89.1%
11t0 Debt Service:Principal 1,999,590 516,214 708,010 616,518 731,561 -68.8% 3.3%
Debt Service:Interest 1,679,428 86,981 140,245 122,578 135,450 -91.1% -3.4%
Interfund Payments 2,092,964 2,162,137 2,194,454 2,217,752 2,242,059 1.1% 2.2%
m TOTAL EXPENDITURES 19,951,292 24,607,726 19,693,569 19,392,609 18,049,820 -9.2% -8.3%
Fund Balance,January 1 4,123,316 5,691,381 2,849,124 2,849,124 1,936,554 -49.9% -32.0%
Total New Revenue 21,519,357 21,765,469 18,393,611 18,480,039 18,412,092 -11.5% 0.1%
an Total Expenditures (19,951,292) (24,607,726) (19,693,569) (19,392,609) (18,049,820) -9.2% -8.3%
Fund Balance Plus Reserves 5,691,381 2,849,124 1,549,166 1,936,554 2,298,826 -67.7% 48.4%
Year End Operating Reserves 1,159,708 1,318,016 1,182,092 1,168,344 1,157,1 19 10.4% -2.1%
Fund Balance,December 31 4,531,673 1,531,108 367,074 768,210 1,141,707 -90.1% 211.0%
A separate fund (451)was established in 1998 for revenue bond debt service payments and bond reserves. The only debt service
remaining in Fund 401 consists of Public Works Trust Fund Loan payments.A portion of water,wastewater,and surface water fees
are allocated to Fund 451 in order to make revenue bond debt payments.
RW 0r0 BUDGET CITY OF •
7-31
Fund 402
Airport Fund
wig
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
FAA Grants 254,607 0 500,000 574,468 642,000 100.0% 28.4%
Charges for Services 5,949 6,599 7,000 7,558 7,000 0.0% 0.0%
Investment Interest 135,868 160,993 80,000 101,057 80,000 -3.3% 0.0%
Airport Leases 667,109 892,568 627,000 712,996 627,000 3.6% 0.0%
Other Miscellaneous Revenue 188 (681) 0 9,516 0 N/A N/A
TOTAL NEW REVENUE 1,063,721 1,059,479 1,214,000 1,405,595 1,356,000 74.7% 11.7%
Use of Prior Yr Revenue 0 103,192 1,239,861 0 465,428 326.3% -62.5%
Revenue for Reserve (266,005) 0 0 (386,057) 0 N/A N/A
TOTAL RESOURCES 797,716 1,162,671 2,453,861 1,019,538 1,821,428 149.0% -25.8%
to
EXPENDITURES:
Regular Salaries 124,309 128,606 133,763 132,561 135,769 4.0% 1.5%
Part Time Salaries 31,126 35,175 69,034 31,607 70,415 39.0% 2.0%
Overtime 4,338 3,232 3,900 3,908 3,959 4.0% 1.5%
Personnel Benefits 39,126 40,588 44,898 39,504 41,995 4.6% -6.5%
Supplies 3,326 1,853 3,586 9,717 33,050 131.4% 821.6%
Professional Services 17,428 4,235 39,996 13,165 40,334 1.2% 0.8%
Postage/Telephone/Other 502 315 1,011 234 1,022 1.1% 1.1%
Travel/Training 772 0 2,121 70 2,142 1.0% 1.0%
Other Rentals 1,000 1,000 22,170 1,000 22,392 1.0% 1.0%
Equipment Rental 20,172 29,616 30,360 30,360 30,425 132.9% 0.2%
Insurance 2,176 18,730 11,807 12,200 11,925 1.0% 1.0%
Public Utility Services 59,262 61,577 68,680 61,566 69,367 1.0% 1.0%
Repairs&Maintenance 36,569 28,308 63,061 10,428 63,692 1.5% 1.0%
Miscellaneous 202 252 1,972 55 1,992 -49.4% 1.0%
Residual Equity Transfer Out to 501 27,856 0 0 0 0 N/A N/A
Capital Outlay/Operating 40,437 0 4,500 0 0 50.0% -100.0%
Interfund Payments 40,894 41,700 42,107 42,695 42,949 2.0% 2.0%
SUBTOTAL OPERATING BUDGET 449,495 395,187 542,966 389,070 571,428 9.9% 5.2%
Airport Capital Improvements 348,221 767,484 1,910,895 630,468 1,250,000 288.8% -34.6%
TOTAL EXPENDITURE 797,716 1,162,671 2,453,861 1,019,538 1,821,428 149.0% -25.8%
Fund Balance,January 1 2,568,429 2,834,434 2,731,242 2,731,242 3,117,299 -3.6% 14.1%
Total New Revenue 1,063,721 1,059,479 1,214,000 1,405,595 1,356,000 74.7% 11.7%
Total Expenditures (797,716) (1,162,671) (2,453,861) (1,019,538) (1,821,428) 149.0% -25.8%
Fund Balance Plus Reserves 2,834,434 2,731,242 1,491,381 3,117,299 2,651,871 -41.4% 77.8%
Year End Operating Reserves 35,960 31,615 43,437 31,126 45,714 3.4% 5.2%
Capital Reserves 2,798,474 2,699,627 1,447,944 3,086,173 2,606,157 -42.1% 80.0%
Fund Balance December 31 0 0 0 0 0 N/A N/A
The Airport Fund accounts for revenue and expenditures that provide administration, operation, improvement, and
maintenance of the Renton Municipal Airport. Staff includes a full time supervisor, .5 FTE secretarial support, and a
maintenance worker. Capital projects planned for 2000 include reconstruction of damaged pavement in the city hanger, Milli
developing an aircraft washing facility, converting a city hanger to an equipment bay, and installing a new hydraulic
gate. The Airport is a section of the Planning/Building/Public Works Transportation Systems. Additional information is
provided in the Operating Budget Section of this document.
11
7-32
to
Fund 403
Solid Waste Utility Fund
so
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
to REVENUE:
Solid Waste Fees 7,067,409 8,011,868 8,712,766 8,235,787 8,831,010 22.6% 1.4%
Interfund Revenues 11,473 2,992 1,020 2,479 1,040 -66.0% 2.0%
Miscellaneous Revenues 8,286 9,982 10,000 19,843 15,000 -4.8% 50.0%
No Coordinated Prevention Grant 10,433 0 49,353 0 62,980 100.0% 27.6%
DOE 26/39 Grant 23,904 30,397 16,399 0 0 100.0% -100.0%
King County Grant Programs 32,630 15,211 39,560 26,947 66,220 -22.4% 67.4%
go Local Hazardous Wste Mgt Grant 7,869 9,033 24,000 13,040 33,000 17.1% 37.5%
Lim GO Ref Bond Proceeds 171,765 0 0 0 0 N/A N/A
TOTAL NEW REVENUE 7,333,769 8,079,483 8,853,098 8,298,096 9,009,250 23.1% 1.8%
m Use of Prior Yr Revenue 0 0 47,815 53,569 0 100.0% -100.0%
Revenue for Reserve (60,749) (225,844) 0 0 (97,780) -100.0% 100.0%
TOTAL RESOURCES 7,273,020 7,853,639 8,900,913 8,351,665 8,911,470 25.0% 0.1%
as EXPENDITURES:
Regular Salaries 93,507 92,772 106,760 89,692 108,361 4.0% 1.5%
Part Time Salaries 0 0 23,161 21,546 24,220 100.0% 4.6%
Personnel Benefits 29,868 32,078 35,867 26,273 34,421 11.6% -4.0%
do Supplies 3,121 3,334 50,716 41,850 10,775 375.9% -78.8%
Garbage Contractor 5,658,676 6,355,318 7,061,587 6,655,687 7,209,314 24.4% 2.1%
Solid Waste Programs 57,095 49,870 237,647 165,310 72,595 178.3% -69.5%
0W Postage/Telephone/Other 1,716 47 2,089 12 2,110 1.0% 1.0%
Travel/Training 1,620 131 2,208 577 2,230 1.0% 1.0%
Equipment Rental 8,004 8,400 13,580 13,580 13,852 73.6% 2.0%
IN Public Util Sv/Dump Fees 2,822 1,792 6,300 3,559 6,363 0.0% 1.0%
Repairs&Maintenance 0 1,331 556 0 562 1.1% 1.1%
Miscellaneous 375 0 7,797 987 7,825 180.5% 0.4%
K Co Hazardous Materials Assmt 177,923 176,084 186,500 182,831 195,825 2.5% 5.0%
go State Excise Tax 120,785 127,718 124,359 120,129 131,452 11.2% 5.7%
State Refuse Collection Tax 218,941 255,305 272,191 263,108 287,571 22.9% 5.7%
Interfund Taxes 424,453 486,457 513,766 500,238 543,061 20.5% 5.7%
as Capital Outlay 0 2,262 0 3,717 0 N/A N/A
Arbitrage Expense 700 0 0 0 0 N/A N/A
Payment to Refunding Trustee 167,766 0 0 0 0 N/A N/A
Debt Issue Costs 4,128 228 0 0 0 N/A N/A
do Reserve for Debt Service 52,471 0 0 0 0 N/A N/A
Interfund Payments 249,049 260,512 255,829 262,569 260,933 1.1% 2.0%
TOTAL EXPENDITURES 7,273,020 7,853,639 8,900,913 8,351,665 8,911,470 24.8% 0.1%
be Fund Balance,January 1 190,938 251,687 477,531 477,531 423,962 89.7% -11.2%
Total New Revenue 7,333,769 8,079,483 8,853,098 8,298,096 9,009,250 23.1% 1.8%
Total Expenditures (7,273,020) (7,853,639) (8,900,913) (8,351,665) (8,911,470) 25.0% 0.1%
'N Fund Balance Plus Reserves 251,687 477,531 429,716 423,962 521,742 34.6% 21.4%
Operating Reserves 145,460 157,073 178,018 167,033 178,229 25.0% 0.1%
Designated Fund Balance 106,227 320,458 251,698 256,929 343,513 42.3% 36.5%
so Fund Balance,December 31 0 0 0 0 0 N/A N/A
The Solid Waste Utility Fund accounts for contracted garbage collection services to 11,432 customers. There are two sections of
the Planning/Building/Public Works Department supported by this fund; Solid Waste Utility Systems (403/18), and Solid Waste
iio Maintenance (403/19). Detail operating budget information is included in the Planning/Building/Public Works Department
Operating Budget section of this document.
ilr6
000 BUDGET CITY OF RENTON
as
7-33
Fund 404
Municipal Golf Course System Fund
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Golf Course Green Fees 1,131,398 1,131,573 1,220,000 1,194,765 1,220,000 9.0% 0.0%
Driving Range Fees 312,608 313,283 335,000 347,155 340,000 9.8% 1.5%
V,
Other Charges for Services 254,348 241,573 234,000 230,719 239,800 7.8% 2.5%
Investment Interest 33,886 31,295 19,500 45,913 30,000 0.0% 53.8% 1
Concessions: Restaurant/Rtls/Pro Shop 347,438 379,171 362,500 423,302 371,500 16.0% 2.5%
Miscellaneous Revenue (1,870) (252) 0 2,661 0 N/A N/A
Refunding Bond Proceeds 0 0 456,000 441,357
Other Financing Sources 63,375 24,003 25,000 30,205 25,000 -4.5% 0.0%
Transferin From Gen Fd-Debt Service 499,914 318,702 0 0 0 -100.0% N/A
TOTAL NEW REVENUE 2,641,097 2,439,348 2,652,000 2,716,077 2,226,300 14.4% -16.1%
Use of Prior Year Revenue 0 0 0 0 0 -100.0% N/A
Revenue for Reserve (124,029) (103,609) (66,242) (208,079) 0 42.6% -100.0%
TOTAL RESOURCES 2,517,068 2,335,739 2,585,758 2,507,998 2,226,300 11.6% -13.9%
EXPENDITURES: ilk
Regular Salaries 344,997 349,364 387,776 345,345 411,019 4.0% 6.0%
Part Time Salaries 160,865 185,405 195,319 220,887 209,244 14.0% 7.1%
Overtime 6,750 6,607 9,218 6,009 9,374 2.4% 1.7%
Personnel Benefits 153,037 147,646 164,729 148,447 156,414 7.0% -5.0%
Supplies 327,878 301,829 323,280 276,724 329,638 10.7% 2.0%
Professional Services (Pro Serv) 609 131 4,040 1,738 4,080 1.0% 1.0%
Postage/Telephone/Other 1,183 1,424 1,010 1,360 1,020 1.0% 1.0% 1
Travel/Training 6,155 9,186 6,424 7,409 9,993 65.8% 55.6%
Advertising 1,858 1,036 3,030 421 3,060 1.0% 1.0%
Other Rentals 0 2,705 3,000 4,080 3,060 100.0% 2.0%
Equipment Rental 38,620 33,027 6,485 5,945 6,810 -79.8% 5.0% i
Insurance 6,980 7,025 7,095 7,100 7,166 1.0% 1.0%
Public Utility Services 59,579 30,084 30,881 21,404 31,190 1.0% 1.0%
Repairs&Maintenance 99,737 66,286 46,460 68,935 46,925 1.0% 1.0%
Miscellaneous 17,717 21,457 22,845 18,980 25,847 85.9% 13.1%
Capital Outlay 0 0 0 0 70,000 N/A 100.0%
Interfund Loan Repayments 49,953 52,680 0 0 0 -100.0% N/A
Debt Service:Principal 499,246 516,532 204,934 319,810 227,124 -60.3% 10.8%
Debt Service:Interest 406,171 382,958 296,069 154,325 230,337 -22.5% -22.2%
Payment to Refunding Trustee 0 0 456,000 456,645
404 Trf to 424/Capital Fund 0 0 128,200 128,200 331,000 100.0% 158.2%
Interfund Payments 119,260 151,214 154,238 154,238 112,999 2.1% -26.7% IIS
SUB-TOTAL OPERATING BUDGET 2,300,595 2,266,596 2,451,033 2,348,002 2,226,300 9.4% -9.2%
Golf Course Capital Improvements 216,473 69,143 134,725 159,996 0 341.7% -100.0%
TOTAL EXPENDITURES 2,517,068 2,335,739 2,585,758 2,507,998 2,226,300 13.8% -13.9%
Fund Balance,January 1 95,180 219,209 322,818 322,818 530,897 47.3% 64.5%
Total New Revenue 2,641,097 2,439,348 2,652,000 2,716,077 2,226,300 14.4% -16.1%
Total Expenditures (2,517,068) (2,335,739) (2,585,758) (2,507,998) (2,226,300) 13.8% -13.9%
Fund Balance Plus Reserves 219,209 322,818 389,060 530,897 530,897 46.5% 36.5%
Year End Operating Reserves 107,618 105,154 156,002 149,909 141,507 51.1% -9.3%
Fund Balance, December 31 111,591 217,664 233,058 380,988 389,390 43.5% 67.1%
Ordinance #3884, approved in January 1985, created the Golf Course Fund and authorized issuance of $3,965,000 Council Voted
General Obligation Bonds to acquire, improve, and develop the facility. The golf course is an 18-hole golf complex operated and
maintained by the City through the Parks Division of the Community Services Department. In 1994, $5 million in revenue bonds were
issued to construct a driving range and new clubhouse,including pro shop,restaurant,and meeting rooms. The major source of support
is user fees,including an additional green fee of$2.00 per round of golf, reserved for capital improvements. In 1997 and beyond,the
additional green fees will be used for payment of the annual debt service on the revenue bonds. In 1998 the operating reserve was
recalculated to reflect debt service payments that are held in reserve on the balance sheet. See the Community Services operating
budget section for more information.
2000 BUDGET CITY OF RENTON
�.
7-34
60
Fund 421
Waterworks Utility Construction Fund
NO
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Charges for Services 5,714 6,109 4,000 5,724 5,000 0.0% 25.0%
Miscellaneous Revenue 428,257 200,166 80,417 58,156 130,000 -67.0% 61.7%
Revenue Bond Proceeds 0 0 2,780,500 0 6,555,000 11022.0% 135.7%
Public Works Trust Fund Loans 84,240 4,288,566 0 395,621 1,597,974 N/A 100.0%
Federal and State Grants 394,138 0 0 1,617,716 0 N/A N/A
Interlocal Grants 6,000 0 0 0 0 N/A N/A
Cedar River Flood Control/King Cnty 0 1,050,000 0 0 0 N/A N/A
Special Assessment District 0 0 0 148,832 0 N/A N/A
Residual Equity Transfer-In 1,775,921 2,744,000 2,319,000 2,319,000 1,957,000 -15.5% -15.6%
WA Natural Gas Settlement 0 0 0 226,628 0 N/A N/A
Other Contributed Capital 1,329,033 1,308,904 1,010,000 1,775,336 950,000 11.6% -5.9%
Sale of Gravel frm Cedar Rivr Dredge 0 0 0 486,743 0 N/A N/A
Other Financing Sources 15,803 24,800 11,000 0 0 100.0% -100.0%
TOTAL NEW REVENUE 4,039,106 9,622,545 6,204,917 7,033,756 11,194,974 58.2% 80.4%
Use of Prior Yr Revenue 3,942,990 2,103,857 4,496,693 0 729,026 113.6% -83.8%
Revenue for Reserves 0 0 0 (331,286) 0 N/A N/A
TOTAL RESOURCES 7,982,096 11,726,402 10,701,610 6,702,470 11,924,000 77.6% 11.4%
EXPENDITURES:
Capital Improvement Program CIP:
Wastewater CIP 4,251,222 3,016,434 4,155,000 2,389,055 3,555,000 112.5% -14.4%
WaterClP 1,800,692 3,311,613 2,399,000 1,375,180 5,495,000 166.6% 129.1%
Surface Water CIP 1,885,183 5,398,355 4,092,000 2,938,235 2,808,000 29.0% -31.4%
Total Capital Improvements 7,937,097 11,726,402 10,646,000 6,702,470 11,858,000 76.7% 11.4%
Debt Issuance Costs 0 0 55,610 0 66,000 11022.0% 18.7%
Arbitrage Expense 44,999 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 7,982,096 11,726,402 10,701,610 6,702,470 11,924,000 77.6% 11.4%
Fund Balance,January 1 7,670,153 3,727,163 1,623,306 1,623,306 1,954,592 -56.4% 20.4%
Total New Revenue 4,039,106 9,622,545 6,204,917 7,033,756 11,194,974 58.2% 80.4%
Total Expenditures (7,982,096) (11,726,402) (10,701,610) (6,702,470) (11,924,000) 77.6% 11.4%
Fund Balance Plus Reserves 3,727,163 1,623,306 (2,873,387) 1,954,592 1,225,566 -277.1% -142.7%
Fund Balance,December 31 3,727,163 1,623,306 (2,873,387) 1,954,592 1,225,566 -277.1% -142.7%
i
The Water,Wastewater(Sanitary Sewer),and Surface Water(Storm Drainage) Construction Fund accounts for resources and
uses of funds for the capital improvement programs (CIP)of the three utilities. The resources are usually from user fees,long-
term revenue bonds, Public Works Trust Fund loans, grants, and system development charges. The total new 2000 CIP
program is$11.9 million.
Water system new improvements for 2000 are$5.5 million. Some of the major projects scheduled for 2000 are the Rolling Hills
490 Zone Reservoir, and continuation of the Water Main Replacement program and the Well EW-3 Rehabilitation. Additional
projects are listed in the CIP section of this budget.
Wastewater Utility new improvements for 2000 are$3.6 million. Projects include the Sanitary Sewer Main Extensions,Lift Station
Replacement/Rehabilitation, Sanitary Sewer Main Replacement/Rehabilitation, and Thunder Hill Access Road Repair. A
complete list of Wastewater Utility projects can be found in the CIP section of this document.
The Surface Water new CIP for 2000 totals$2.8 million and includes the following large projects: Sunnydale Downstream
Storm System Replacement and continuation of the Small Drainage Problems Program, Lower Cedar River Sediment
Management Plan, NE 10th & Anacortes Ave. (Mission Hills) Storm Improvements, and Springbrook Creek Improvements. A
list of all Surface Water projects can be found in the CIP section of this budget.
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7-35
Fund 424
Municipal Golf Course System Capital Improvement Fund
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Investment Interest 0 0 0 489 0 N/A N/A
Residual Equity Transfer-In 0 0 128,200 128,200 331,000 100.0% 158.2%
Loan Proceeds 0 0 0 0 200,000 N/A 100.0%
TOTAL NEW REVENUE 0 0 128,200 128,689 531,000 100.0% 314.2%
Use of Prior Yr Revenue 0 0 0 0 22,000 N/A 100.0%
Revenues for Reserve 0 0 (128,200) (128,689) 0 100.0% -100.0% llr
TOTAL RESOURCES 0 0 0 0 553,000 N/A 100.0%
EXPENDITURES:
Golf Course Capital Improvements 0 0 0 0 153,000 N/A 100.0%
Land Acquisition 0 0 0 0 400,000 N/A 100.0%
TOTAL EXPENDITURES 0 0 0 0 553,000 N/A 100.0%
Fund Balance,January 1 0 0 0 0 128,689 N/A 100.0%
Total New Revenue 0 0 128,200 128,689 531,000 100.0% 314.2%
Total Expenditures 0 0 0 0 (553,000) N/A 100.0%
Designated Fund Balance 0 0 128,200 128,689 106,689 100.0% -16.8%
Fund Balance, December 31 0 0 0 0 0 N/A N/A
This fund was established in 1996 to account for the major capital improvements at the Maplewood Golf Course separately
from the operating fund. Funding for capital improvements is through a green fee of$2.00 per round of golf.
`II
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000 BUDGET CITY OF •
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7-36
io
Fund 451
Waterworks Revenue Bond Fund
to
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
Is REVENUE:
Waterworks collections 0 0 3,124,810 3,124,810 3,135,160 100.0% 0.3%
Investment Interest 0 0 0 153,483 110,000 N/A 100.0%
Transfer in from 401 0 6,255,469 0 0 0 N/A N/A
TOTAL NEW REVENUE 0 6,255,469 3,124,810 3,278,293 3,245,160 100.0% 3.9%
Use of Prior Yr Revenue 0 0 0 0 125,980 N/A 100.0%
err Revenue for Reserve 0 (3,151,861) 0 (153,484) 0 N/A N/A
TOTAL RESOURCES 0 3,103,608 3,124,810 3,124,809 3,371,140 100.0% 7.9%
EXPENDITURES:
Debt Service: Principal 0 1,855,326 1,925,000 1,925,000 1,930,000 100.0% 0.3%
Debt Service: Interest 0 1,248,282 1,199,810 1,199,809 1,441,140 100.0% 20.1%
bn TOTAL EXPENDITURES 0 3,103,608 3,124,810 3,124,809 3,371,140 100.0% 7.9%
Fund Balance,January 1 0 0 3,151,861 3,151,861 3,305,345 100.0% 4.9%
Total New Revenue 0 6,255,469 3,124,810 3,278,293 3,245,160 100.0% 3.9%
go Total Expenditures 0
(3,103,608) (3,124,810) (3,124,809) (3,371,140) 100.0% 7.9%
Fund Balance Plus Reserves 0 3,151,861 3,151,861 3,305,345 3,179,365 100.0% 0.9%
Bond Reserve 0 3,151,861 3,027,272 3,027,272 3,027,272 100.0% 0.0%
IN Undesignated Fund Balance 0 0 124,589 278,073 152,093 100.0% 22.1%
Fund 451 was established in 1998 for Waterworks Utilities revenue bond debt service payments and revenue bond reserves.
im This debt service was previously shown in Fund 401.
to
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7-37
Fund 501
Equipment Rental
1997 1998 1999 1999 2000 %Chg %Chg Vill
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE: l
Real&Personal Property Taxes 0 0 0 0 75,000 N/A 100.0%
Vehicle/Eqp Repair Chrgs 27,868 42,879 30,000 33,569 30,000 0.0% 0.0%
Equipment Rental Charges 1,253,882 1,409,506 1,476,511 1,416,777 1,615,646 9.2% 9.4%
Vehicle/Equip Capital Recovery 733,691 786,610 1,175,886 1,195,987 1,205,225 96.7% 2.5%
Other Miscellaneous Revenues 70,106 85,571 38,000 56,069 38,000 2.6% 0.0%
Residual Equity Transfer-In 27,856 0 0 0 0 N/A N/A
Tsf-In/LID Guaranty Fund 488,000 545,000 0 0 0 -100.0% N/A
Tsf-In frm 000/Reel Reserve 0 250,000 0 0 0 N/A N/A
Gen Oblig Ref Bond Proceeds 1,068,163 0 0 0 0 N/A N/A
Other Financing Sources 65,633 34,728 10,000 122,611 10,000 0.0% 0.0%
TOTAL NEW REVENUE 3,735,199 3,154,294 2,730,397 2,825,013 2,973,871 6.2% 8.9%
Use of Prior Yr Revenue 0 0 1,286,649 939,059 0 100.0% -100.0%
Revenue for Reserve (468,280) (941,196) 0 0 (314,056) -100.0% 100.0%
TOTAL RESOURCES 3,266,919 2,213,098 4,017,046 3,764,072 2,659,815 69.8% -33.8%
EXPENDITURES:
Regular Salaries 339,742 357,724 376,725 365,360 382,446 5.6% 1.5%
Part Time Salaries 7,510 16,564 25,379 3,073 25,887 2.0% 2.0%
Overtime 700 398 676 318 686 4.0% 1.5%
Personnel Benefits 108,076 114,728 124,090 117,118 120,949 6.6% -2.5%
Supplies 555,700 589,234 543,998 568,864 549,438 1.0% 1.0%
Postage/Telephone/Other 0 0 152 0 154 1.3% 1.3% Iiiiii
Professional Services 0 0 0 1,120 0 N/A N/A
Travel/Training 2,533 1,724 7,777 2,109 7,854 1.0% 1.0%
Other Rentals 131 0 5,332 20 5,385 1.0% 1.0%
Equipment Rental 0 0 16,610 16,610 20,385 100.0% 22.7%
Insurance 201,397 201,397 205,312 205,000 207,365 1.0% 1.0%
Public Utility Services 482 837 1,067 1,042 1,078 1.0% 1.0% 1
Repairs&Maintenance 7,814 31,439 8,305 8,388 8,388 1.0% 1.0%
Miscellaneous 2,709 5,495 4,497 5,208 4,539 8.2% 0.9%
Capital Outlay 672,944 627,097 2,473,999 2,244,363 1,101,000 194.9% -55.5% A
Debt Service:Principal 55,970 30,960 0 0 0 -100.0% N/A
Payment to Refunding Trustee 1,043,292 0 0 0 0 N/A N/A
Debt Service:Interest 45,582 11,399 0 0 0 -100.0% N/A
Interfund Payments 222,337 224,102 223,127 225,479 224,261 0.5% 0.5%
TOTAL EXPENDITURES 3,266,919 2,213,098 4,017,046 3,764,072 2,659,815 69.8% -33.8% i
Fund Balance,January 1 1,171,925 1,640,205 2,581,401 2,581,401 1,642,342 57.4% -36.4%
Total New Revenue 3,735,199 3,154,294 2,730,397 2,825,013 2,973,871 6.2% 8.9%
Total Expenditures (3,266,919) (2,213,098) (4,017,046) (3,764,072) (2,659,815) 69.8% -33.8%
Fund Balance Plus Reserves 1,640,205 2,581,401 1,294,752 1,642,342 1,956,398 -29.9% 51.1%
Year End Operating Reserves 199,394 123,491 123,444 121,577 124,705 3.6% 1.0%
Replacement Reserves 1,440,811 2,457,910 1,171,308 1,520,765 1,831,693 -32.2% 56.4%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
Equipment Rental is an internal service fund which accounts for the costs of maintaining and replacing all City vehicles and auxiliary 1
equipment; except for golf course equipment which is accounted for in Fund 404. The Equipment Rental Fund is assigned to the
Planning/Building/Public Works Department, Maintenance Services Division. In 1997, resources were allocated to the fund for maintenance
of fire apparatus, Parks' vehicles, and for replacement of police patrol vehicles. Maintenance charges pay for all operating costs.
Replacement or capital recovery costs include a finance charge that is paid to retire outstanding debt. Equipment purchased prior to 1983
were funded by replacement reserves collected through the estimated life of each piece of equipment. Since 1983, the City has financed
equipment purchases with 5-7 year GO Bond debt. In 1995,equipment purchases were funded with available cash. In 1996, both methods
of funding were utilized with debt financing used exclusively for fire apparatus replacement. Retirement of this debt will be funded by general
purpose revenues in the General Governmental Misc Debt Service Fund 215. In 1997 and 1998,excess fund balances from the LID Guaranty
Fund were transferred into the fund for equipment purchases. Beginning in 1999,equipment purchases will be funded with available cash.
DGET CITY OF • --
(
7-38
No
Fund 502
Insurance Fund
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Intergovernmental Revenues 331,035 10,420 0 125,551 0 N/A N/A
Interest Earnings 187,972 196,895 125,000 172,086 128,750 -1.8% 3.0%
Liab/Prop Ins Premiums 1,347,180 1,358,177 1,155,800 1,155,800 1,393,467 -14.7% 20.6%
to Industrial Insurance Premiums 452,061 444,358 424,750 466,895 436,821 1.4% 2.8%
Unemployment Comp Premiums 74,650 64,650 65,300 65,300 65,863 1.0% 0.9%
Medical Premiums 2,391,840 2,578,660 3,075,850 2,871,631 3,430,803 19.9% 11.5%
Dental Premiums 642,361 684,028 770,700 793,182 886,746 11.9% 15.1%
Emp Industrial Ins Premiums 0 0 12,700 0 13,100 -44.7% 3.1%
Judgements/Settlements/Misc 30,245 9,489 0 14,211 0 -100.0% N/A
Other Miscellaneous 5,435 3,660 0 219,717 0 N/A N/A
Interfund Loan Repayments 7,293 0 0 0 0 N/A N/A
TOTAL NEW REVENUE 5,470,072 5,350,337 5,630,100 5,884,373 6,355,550 5.4% 12.9%
Use of Prior Yr Revenue 0 0 1,125,000 837,098 0 100.0% -100.0%
Revenue for Reserve (529,058) (519,260) 0 (446,430) -100.0% 100.0%
TOTAL RESOURCES 4,941,014 4,831,077 6,755,100 6,721,471 5,909,120 36.0% -12.5%
EXPENDITURES:
Regular Salaries 82,209 70,713 86,800 81,627 89,500 2.5% 3.1%
110 Personnel Benefits 19,544 16,798 23,850 24,607 22,120 5.5% -7.3%
Supplies 0 0 0 87,039 0 N/A N/A
All Personnel Benefits:
Medical Benefits 2,325,995 2,167,565 2,435,700 2,651,481 2,713,350 5.4% 11.4%
1W Dental Claims 554,992 562,124 676,300 629,134 743,950 16.9% 10.0%
Life Insurance Payments 22,000 0 15,000 0 15,000 100.0% 0.0%
Worker's Compensation 271,480 251,612 266,250 318,663 270,000 27.3% 1.4%
io Unemployment Compensation 44,439 74,027 68,800 74,225 90,500 6.6% 31.5%
Professional Services:
Gallagher Bassett Services 1,180 463 20,000 19,215 2,000 -20.0% -90.0%
Health Ins Admin Costs 133,261 134,681 145,000 141,367 150,000 14.0% 3.4%
IN Health&Wellness Program 7,911 7,223 10,000 7,216 10,000 25.0% 0.0%
Industrial Ins Administrative Costs 106,702 105,008 105,700 113,280 150,200 1.0% 42.1%
Other Miscellaneous Services 1 1,352 20,000 2,731 30,000 -2.0% 50.0%
125 Plan Enrollment Fee 2,706 559 3,000 3,756 0 12.8% -100.0%
ka Travel/Training 2,907 1,442 3,500 114 2,000 0.0% -42.9%
Insurance:
Property/Liability Claims 788,666 820,064 2,222,700 1,918,397 961,500 192.2% -56.7%
Arthur Gallagher Ins Program 393,360 399,119 450,000 452,916 450,000 0.0% 0.0%
Miscellaneous:
Memberships/Reg/Publications 821 680 1,000 866 2,500 42.9% 150.0%
Misc Insurance Premium Costs 0 0 2,000 0 2,000 33.3% 0.0%
Broker Fees/Charles Group 13,366 13,383 20,000 17,353 18,000 21.2% -10.0%
Employee Assistance Program 10,527 11,484 10,000 11,484 12,000 -26.4% 20.0%
State Self-Insurance Tax 2,945 1,011 3,500 0 3,500 0.0% 0.0%
Interfund Payments 156,002 160,214 166,000 166,000 171,000 3.6% 3.0%
rr Residual Equity Transfer Out 0 31,555 0 0 0 N/A N/A
TOTAL EXPENDITURES 4,941,014 4,831,077 6,755,100 6,721,471 5,909,120 36.0% -12.5%
Fund Balance,January 1 3,724,865 4,253,923 4,773,183 4,773,183 3,936,085 12.2% -17.5%
Total New Revenue 5,470,072 5,350,337 5,630,100 5,884,373 6,355,550 5.4% 12.9%
Total Expenditures (4,941,014) (4,831,077) (6,755,100) (6,721,471) (5,909,120) 36.0% -12.5%
Fund Balance Plus Reserves 4,253,923 4,773,183 3,648,183 3,936,085 4,382,515 -21.2% 20.1%
Antirecession/Rainy Day Reserve 4,035,400 4,350,666 4,467,448 4,265,600 4,590,244 2.3% 2.7%
Fund Balance,December 31 218,523 422,517 (819,265) (329,515) (207,729) -413.7% -74.6%
.e rr� . • •
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7-39
Fund 601
Fireman's Pension Fund
1997 1998 1999 1999 2000 %Chg %Chg
Item Actual Actual Budget Actual Budget 98-99 99-2000
REVENUE:
Property Taxes 161,000 0 0 0 0 N/A N/A
Fire Insurance Premium Tax 69,304 61,776 68,200 75,340 69,000 -3.5% 1.2%
Investment Interest 2,539,492 92,740 48,000 74,386 62,000 -72.6% 29.2%
Interfund Loan Repaymt/Golf Crs 49,953 52,680 0 0 0 -100.0% N/A
TOTAL NEW REVENUE 2,819,749 207,196 116,200 149,726 131,000 -61.1% 12.7%
Use of Prior Yr Revenue 0 (100,304) (209,750) (159,548) (200,670) 404.2% -4.3%
Revenue for Reserve 2,514,466 0 0 0 0 N/A N/A
TOTAL RESOURCES 2,514,466 (100,304) (209,750) (159,548) (200,670) 404.2% -4.3%
EXPENDITURES:
Fire Pensions 294,403 301,558 315,000 302,775 325,000 -5.7% 3.2%
Supplies 346 0 370 319 370 0.0% 0.0%
Professional Services/Actuarial 4,360 0 4,400 0 0 100.0% -100.0% Will
Repairs&Maintenance 0 0 0 0 0 -100.0% N/A
Interfund Payments 6,174 5,942 6,180 6,180 6,300 4.0% 1.9%
TOTAL EXPENDITURES 305,283 307,500 325,950 309,274 331,670 -4.3% 1.8%
Fund Balance,January 1 3,573,885 6,088,351 5,988,047 5,988,047 5,828,499 -1.6% -2.7%
Total New Revenue 2,819,749 207,196 116,200 149,726 131,000 -61.1% 12.7%
Total Expenditures (305,283) (307,500) (325,950) (309,274) (331,670) -4.3% 1.8%
Designated Fund Balance 6,088,351 5,988,047 5,778,297 5,828,499 5,627,829 -4.4% -2.6%
Fund Balance, December 31 0 0 0 0 0 N/A N/A
The Firemen's Pension Fund is a closed system with membership limited to fire fighters employed prior to March 1, 1970;when
the Law Enforcement Officers and Fire Fighters (LEOFF) Retirement System was established. This fund provides full benefits for
fire fighters (and beneficiaries) retiring prior to March 1, 1970,and excess benefits over LEOFF pensions for those fire fighters i
retiring thereafter who are members of the plan.
T5
:� GET CITY OF RENTON
7-40
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No TABLE 12: LARGEST TAXPAYERS AND PRINCIPAL EMPLOYERS
1999 Percent of
Assessed Assessed
-Taxpayer Type of Business Valuation Valuation
The Boeing Company Aerospace &Computer Services $761,498,607 17.88%
PACCAR Heavy Manufacturing 99,854,551 2.34%
Puget Sound Power& Light Electric Utility 87,316,949 2.05%
University Street Properties Office Building 45,485,400 1.07%
Renton Building 1-7 Variety 43,782,400 1.03%
im
US West Telephone Utility 30,407,479 0.71%
Renton Village Association Shopping Center 17,781,100 0.42%
• Bay Apartment Communities Apartment Building 17,500,000 0.41%
Roundup (Fred Meyer) Retail-Miscellaneous 15,858,400 0.37%
Rosch One International Office Building 14,152,000 0.33%
Total Assessed Valuation-Largest Taxpayers 1,133,636,886 26.61%
Total Assessed Valuation-All Others 3,124,863,864 73.39%
w
Total Assessed Valuation-Excluding New Construction $4,258,500,750 100.00%
1999
Full Time Equivalent Percent of
Principal Employers Type of Business Employees Employees
The Boeing Company Aerospace &Computer Services 21,276 45.88%
PACCAR Heavy Manufacturing 1,537 3.31%
Valley Medical Center Medical Services 1,397 3.01%
Federal Aviation Administration Federal Government 1,127 2.43%
Renton School District Public Education 658 1.42%
iiW
Multiple Zones International Computer Hardware/Software Catalog 655 1.41%
Retail
City of Renton City Government 639 1.38%
Wizards of the Coast Retail-Miscellaneous 326 0.70%
K & L Distributors Retail-Miscellaneous 312 0.67%
Kay Smith Business Publishing & Printing 292 0.63%
Wal Mart Retail-Miscellaneous 237 0.51%
Total Number of Employees-Principal 28,456 61.35%
Employers
Total Number of Employees-All Other 17,916 38.65%
-Employers
Total Employees Working within Renton 46,372 100.00%
Source
Assessed Valuation: King County Department of Assessments,
both real and personal property assessment where applicable.
Number of Employees: City of Renton Business License Records
Aw
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8-1
TABLE 13: CITY OF RENTON FULL TIME EMPLOYEE (FTE)
STAFFING LEVELS PER 1,000 RENTON CITIZENS
This chart represents the number of full-time employees working for the City of Renton, as
well as the number of employees per every 1,000 Renton citizens. The number of FTE's has
increased 15.3 percent between 1992 and 2000, while the population of Renton grew 13
percent during that same time period. The number of FTE's per 1,000 Renton citizens has
remained fairly constant through these years. The high was in 1993 at 12.47 FTE per 1,000
citizens. The low was in 1992 when there were 11.65 FTE's per 1,000 citizens.
STAFFING
590 p Regular FTE Employees 13.50
- 4 Employees Per 1,000 Population o.
W 570 13.00 e
P7 1=6
3 v 550 12.50 a5
a/ £ CL
o
a 530 12.00
00
E E t
y o
Z uJ 510 11.50 "
7
490 i 11.00 Z
1992 1993 1994 1995 1996 1997 1998 1999 2000
Budget
Year
E
Regular FTE Employees Per Total Population
Year Employees 1,000 Population of Renton
1992 502 11.65 43,090
1993 542 12.47 43,470
1994 538 12.24 43,970
1995 541 12.05 44,890
1996 549 12.15 45,170
1997 553 12.04 45,920
1998 565 12.21 46,270
1999 573 12.03 47,620
2000 Budget 580 11.91 48,700
r
Source of Information:
Population: State of Washington Office of Program Planning and Fiscal Management.
All other information: City of Renton Finance Department
3
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111 / • •
8-2
" TABLE 14: UTILITY TAX REVENUE
This chart represents the actual amount of revenue the City of Renton has received in each of
these tax categories from 1987 through 1999. The 2000 estimate is included.
Transfer Telephone Cellular City Operated
Year Electricity Gas* Station Telegraph Phone TV Cable Utility Total
1987 $1,469,387 $333,637 N/A $764,273 N/A $60,638 $583,836 $3,211,771
1988 1,569,753 381,385 N/A 738,227 N/A 68,272 606,215 3,363,852
1989 1,687,100 351,464 N/A 735,164 N/A 78,147 637,511 3,489,386
1990 1,766,519 322,875 N/A 753,315 N/A 94,746 795,809 3,733,263
1991 2,139,917 381,536 N/A 938,599 N/A 204,729 1,040,835 4,705,616
1992 2,259,505 333,000 N/A 1,055,886 N/A 211,993 1,179,827 5,040,211
1993 2,360,512 480,542 N/A 1,134,500 155,838 240,959 1,244,709 5,617,060
1994 2,452,644 545,855 141,397 897,714 192,228 224,309 1,354,435 5,808,582
1995 2,480,277 565,519 389,049 1,023,650 219,215 211,963 1,437,958 6,327,631
1996 2,673,940 480,339 362,051 1,073,667 302,998 240,908 1,518,244 6,652,147
1997 2,680,977 598,481 371,469 1,130,415 401,474 267,600 1,580,386 7,030,802
1998 2,820,290 581,342 417,615 1,028,600 456,795 218,390 1,685,410 7,208,442
1999 2,792,875 648,225 426,151 1,246,944 540,195 362,520 1,697,515 7,714,425
2000 est. 2,953,333 767,678 357,000 1,248,679 469,560 291,848 1,717,900 7,805,998
Utility Tax Rates:
Electricity and Gas 1986-5%; 1991-1999-6%
Telephone 1986-5%; 1991-1999-6%
Telegraph 1986-5%; 1986-1999-6%
TV Cable 1991-1999-6%
City Operated Utility 1986-5%; 1991-1999-6%
*Note:The"GAS"Utility Tax category includes Natural Gas Use Tax and Utility Gas Tax.
Source of Information:
rr City of Renton Finance Department.
I
r• 8-3
TABLE 15: COMPARISON OF RENTON TAXES AND RATES
■Water
(750 CF)
E3 Business License
$75.00
$
$65.00 50.00
■Property
$55.00 Tax
$25.00
®Solid Waste
$27.18 $25.80 $25.92 $24.50
$12.29 $8.50 .48 1 1 1 O Wastewater
Renton Auburn Bellevue Kent Redmond Seattle Tukwila
1999 COMPARISON
Renton's
Rank Renton Auburn Bellevue Kent Redmond Seattle Tukwila
Population-April 1, 1997 4 47,620 38,980 108,466 73,060 43,610 539,700 14,840
Tax Rates:
Avg. Prop Tax/$1,000 AV 4 $12.937 $14.843 $11.070 $14.821 $12.465 $12.497 $15.050
Electric Utility 1 6.0% 4.5% 4.5% 4.8% 5.5% 6.0% N/A
Cable TV (1) 2 6.0% 4.5% 4.8% 5.0% 5.0% 10.0% N/A
B &O (2) N/A N/A N/A 0.15% N/A N/A 0.215% N/A
Admissions 1 5.0% 5.0% 3.0% N/A 5.0% 5.0% 5.0%
Licenses & Fees:
Business-Renewal (3) 3 $55 $25 $0 $50 $65 $75 $50
Golf (18 holes) (4) 3 $25 $27 $18 $30 N/A $22 $23
Dog License (5) 7 $20 $55 $55 $55 $55 $33 $55 i
Utility Rates:
Water(750 CF) (6) 2 $23.70 $13.35 $20.19 $14.72 $14.98 $18.98 $24.13
Wastewater 5 $12.29 $8.50 $8.48 $27.18 $25.80 $25.92 $24.50
Storm (7) 6 $5.23 $9.07 $10.80 $7.25 $11.50 $6.05 $4.33
Solid Waste (8) 5 $12.80 $9.37 $14.20 $20.72 $10.75 $20.35 $19.06
Notes: (1) Redmond collects a franchise fee instead of a utility tax. (2)Seattle has a second B&O rate for service related
businesses. (3) Cities calculate business license fees using a variety of different methods. Bellevue has a$37 one time fee. Kent's
fee for the first year is $75 with a lower renewal fee. (4) Kent, Auburn, Tukwila and Renton fees differ for weekday/weekend.
Based on summer weekend rates when applicable. (5) 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$13 two year license. (6) Based on summer
rates when applicable. (7) Storm water rates are based on average single family residence. Kent rates are based on drainage
basins located in the lower Mill Creek and Valley areas. (8) Recycle and yard waste collections are included when available.
Service for Bellevue,Kent,Redmond,and Tukwila provided and billed by an outside contractor.
l
%j: • • -
8-4
ELECTED OFFICIALS 81 MANAGEMENT
2000 INDEX OF SALARIES
8t PAY RANGES
ELECTED OFFICIALS
Monthly Pay: Step A Step B Step C Step D Step E
Mayor 8,095
Council Person 700
Council Person Elected on or after November 1999 950
Municipal Court Judge 6,216 6,531 6,860 7,209 7,572
DEFERRED COMPENSATION
The City contributes 2%of the Elected Official's base
wage per year to a deferred compensation account.
MANAGEMENT AND SUPERVISORY NON-UNION (Grade Code M)
rrr Grade/Monthly Pay: Step A Step B Step C Step D Step E
M17 3,352 3,523 3,701 3,887 4,085
M18 3,436 3,611 3,795 3,986 4,188
M19 3,523 3,701 3,887 4,085 4,292
M20 3,611 3,795 3,986 4,188 4,400
M21 3,701 3,887 4,085 4,292 4,508
M22 3,795 3,986 4,188 4,400 4,621
M23 3,887 4,085 4,292 4,508 4,737
M24 3,986 4,188 4,400 4,621 4,855
M25 4,085 4,292 4,508 4,737 4,977
M26 4,188 4,400 4,621 4,855 5,101
M27 4,292 4,508 4,737 4,977 5,230
N28 4,400 4,621 4,855 5,101 5,360
M29 4,508 4,737 4,977 5,230 5,496
irr M30 4,621 4,855 5,101 5,360 5,632
3.0%Increase for 2000 M31 4,737 4,977 5,230 5,496 5,773
M32 4,855 5,101 5,360 5,632 5,917
M33 4,977 5,230 5,496 5,773 6,065
M34 5,101 5,360 5,632 5,917 6,216
LONGEVITY M35 5,230 5,496 5,773 6,065 6,371
5 years $ 85 per month M36 5,360 5,632 5,917 6,216 6,531
10 years $ 125 per month M37 5,496 5,773 6,065 6,371 6,694
rte► 15 years $ 165 per month M38 5,632 5,917 6,216 6,531 6,860
20 Years $ 205 per month M39 5,773 6,065 6,371 6,694 7,033
25 years $ 255 per month M40 5,917 6,216 6,531 6,860 7,209
err M41 6,065 6,371 6,694 7,033 7,388
M42 6,216 6,531 6,860 7,209 7,572
DEFERRED COMPENSATION M43 6,371 6,694 7,033 7,388 7,762
The City contributes 2%of the M44 6,531 6,860 7,209 7,572 7,955
im Management and Supervisory M45 6,694 7,033 7,388 7,762 8,156
M46 6,860 7,209 7,572 7,955 8,358
Non-Union employee's base M47 7,033 7,388 7,762 8,156 8,570
wage per year to a deferred M48 7,209 7,572 7,955 8,358 8,784
ry„ compensation account. M49 7,388 7,762 8,156 8,570 9,003
M50 7,572 7,955 8,358 8,784 9,229
M51 7,762 8,156 8,570 9,003 9,458
M74 Fire Deputy Chief 6,938
000 BUDGET CITY OF •
r..
8-5
CLERICAL NON-UNION
2000 INDEX OF SALARIES
8L PAY RANGES
CLERICAL NON-UNION (Grade Code N)
Grade/Monthly Pay: Step A Step B Step C Step D Step E iil
N01 2,253 2,365 2,483 2,608 2,672
NO2 2,307 2,423 2,544 2,672 2,741
NO3 2,365 2,483 2,608 2,742 2,878
N04 2,423 2,544 2,672 2,806 2,951
N05 2,483 2,608 2,741 2,878 3,023
N06 2,544 2,672 2,806 2,951 3,099
N07 2,608 2,741 2,878 3,023 3,174
N98 2,672 2,806 2,951 3,099 3,257
N09 2,741 2,878 3,023 3,174 3,338
3.0%Increase for2000 N10 2,806 2,951 3,099 3,257 3,422
N 1 1 2,878 3,023 3,174 3,338 3,507
N12 2,951 3,099 3,257 3,422 3,592
N13 3,023 3,174 3,338 3,507 3,684
N14 3,099 3,257 3,422 3,592 3,776
N15 3,174 3,338 3,507 3,684 3,870 Will
N16 3,257 3,422 3,594 3,776 3,964
.w
LONGEVITY
5 years $ 85 per month
10 years $ 125 per month
15 years $ 165 per month
20 Years $ 205 per month
25 years $ 255 per month
DEFERRED COMPENSATION
The City contributes 2%of the
Clerical Non-Union employee's
base wage per year to a deferred
compensation account.
Will
J1> 000 BUDGET CITY OF RENTON
8-6
F�
.. .UNION LOCAL 2170
2000 INDEX OF SALARIES
8T PAY RANGES
UNION LOCAL 2170 (Grade Code A)
Monthly Step A Step B Step C Step D Step E
Grade A01 2,231 2,344 2,461 2,585 2,715
A02 2,289 2,403 2,525 2,649 2,782
A03 2,344 2,461 2,585 2,715 2,852
to A04 2,403 2,525 2,649 2,782 2,924
A05 2,461 2,585 2,715 2,852 2,996
A06 2,525 2,649 2,782 2,924 3,072
A07 2,585 2,715 2,852 2,996 3,147
A08 2,649 2,782 2,924 3,072 3,228
A09 2,715 2,852 2,996 3,147 3,308
3.0%Increase for 2000 A10 2,782 2,924 3,072 3,228 3,391
All 2,852 2,996 3,147 3,308 3,474
Al2 2,924 3,072 3,228 3,391 3,561
A13 2,996 3,147 3,308 3,474 3,650
A14 3,072 3,228 3,391 3,561 3,744
io A15 3,147 3,308 3,474 3,650 3,836
A16 3,228 3,391 3,561 3,744 3,930
A17 3,308 3,474 3,650 3,836 4,029
A18 3,391 3,561 3,744 3,930 4,130
i11r A19 3,474 3,650 3,836 4,029 4,233
A20 3,561 3,744 3,930 4,130 4,340
A21 3,650 3,836 4,029 4,233 4,449
A22 3,744 3,930 4,130 4,340 4,558
A23 3,836 4,029 4,233 4,449 4,672
A24 3,930 4,130 4,340 4,558 4,790
A25 4,029 4,233 4,449 4,672 4,909
A26 4,130 4,340 4,558 4,790 5,032
A27 4,233 4,449 4,672 4,909 5,159
A28 4,340 4,558 4,790 5,032 5,284
A29 4,449 4,672 4,909 5,159 5,420
irr
LONGEVITY
5 years $ 85 per month
10 years $ 125 per month
15 years $ 165 per month
20 Years $ 205 per month
25 years $ 255 per month
DEFERRED COMPENSATION
The City contributes 2%of the Union
Local 2170 employee's base wage
per year to a deferred
compensation account.
000 BUDGET CITY OF •
8-7
_t
POLICE
2000 INDEX OF SALARIES
8T PAY RANGES
POLICE GUILD— COMMISSIONED OFFICERS (Grade Code PC)
Grade/Monthly Pay: Step A Step B Step C Step D Step E
PC52 3,379 3,667 3,953 4,238 4,525
PC61 5,204
See MANAGEMENT&SUPERVISORY
TABLE for: Police Commander, Police 3.017,Increase for 2000
Deputy Chief, Police Chief,Staff
Services Manager
POLICE GUILD— COMMISSIONED OFFICERS HAZARD DUTY
AND PREMIUM PAY
Position Step Hazard Pa
Motorcycle Officers Step D/E 3%of Base Pay
Detectives
Traffic Assignment
Canine Officer
Field Training Officer
Bicycle Officer
Emergency Services Unit (ESU) 4%of Base Pay
Corporal Assignment Step D/E 7.5%of Base Pay
Bomb Squad Paid at rate of double time including
time of search, with 2.5 hrs minimum.
Emergency Service Unit Paid at rate of time and one-half,with
3.0 hrs minimum.
Patrol Officer- 12 hr Differential Step D/E 5.24%of Base Pay
Police Patrol: Effective 7/1/95,schedule revised to 12
hour (3-on/3-off) shift resulting in 109
additional hours worked per officer per
year. A total of 2,189 hours per year.
DEFERRED COMPENSATION
The City contributes 3.0%of the Police Guild Commissioned
employee's wage base toward deferred compensation:
1% In recognition of the Police Department's national Police Patrol: Effective 7/l/95,
accreditation. schedule revised to 12 hour(3-on/3-
0.5% In exchange for 30 hours of mandatory (in-service) off) shift resulting in additional 109
training at a straight time rate. hours worked per officer per year
1.5% In exchange for savings realized through modification (2,189 total annual hours).
of salary scale, effective January 1, 1997.
;� . • •
8-8
as F�
POLICE
20W INDEX OF SALARIES
a PAY RANGES
POLICE GUILD- COMMISSIONED OFFICERS
POLICE MANAGEMENT AND SUPERVISORY PERSONNEL
Longevity Pay
(Percent Calculated on Base Pay and Completed Years of Service)
5 years 10 years 15 years 20 years 25 years
2% 4% 6% 10% 12%
Educational Pay
AA Degree or 90 credits 4% of base pay
BA Degree 6% of base pay
orr
*Police Management and Supervisory personnel eligible for
Longevity and Education Pay.
ON
Physical Fitness Deferred Compensation
(On Completion of a Physical Fitness Exam Administered by a Civil Service Exam)
■ The City contributes 1.5 percent of the employee's base wage to a deferred
compensation or deferred insurance plan, effective January 1, 2000.
■ The City contributes 2.5 percent of the employee's base wage to a deferred
compensation or deferred insurance plan, effective January 1,2001.
■ The City contributes 3 percent of the employee's base wage to a deferred
compensation or deferred insurance plan, effective January 1, 2002 and all
subsequent years thereafter.
Uniform Allowance
Non-uniformed Commissioned Officers and Police Department Management shall
receive$450.00 per year as clothing allowance.
A quartermaster system is in effect for employees required to wear police uniforms.
rrw
ww
�r
w.
&9
I
POLICE
20W INDEX OF SALARIES
a PAY RANGES
POLICE GUILD - NON-COMMISSIONED OFFICERS (Grade Code PN)
Monthly Step A Step B Step C Step D Step E
Grade PN50 2,082 2,262 2,516 2,794 2,930
PN51 2,312 2,497 2,748 3,023 3,172
PN52 2,676 2,891 3,183 3,499 3,673
PN53 2,809 3,032 3,338 3,673 3,858
PN54 3,014 3,255 3,578 3,858 4,051
PN55 2,891 3,039 3,191 3,353 3,524
PN56 2,944 3,180 3,501 3,849 4,040
PN57 3,410
P N 58 3,648
PN59 4,224
POLICE GUILD- NON-COMMISSIONED MONTHLY LONGEVITY
r
Years of Service 5-9 10-14 15-19 20-24 25
Longevity 2% 4% 6% 10% 12%
Monthly Education Incentive
AA Degree 4%
BA Degree 6%
WI
DEFERRED COMPENSATION
The City contributes 1%of the Police Guild
Non-Commissioned employee's base wage
per year to a deferred compensation plan for
all Union members in recognition of the Police
Department's National Accreditation.
Uniform Allowance
Crime Prevention Coordinators shall receive
$450.00 per year as clothing allowance.
A quartermaster system is in effect for Jailers,
Police Service Specialists, Police Secretaries,
Animal Control Officers, Traffic Controllers and
Evidence/Identification Technicians.
�l 000 BUDGET CITY OF •
8-10 Vill
wr
FIRE DEPARTMENT
20 INDEX OF SALARIES
8L PAY RANGES
FIRE DEPARTMENT — COMMISSIONED OFFICERS (Grade Code F)
Grade/Monthly Pay: Step A Step B Step C Step D Step E
F70 3,340 3,413 3,686 4461 4,481
F71 5,153
F72 5,823
F73 6,463
Note: E Step reflects a .5% differential over the D Step for
employees who are officers or who have a full defibrillation
certificate (EMT/DEFIB) from King County Emergency Medical
Services and 36 months of service.
*See Management &Supervisory Table for:
Fire Chief and Fire Deputy Chief
Longevity Pay(Percent Calculated on Base Pay
of Grade 70/E Step and Completed Years of Service
5 years 10 years 15 years 20 years 25 years
2% 4% 6% 10% 12%
Education
Fire Science Certification 2 Percent of Base Pay-Grade 70/E Step
Fire Science Degree 4 Percent of Base Pay-Grade 70/E Step
Fire Science Degree plus any 4-Year Degree 6 Percent of Base Pay-Grade 70/E Step
rrr
*Fire Department Management eligible for Longevity and Education Pay.
Physical Fitness Deferred Compensation
(On Completion of a Physical Fitness Exam
Administered by a Civil Service Exam)
The City contributes.5 percent of the employee's base wage to a deferred
compensation or deferred insurance plan, effective January 1, 2000.
■ The City contributes .5 percent of the employee's base wage to a deferred
compensation or deferred insurance plan, effective January 1, 2001.
• The City contributes 2.5 percent of the employee's base wage to a deferred
compensation or deferred insurance plan, effective January 1,2002 and
subsequent years after.
Deferred Compensation/Income Protection Plan
Grade 70,71,72 The City contributes a total of 3 percent of the employee's base wage to a deferred compensation or
deferred insurance plan. Two percent of this total is in exchange for 96 hours of overtime at straight
time pay.
Grade 73 The City contributes 1 percent of the employee's base wage to a deferred compensation or deferred
insurance plan in exchange for all overtime at straight time pay.
srr
2000 BUDGET CITY OF •
�'
8-11
HOURLY NON-REGULAR
2000 INDEX OF SALARIES
81 PAY RANGES
FIRE DEPARTMENT — COMMISSIONED OFFICERS (Grade Code F)
Day Shift Differential(30 Consecutive Days or More)
Grade 71 and 72 4%of Base Pay
Grade 73 3%of Base Pay
Annual shift hours equal 2,430 hours/year;467 hours/week
Uniform Allowance
$450 Per Year Effective January 1, 2000&January 1,2001
1%of Base Wage Effective January 1,2002 &Subsequent
Years After
Ail
*Fire Department Management eligible for Uniform Allowance.
Ali
4d
2000 BUDGET CITY OF RENTON
jR
&12
go 7
HOURLY NON-REGULAR
ZOOO INDEX OF SALARIES
8T PAY RANGES
HOURLY NON-REGULAR SALARY SCHEDULE (Grade Code H)
to Grade/Hourly Pay: Step A Step B Step C Step D Step E
HO1 6.50 6.75 7.00 7.25
H02 7.50 7.75 8.00 8.25 8.50
H03 8.75 9.00 9.25 9.50 9.75
err H04 10.00 10.25 10.50 10.75 11.00
H05 11.25 11.50 11.75 12.00 12.25
HO6 12.50 12.75 13.00 13.25 13.50
H07 13.75 14.00 14.25 14.50 14.75
H08 15.00 15.25 15.50 15.75 16.00
H09 16.25 16.50 16.75 17.00 17.25
H10 17.50 17.75 18.00 18.25 18.50
H 1 1 18.75 19.00 19.25 19.50 19.75
H12 20.00 20.50 21.00 21.50 22.00
H13 22.50 23.00 23.50 24.00 24.50
H14 25.00 25.50 26.00 26.50 27.00
H15 27.50 28.00 28.50 29.00 29.50
H16 1.00
H17 30.00 35.00 40.00 45.00 50.00
Suggested Salary Ranges by Position Type
Position Grade
Office Engineering Aide I H01
Office Engineering Aide II H03
irr Office Engineering Aide III HO6
Planner/Coordinator H02
Laborer HO1
Library Page H01
Library Associate I H04
Library Associate II/III HO6
Lifeguard/Aquatic H02
Recreation Leader/Attendant HO1
Recreation Manger/Director H03
Recreation Assistant Manager/Director H02
Instructor H16
rw Engineer/Professional H12
rvr
DEFERRED COMPENSATION
Hourly employees are not
eligible for City contribution.
�`
8-13
BUDGET GLOSSARY Will
Accounting System: The total set of records and procedures which are used to record, classify,
and report information on the financial status and operations of an entity.
Accrual Basis: A basis of accounting in which transactions are recognized at the time they are
incurred, as opposed to when cash is received or spent. Also, see Modified Accrual Basis of
Accounting.
Activity: A combination of people, technology, supplies, methods, and environment that
produce a given product or service.
Ad Valorem Taxes: A tax levied on the assessed value of real property.
Agency Fund: A fund used to account for assets held by a government as an agent for
individuals, private organizations, other governments, and/or other funds.
Appropriation: Legislation by the City Council that approves budgets for individual funds.
Appropriation ordinances authorize spending in the personnel services, non-personnel
services, employee benefits, equipment accounts, debt service, and capital categories.
Departments cannot spend more money than is approved in these categories.
Appropriations can only be adjusted by passage of a subsequent ordinance of the City
Council upon recommendation by the Mayor.
Arbitrage: The excess of the yield on investments acquired with gross proceeds of a bond
issue over the bond yield of the issue. This excess must be rebated to the United States
Treasury, and is called arbitrage rebate.
Assessed Valuation: The estimated value placed upon real and personal property by the King
County Assessor as the basis for levying property taxes.
BARS: The State of Washington prescribed Budgeting, Accounting, Reporting System Manual
required for all governmental entities in the State of Washington.
Base Budget: Ongoing expense for personnel, contractual services, and the replacement of
supplies and equipment required to maintain service levels previously authorized by the City
Council.
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 1st, 2000,
including amendments through December 31st, 2000.
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.
oil
8-1a
+t BUDGET GLOSSARY
to Budget Adjustment: A procedure to revise a budget appropriation either by City Council
approval through the adoption of a supplemental appropriation ordinance for any
interdepartmental or interfund adjustments, or authorization by the Mayor to adjust
appropriations within a departmental budget.
Budgets and Budgetary Accounting: The City of Renton budgets its funds in accordance with the
r Revised Code of Washington (RCW) 35A.33. In compliance with the Code, annual
appropriated budgets are adopted for the General, Special Revenue, Debt Service, and
Capital Projects Funds. Any unexpended appropriations lapse at the end of the fiscal year.
For Governmental Funds, there is no substantial difference between budgetary basis and
generally accepted accounting principles. Annual appropriated budgets are adopted at
the fund level.
Budget Calendar: The schedule of key dates or milestones that the City follows in the
preparation and adoption of the budget.
�,. Budget Document: The official written statement prepared by the budget office and
supporting staff which presents the proposed budget to the City Council.
Budgetary Control: The control or management of a government in accordance with the
approved budget for the purpose of keeping expenditures within the limitations of available
appropriations and resources.
CDBG: Community Development Block Grant is funding for the purpose of carrying out
eligible community development and housing activities.
CIP: See Capital Improvement Program.
Capital Assets: Assets of significant value, which assets have a useful life of several years.
Capital assets are also called fixed assets.
rrr
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
w. identifying the expected beginning and ending date for each project, the amount to be
expended in each year, and the method of financing those expenditures.
Capital Outlay: Expenditures, which result in the acquisition of, or additions to, fixed assets.
Examples include land, buildings, machinery and equipment, and construction projects.
Cash Basis: A basis of accounting in which transactions are recognized only when cash is
received or disbursed. The City of Renton operates on a cash basis.
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
otherwise budgeted for.
Cost Center: An organization budget/operating unit within each City division or department.
iW
Z-4'R 000 BUDGET a CITY OF RENTON
rr 8-15
BUDGET GLOSSARY
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.
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
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, di
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.
ur
EOC: The Emergency Operations Center is located at Fire Station 14 and is to be used by the
Emergency Management Team as the command center in the event of an emergency in
the greater Renton area.
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.
.r
11: 000 OF •
8-16
do BUDGET GLOSSARY
r
Fund: An independent fiscal and accounting entity with a self-balancing set of accounts
recording cash and/or other resources together with all related liabilities, obligations,
reserves, and equities which are segregated for the purpose of carrying on specific activities
or attaining certain objectives.
Full-Time Equivalent Position (FTE): FTE is a measure of a position by its budgeted hours. For
example, 1 FTE equals 2,080 hours and .75 FTE equals 1,566 hours.
Fund Balance: Difference between fund assets and fund liabilities (the equity) in governmental
funds. Fund balances will be classified as reserved or undesignated.
Reserved funds: An account used to indicate that a portion of fund equity is
legally restricted for a specific purpose.
Undesignated fund balance: The funds remaining after reduction for reserved
balances.
In addition, many of the special funds are themselves restricted as to use, depending on the
legal restrictions governing the levy of the funds they contain. Examples are Debt Service
Fund and the Capital Improvement Fund.
GAAP: Generally Accepted Accounting Principles are standards used for accounting and
reporting used for both private industry and governments.
GASB: Government Accounting Standards Board established in 1985 to regulate the rules
and standards for all governmental units.
General Fund: The fund supported by taxes, fees, and other revenue that may be used for
any lawful purpose.
General Obligation Bonds: Bonds for which the full faith and credit of the insuring government
are pledged for payment.
Goal: The end toward which effort or ambition is directed. Condition or state to be brought
about by a course of action.
Indebtedness: The state of owing financial resources to other financial institutions and
investors.
Interfund Payments: Expenditures made to other funds for services rendered. This category
includes interfund repairs and maintenance.
Intergovernmental Services: Intergovernmental purchases of those specialized services typically
performed by local governments.
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.
r Internal Service Fund: Funds used to account for the financing of goods or services provided
by one department or agency to other departments or agencies of the City, or to other
governments, on a cost-reimbursement basis.
:R
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8-17
BUDGET GLOSSARY
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.
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 City benefits and compensated according to the City of Renton Index of wry
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 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.
Operating Transfer: Routine and/or recurring transfers of assets between funds.
:(=ft2000 BUDGET CITY OF RENTON
s-is
BUDGET GLOSSARY
Other Services and Charges: A basic classification for services other than personnel services
that are needed by the City. This item includes professional services, communication, travel,
advertising, rentals and leases, insurance, public utility services, repairs and maintenance,
and miscellaneous.
PERS: Public Employees Retirement System provided for, other than Police and Fire, by the
State of Washington.
PWTF: See Public Works Trust Fund.
` Performance Measures: Indicators of program performance that are collected to show the
impact of resources spent on city services directly tied to program results.
Personnel Benefits: Those benefits paid by the City as part of the conditions of employment.
Examples include insurance and retirement benefits.
Police Guild Union: Represents commissioned police officers and sergeants, and non-
commissioned personnel.
Program: A group of related services or activities that are provided or administered by a
department or division and accounted for in its budget.
Public Works Trust Fund Loans: A State revolving loan fund that provides low-interest loans to
• help local governments maintain or improve essential public works systems.
Reserve: See fund balance.
Resources: Total dollars available for appropriations including estimated revenue, fund
transfers, and beginning fund balances.
Retained Earnings: An equity account reflecting the accumulated earnings of the City.
Revenue: Income received by the City in support of a program of services to the community.
It includes such items as property taxes, fees, user charges, grants, fines and forfeits, interest
income and miscellaneous revenue.
Revenue Bonds: Bond issued pledging future revenue (usually water, sewer, or drainage
charges) to cover debt payments in addition to operating costs.
Revenue Estimate: A formal estimate of how much revenue will be earned 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.
t.
000 BUDGET* CITY OF RENTON
.. s-19
BUDGET GLOSSARY
Special Revenue Fund: A fund used to account for the proceeds of specific revenue sources
that are legally restricted to expenditure or specified purposes.
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.
til
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.
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.
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 of AFSCME): Labor
union representing all regular non-exempt personnel, grades 1 through 29.
W
000 BUDGET- CITY OF •
8-20
D d You now . 11
Gene Coulon Memorial Beach Renton River Days festival attracts The IKEA Performing Arts Center, a
Park, a stunning 55-acre park, has nearly 50,000 visitors annually, new 550 seat Renton Community
rr nearly 1.5 miles of Lake Washington Performing Arts Center, is planned
waterfront and over 1.3 million Renton's number one source of for construction as part of the
visitors a year. retail sales is car dealerships. In Renton High School's renovation
1999,$3.4 million in car sales was scheduled to begin in summer
Last year, the City of Renton generated,25%of the total retail
2000.
processed 3,209 permits,including sales for the city.
244 building permits for different The number of individuals within the
types of new housing units and Renton's strategic location Renton community who have
rr commercial buildings. connects people to three interstate completed four or more years of
freeways and four state highways. college is nearly twice the national
Over 10,000 visitors use Renton's
Seaplane base. Southport, planned for construction average.
rrr in 2000,is a mixed-use waterfront The Piazza, a public park, and
Over 100 community leaders development on Lake Washington adjoining Gateway project on
volunteer their time mentoring kids adjacent to Gene Coulon Beach South 3rd Street in downtown
for Communities in Schools of Memorial Park. Renton will be completed in early
to Renton. 2000.
The Cedar River runs through town
Over 320 new Renton business and is lined by a beautiful 4.5-mile The Renton Historical Museum has
licenses were issued to businesses paved trail.
interesting artifacts and
which opened, changed memorabilia documenting
ownership, relocated to Renton or The City has maintained a public
library system since 1914 and now Renton's history.
moved to Renton last year, rY Y
provides a reciprocal agreement The City of Renton has 26
Over 46,000 people are employed with the King County Library
developed parks,an eighteen hole
in Renton. System. public golf course,twelve miles of
Renton area restaurants offer a The Renton Public Library is trails and 732 acres of open space
wide range of food venues with uniquely situated over the Cedar for passive and active recreation.
unique locations and concepts for River and offers spectacular views Over 900 individuals participate in
dining. of the river and surrounding park. different volunteer opportunities
IN Renton has 2.8 million square feet The City of Renton web site, and in 1999, contributed over
56,000 hours to the City of Renton.
of class A office space,37%of the www.ci.renton.wa.us, is a nationally
south end market. recognized for its design, content Renton's Cable Channel 21,
1110 Renton has an impressive outdoor and ease of use. features several city-produced
public art collection, two The City of Renton will process over programs and provides coverage
professional theater companies of Council meetings, city events
p p $150 million of value in building
to and an active arts community. permits in 2000. and development activities.
Renton offers many redevelopment Renton has successfully recruited Over 47,000 people live in Renton.
opportunities and has a City permit several hi-tech companies, The City is creating an urban
to process that is fast, efficient and a including iCopyright.com and design master plan for a 140-acre
role model for the region. Lyoninc.com. study area in the Renton Highlands,
Several City staff members featuring innovative design
im volunteer as Neighborhood Liaisons "'" ■ ( elements, a compact urban
providing a link between city 1•` ,,,11�� F development, and several
pedestrian amenities.
government and residents.
Ahead of the curve
Greater Renton Renton School District City of Renton Renton Hotel Industry Renton Technical Valley Medical Center
Chamber of College
Commerce
000 BUDGET* CITY OF •
•r &21
CITY OF RENTON, WASHINGTON - GENERAL INFORMATION
DATE OF INCORPORATION.................................September 6,1901 LICENSES&PERMITS(continued)
FORM OF GOVERNMENT.........................................Mayor-Council Animal Licenses(Dog&Cat) (1998)....................................3,389
TYPE OF GOVERNMENT..............................Non-Charter,Code City
LOCATION...................................................1 1 Miles South of Seattle FIRE PROTECTION:
LAND AREA............................................................16.52 Square Miles Number of Commissioned Fre Fighting Personnel................105
RANK IN SIZE-STATE OF WASHINGTON..........................................14 Number of Non-Commissioned Personnel...............................1 1
RANK IN SIZE-KING COUNTY............................................................6 Total Number of Fre Personnel('0 Budget).........................116
POPULATION Official 4/1/99.....................................................47,620 Number of Fire Stations(includes FD#25)..................................5
1999 KC CERT OF ASSESSED VALUATION Life Support Responses(1999)..............................................5,358
for the 1999 Tax Roll Year.......................................$4,514,441,078 All Other Responses(1999)....................................................2 340
CITY EMPLOYEES-'99 Bud(Full Time Equivalents/FTE)............655.1 Total Number of Responses(1999).......................................7,698
200 PROPERTY TAX LEVY: (Ordinance#4810) POLICE PROTECTION:
General Levy(Includes Fre Pension)........................$15,292,420 Number of Commissioned Police Personnel.........................84.0
Special Levy(Excess)....................................................$1,275,000 Number of Non-Commissioned Police Personnel................34.2
TOTAL 1999 PROPERTY TAX LEVY.....................................$16,567,420 Total Number of Police Personnel('0 Budget)..................118.2
Number of Calls for Service(1999).....................................42,634
1999 PROPERTY TAX RATES(Per$1,00 of Assessed Value)
City of Renton-General Levy.........................................$3.39877 PARKS&RECREATION f
City of Renton-Special Levy...............................................28488 Total Parks&Open Space Acreage(1999)........................1,175
TOTAL CITY OF RENTON PROPERTY TAX RATE ................$3.68365 Number of Developed Parks and Playgrounds......................27
King County.........................................................................1.68951 Major Facilities:
Port of Seattle.........................................................................21585 Liberty Park
Hospital District#1.................................................................11830 Gene Coulon Memorial Beach Park(Lake Washington)
Renton School District#403...............................................3.65397 Cedar River Trail
State of Washington...........................................................3.30278 Maplewood Golf Course
Emergency Medical Services..............................................27299 Renton Senior Activity Center
TOTAL 1999 PROPERTY TAX RATES.......................................$12.93705 Cedar River Park:
Carco Theatre
UTILITY TAX RATES: Renton Community Center
Electricity,Gas(Utility&Use),and City Utilities
(Water Sewer,Storm Drain,and Solid Waste).........................6% STREETS:
TV Cable,Telephone,and Cellular Phone..............................6% State Signed Routes(Arterials)(1999)..................................10.65
City Arterials(1999).................................................................62.40
SALES TAX RATE: Local Access Streets(1999)................................................101.36
State..........................................................................................6.5% Alleys(1999)..............................................................................6.21
Transit(Metro)..........................................................................0.6% TOTAL STREETS(1999)............................................................180.62
RTA(effective 4/1/97).............................................................0.4% NUMBER OF SIGNALIZED INTERSECTIONS................................102
City of Renton Local Option..................................................1.0%
City of Renton Local Option-Criminal Justice....................00 1 UTILITIES:
TOTAL SALES TAX RATE..................................................................8.6% WATER UTILITY:
Customers(Inside the City)............................................13,344
King County Stadium Tax Rate on Food&Beverage Customers(Outside the City)..............................................578
Sales at Restaurants,Bars&Taverns) ...................................0.5% Total Water Customers....................................................13,922
Gallons of Water Produced(1999)....................2,710,655,00
ADMISSION TAX RATE: Number of Fire Hydrants(1999).......................................2,888
Theaters and Other Events........................................................5% Miles of Water Main(1999)...............................................268.7
BUSINESS LICENSE FEE..................................$55 Per Employee/Year SANITARY SEWER UTILITY:
Total Customers(Inside the City)........................................11,738
TWO YEAR ANIMAL LICENSE FEES: Not Altered Altered Total Customers(Outside the City)...........................................0
Dog License $20.00
Cat License $10.0 $40
.50 Mies of Gra.00 Total vity Sewer and Force Main(1999).................167.42
(Life-time tags for senior citizens are offered at no cost.)
STORM DRAINAGE UTILITY:
200 UTILITY RATES: Number of Accounts...........................................................12,202
(Reduced rates for low income senior citizens,and Miles of Storm Sewers(1999).................................................180.9
disabled persons available.)
WATER: SOLID WASTE UTILITY:(Contracted Services)
Basic Service Charge(3/4"Meter)........................$10.50/Month Total Accounts......................................................................11,882
Commodity Rate:!.76/100 C.F.for First 100 cubic ft a month,
$1.88 charged in excess of 100 cubic feet. AIRPORT:
CITY SEWER:(Single Family Residence.......................$12.29/Month Area in acres.........................................................................167.21
METRO SEWER:(Single Family Residence..................$19.50/Month Feet of Asphaltic Concrete Runway...................................5,379
STORM SEWER:(Single Family Residence....................$5.23/Month Total Operations(10/98-09/99)......................................106,458
GARBAGE RATES:(Residential)
I can(32 gal)/Wk,curbside...................................$12.80/Month LIBRARY:
1 additional can,weekly..........................................$7.60/Month Libraries(Main and Highlands)....................................................2
ELECTION: Number of City Resident Borrowers....................................22,999
Number of Precincts....................................................................70 Number of Non-Resident/King County Borrowers..............6,868
Number of Registered Voters(1999)..................................25,126 Number of Interlibrary Loan Borrowing Libraries....................393
Total Registered Borrowers(1999)......................................30,260
LICENSES&PERMITS Total Books/Holdings(1999)..............................................147,253
General Business Licenses(1999)..........................................3,925 Total Titles(1999).................................................................102,716
Amusement Devices.................................................................242 Total Circulation(1999)......................................................334,619
); 000 BUDGET CITY OF • -
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TABLE 16: REVENUE DETAIL - ALL FUNDS
w REVENUE 1997 1998 1999 1999 2000 %Chg %Chg
Actuals Actuals Budget Actuals Budget 98-99 99-2000
TAX REVENUES:
Property Tax-General Levy 12,966,258 13,119,160 14,470,480 14,310,777 15,783,836 4.8% 9.1%
Property Tax-Special Levy 1,267,972 1,390,793 1,270,000 1,339,623 1,275,000 9.6% 0.4%
Total Property Taxes 14,234,230 14,509,953 15,740,480 15,650,400 17,058,836 5.2% 8.4%
Retail Sales and Use Tax 13.438,839 14,948,815 15.775,619 15,282,981 16,100,000 12.6% 2.1%
Utility Taxes 6,932,862 7,071,938 7,530,972 7,579,958 8,080,000 6.7% 7.3%
Other Taxes:
Admissions Tax 174,926 281,148 275,000 309,199 275,000 -15.4% 0.0%
Franchise Fees 244,065 292,237 275,000 366,188 325,000 22.2% 18.2%
�y Excise Taxes 1,833,044 2,368,380 1,320,000 2,316,523 1,347,900 36.1% 2.1%
Emergency Medical Service Levy Funds 577,297 0 584,765 432,973 432,975 35.1% -26.0%
Gambling Excise Tax 1,195,882 1,984,097 1,979,020 2,459,571 2,404,328 49.1% 21.5%
Total Other Taxes 4,025,214 4,925,862 4,433,785 5,884,454 4,785,203 35.2% 7.9%
TOTAL TAX REVENUE 38,631,145 41,456,568 43,480,856 44,397,793 46,024,039 10.6% 5.8%
LICENSES AND PERMITS:
Business Licenses&Permits 2,298,229 2,597,025 2,105,411 2,572,812 2,438,800 2.1% 15.8%
err Building Permits 1,541,514 1,619,621 997,113 1,174,166 948,620 21.5% -4.9%
Non-Business Licenses/Permits 46,157 53,670 30,983 51,045 49,800 -3.2% 60.7%
TOTAL LICENSES AND PERMITS 3,885,900 4,270,316 3,133,507 3,798,023 3,437,220 7.5% 9.7%
INTERGOVERNMENTAL REVENUE: 71,109
to Federal Grants 2,716,983 4,231,632 3,704,381 2,433,828 3,547.981 420.0% -4.2%
State Grants 700,211 4,118,105 2,898,069 439,683 50,000 41.9% -98.3%
Motor Vehicle Excise Tax(MVET) 710,780 673,129 754,378 738,918 71,109 -4.4% -90.6%
Local Vehicle License Fee/Transp 387,002 396,664 350,000 426,142 350,000 0.0% 0.0%
No State DUI 0 0 0 9,655 0 N/A N/A
State/Street Fuel Taxes 1,034,352 1,043,100 1,063,045 1,045,698 1,114,020 0.6% 4.8%
State/Fire Insurance Premium Tax 69,305 61,775 68,200 75,340 69,000 -3.5% 1.2%
State/Liquor Board Profits/Excise Tax 386,209 470,120 356,777 394,800 456,915 -4.6% 28.1%
Intergovernmental Service&Interlocal Grants 1,553,969 1,622,421 1,017,643 886,997 877,230 -18.4% -13.8%
TOTAL INTERGOVERNMENTAL REVENUE 7,558,811 12,616,946 10,212,493 6,451,061 6,536,255 53.7% -36.0%
CHARGES FOR SERVICES:
rr General Government 292,454 348,499 248,843 275,361 252,800 11.1% 1.6%
Public Safety 434,475 463,459 478,237 453,726 462.315 78.3% -3.3%
Utility&Environment 26,857,754 28,285,771 28,980,131 28.618,502 29,274,025 8.6% 1.0%
Transportation Mitigation 846,230 973,729 500.000 855,407 500,000 100.0% 0.0%
Other Transportation 5,710 24,034 7,000 7,522 7,000 0.0% 0.0%
Plan Checking Fees 601,093 582,273 450,000 459,364 450,000 38.5% 0.0%
Fre&Park Mitigation 744,902 929,157 550,000 818,766 550,000 100.0% 0.0%
Planning/Zoning/EIS Fees 205,366 189,024 108,000 178,838 103,397 -26.5% -4.3%
Recreation 2,112,477 2,144,477 2,047,300 2,222,153 2,089,600 4.0% 2.1%
Equipment Repair/Maintenance Charges 1,281,750 1,452,384 1,506,511 1,450,346 1,645,646 9.0% 9.2%
TOTAL CHARGES FOR SERVICES 33,382,211 35,392,807 34,876,022 35,339,985 35,334,783 12.5% 1.3%
err TOTAL FINES AND FORFEITS 733,561 722,054 792,500 831,327 752,440 7.0% -5.19
MISCELLANEOUS REVENUE:
Interest&Other Earnings 6,228,320 3,764,433 2,388,031 2,992,427 2,022,939 -5.1% -15.3%
am L.I.D./Special Assessment Principal 605,456 568,241 494,153 689,930 431,678 -7.1% -12.6%
Rents/Leases/Concessions 1,559,039 1,847,085 1,660,531 1,720,560 1,526,830 9.9% -8.1%
Equipment Capital Recovery Charges 733,691 786,610 1,175,886 1,195,987 1,205,225 96.7% 2.5%
Interfund Prop Liab Insurance Premiums 1,347,180 1,358,177 1,155,800 1,155,800 1,393,467 -14.7% 20.6%
1Y• Employee Insurance Premiums 3,560,912 3,771,697 4,336,600 4,197,008 4,820,233 16.1% 11.2%
Contributions from Private Sources 853,244 2,007,882 55,493 318,011 740,400 -96.1% 1234.2%
Other Miscellaneous 172,195 49,151 207,536 920,343 99,615 24.3% -52.0%
TOTAL MISCELLANEOUS REVENUE 15,060.037 14,153,276 11,474,030 13,190,066 12,240,387 -3.1% 6.7%
INTER-FUND DEPARTMENT SERVICE CHARGES: 4,482,126 4,635,057 4,418,364 4,429,555 4,428,641 2.9% 0.2%
TOTAL NON-REVENUES 5,514,775 12,813.941 6,749,851 13,261,844 12,873,174 71.4% 90.7%
TOTAL OTHER FINANCING SOURCES 24,180,674 11,042,573 5,561,793 5,944,846 3,405,801 74.8% -38.8%
TOTAL REVENUES 133,429,240 137,1 3,538 120,699,416 127,644,500 125, 2,740 16. 6
2000 OF •
'FNR
9-1
TABLE 17: EXPENDITURE DETAIL - ALL FUNDS
1997 1998 1999 1999 2000 %Chg %Chg
EXPENDITURES Actual Actual Budget Actual Budget 98-99 99-2000
SALARIES AND WAGES:
Regular Salaries 26,089,818 27,691,863 29,778,302 28,609,582 31,252,127 5.8% 4.9%
Part Time Salaries 1,669,240 1,761,137 1,947,857 1,749,475 1,963,424 6.6% 0.8%
Uniform Allowance 55,525 59,385 58,522 59,673 59,960 1.8% 2.5%
Overtime 1,227,103 1,376,753 1,443,502 1,653,201 1,507,602 13.3% 4.4%
TOTAL SALARIES AND WAGES 29,041,686 30,889,138 33,228,183 32,071,931 34,783,113 6.2% 4.7%
PERSONNEL BENEFITS:
Retirement/PERS 1,228,617 1,461,665 1,471,873 1,186,586 967,937 8.3% -34.2%
Retirement/LEOFF 609,690 634,945 707,126 582,743 574,100 7.1% -18.8%
FICA 1,750,635 1,871,298 2,021,037 1,954,447 2,113,826 5.2% 4.6%
Medical Insurance 2,308,229 2,400,953 2,796,316 2,752,382 3,078,016 11.2% 10.1%
LEOFF Retired Medical Insurance 283,900 314,401 338,384 311,066 355,134 4.8% 4.9%
Industrial Insurance 429,692 416,078 434,618 406,163 440,187 2.1% 1.3%
Life Insurance 95,168 98,027 106,335 100,370 112,185 5.8% 5.5%
Dental Insurance 634,867 670,842 787,787 778,947 883,449 13.0% 12.1%
Unemployment Compensation 74,650 64,650 65,246 65,300 65,863 1.1% 0.9%
Fire Pensions 294,403 301,558 315,000 302,775 325,000 -5.7% 3.2%
PERS Prior Service Liability 4,722 4,187 8,204 3,194 8,500 1.0% 3.6%
Long Term Disability 62,627 65,019 76,931 68,377 84,841 12.4% 10.3%
Self-Insurance Medical/Dental 2,880,987 2,729,689 3,112,000 3,280,615 3,457,300 7.7% 11.1%
Self-Insurance Life Insurance 22,000 0 15,000 0 15,000 100.0% 0.0%
Self-Insurance Workmen's Compensation 271,480 251,612 266,250 318,663 270,000 27.3% 1.4%
Self-Insurance Unemployment Compensation 44,439 74,027 68,800 74,225 90,500 6.6% 31.5%
TOTAL PERSONNEL BENEFITS 10,996,106 11,358,951 12,590,907 12,185,853 12,841,838 8.2% 2.0%
SUPPLIES:
Office/Operating Supplies 2,308,618 2,278,318 2,990,163 2,604,101 2,945,325 17.5% -1.5%
Purchased Merchandise/Inventory 538,585 431,326 319,279 291,208 326,168 11.6% 2.2%
Small Equipment 184,981 220,675 281,643 299,964 242,142 19.1% -14.0%
TOTAL SUPPLIES 3,032,184 2,930,319 3,591,085 3,195,273 3,513,635 17.1% -2.2%
OTHER SERVICES at CHARGES:
Professional Services 8,627,598 9,559,117 10,862,712 10,219,315 11,145,064 28.0% 2.6%
Communications 352,694 463,546 526,735 553,514 401,289 35.7% -23.8%
Travel and Training 244,237 249,019 378,272 296,651 376,077 31.1% -0.6%
Volunteer Travel/Meals 25,185 23,583 27,387 26,941 27,661 1.0% 1.0%
Operating Rentals&Leases 2,174,395 2,392,518 2,903,379 2,790,252 3,155,533 39.8% 8.7%
Property/Liability Insurance Premiums&Claims 2,529,206 2,590,350 3,836,670 3,537,1 13 2,804,966 48.9% -26.9%
Subtotal Misc Charges 13,953,315 15,278,133 18,535,155 17,423,786 17,910,590 33.9% -3.4%
Public Utility Services 7,886,823 8,217,932 8,659,648 8,908,101 8,791,342 6.6% 1.5%
Repairs and Maintenance 806,997 913,420 1,247,090 995,530 1,333,411 27.0% 6.9%
Other Miscellaneous Services 981,342 885,253 1,108,785 944,017 973,085 29.5% -12.2%
TOTAL OTHER SERVICES AND CHARGES 23,628,477 25,294,738 29,550,678 28,271,434 29,008,428 24.1% -1.8%
INTERGOVERNMENTAL SERVICES:
Intergovernmental Professional Services 1,277,414 1,462,546 1,486,553 1,459,642 1,571,248 3.6% 5.7%
External Taxes and Operating Assessments 1,023,967 1,087,666 1,139,658 1,099,005 1,174,327 6.4% 3.0%
Interfund Taxes 1,580,386 1,685,410 1,710,816 1,697,515 1,748,909 8.0% 2.2%
TOTAL INTERGOVERNMENTAL SERVICES 3,881,767 4,235,622 4,337,027 4,256,162 4,494,484 6.0% 3.6%
CAPITAL OUTLAY:
Land 1,078,318 103,785 565,000 516,812 954,000 25.6% 68.8%
Buildings,Structures&Other Improvements 10,771,703 7,258,167 13,373,971 7,774,344 9,625,200 328.2% -28.0%
Machinery and Equipment 1,292,127 3,160,035 7,731,291 5,617,139 3,468,245 216.8% -55.1%
Construction Projects 10,444,896 12,864,496 10,861,268 6,838,536 11,858,000 78.0% 9.2%
Street Imprvmt Projects/CIP 5,938,111 9,636,864 16,075,378 5,719,326 14,546,500 275.2% -9.5%
TOTAL CAPITAL OUTLAY 29,525,155 33,023,347 48,606,908 26,466,157 40,451,945 196.4% -16.8%
DEBT SERVICE: (Principal and Interest)
Principal 7,442,745 4,951,468 5,511,268 5,569,323 5,400,405 13.3% -2.0%
Interest and Related Debt Costs 3,759,206 3,110,918 3,522,835 3,278,944 3,078,400 4.8% -12.6%
TOTAL DEBT SERVICE 11,201,951 8,062,386 9,034,103 8,848,267 8,478,805 9.8% -6.1%
TOTAL INTERFUND PAYMENTS 2,916,222 3,013,819 3,044,965 3,074,544 3,754,242 1.3% 23.3%
TOTAL NON-EXPENDITURES 2,197,592 5,887,062 8,929,092 9,221,175 2,243,000 219.3% -74.9%
TOTAL OTHER FINANCING USES 7,747,103 10,530,854 4,51 1,590 4,669,858 3,015,801 82.2% -33.2%
TOTAL EXPENDITURES 124,168,243 135,226,236 157,424,538 132,260,654 142,585,291 47.4% -9.4% ,
tf
000 BUDGET CITY OF •
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Ahead of the curve
2000 . OF •
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9-3
TABLE 18: NEW PROGRAMS AND MA]OR FUNDING DECISIONS DETAIL
CITY OF RENTON BUSINESS PLAN GOALS:
1 Encourage and Support Economic Development and Downtown Redevelopment
2 Encourage and Support Neighborhood Revitalization
3 Improve the City's Image in the Community and Region
4 Meet the Service Demands that Contribute to the Livability of the Community
5 Work with the County and Neighboring jurisdictions to Influence Agreements that Impact the City
Reg New Programs and Major Funding 2000 Council Goal
Dept FTE Decisions Over$5,000 Budget 1 #1 1 #2 1 #3 1 #4 1 #5
Human Resources and Risk Management Department: ]
Human Resources
1.0 Human Resource Specialist 49,200 X
City Wide Leadership Training 25,000 X
Recruitment/Advertising 10,000 ! X
FTE 1.0 Total Human Resources&Risk Mgmt Dept 84,200
Finance and Information Services:
Information Services:
I
1.0 Information Services Help Desk Supervisor 62,360 X
FTE 1.0 Total Finance and Information Services 62,360
Economic Development, Neighborhoods,and Strategic Planning.
Endangered Species Act 100,000 X i X X
1.0 Planning Technician 26,970 X X
FTE 1.0 Total Econ Dev, Neighborhoods and Strat Plnng 126,970
Police:
d
Administration:
Laptop Computers 75,000 X
King County Jail Services 34,000 ! X
FTE 0.0 Total Police Department 109,000
Fire:
Suooression:
2.0 Two New Firefighters 140,500 X X X X
Prevention and Investiaotion
1.0 Fire Inspector I 90,000 X j X X X
FTE 3.0 Total Fire Department 230,500
Community Services( General Governmental Funds):
Administration
1.0 Secretary II 46,530 X
Facilities!Parks Fund;
Downtown Core Maintenance 7,000 X X X
Parks Maintenance(Parks Fund):
Consulting Services- Cedar River Gabions 10,000 X
Downtown Core Maintenance 92,210 X X X
FTE 1.0 Total Community Services(Gen Gov't Funds) 155,740
lr 000 BUDGET CITY OF •
9-4
No
TABLE 18: NEW PROGRAMS AND MAJOR FUNDING DECISIONS DETAIL
so Reg New Programs and Major Funding 2 Council Goal
Dept FTE Decisions Over$5,000 I Budget I #1 #2 #3 #4 #5
Planning, Building, Public Works(General Governmental Funds):
Development Services:
Code Compliance Officer from Limited Term to Reg 60,000 X X
Street Fund(Fund 103):
Street Overlay Program I 100,000 X X X X
1.0 Civil Engineer III, Limited Term 66,000 X X
FTE 1.0 Total Ping,Bldg,PW(General Gov'tl Funds) 226,000
Total General Governmental Funds New
FTE 8.0 Programs&Major Funding Decisions 994,770
Fund 316 Municipal Facilities Capital Fund.
Comprehensive Plan Update 50,000 X i X
Fire Computer Consultant 25,000 I j X
Performing Arts Center 50,000 X X
Senior Center Major Maintenance 15,000 X X
Liberty Park Stadium Roof Replacement 15,000 X X
Carco Theater Refurbish 30,000 X X
Pavement Repair 83,000 X X X
Boat House 44,000 X X
Old City Hail Flood Wall 50,000 X
Athletic Field Light Pole Replacement 90,000 X X
Skateboard Park 150,000 X X
Neighborhood Grant Program I 50,000 I X X X
irr Technology Plan 150,000 X
Port Quendall 171,000 X
Fire Station 11 Remodel 10,000 X
Fire Station 12 Decontamination and Power 35,000 X
Total Municipal Facilities Capital Fund 1,018,000 -T
Fund 401 Waterworks Utility Operating Fund:
0.5 Office Assistant 11 9,850 X
FTE 0.5 Total Waterworks Utility Operating Fund 9,850
rrr
Fund 403 Solid Waste Utility Fund:
Downtown Core Block Maintenance 3,3001 X
FTE 0.0 Total Solid Waste Utility Fund j 3,300
i
Fund 501 Equipment Rental Fund:
•r Purchase Aid Unit i 160,000 X
Vehicle for Code Compliance Officer 25,000 X X
Vehicle for new Fire Inspector 25,000 X
w Vehicle for Community Services 25,0001 X
FTE 0.0 Total Equipment Rental Fund 235,000
FTE 8.5 Total New Programs 8 Major Funding Decisions 2,260,920
,t
: 2000 BUDGET CITY OF •
;rt
9-5
>
TABLE 19: 2000 REVENUE, EXPENDITURES, FUND SOURCES - ALL FUNDS
General Government Spedal Revenue
000 _T 101 103 106 201/207/212/215 Total 102 104
General Parks Street Ubrary Um GO 2000 Arter Str CDBG
REVENUE
Property Tax 11,157,836 1,938,300 1,296,800 1,263,400 15,656,336
Sales Tax 9,361,714 2,405,000 2,978,286 14,745,000
Sales Tax/Criminal Justice 880,000 880.000
Admissions Tax 275,000 275,000
Utility Tax&Natural Gas Use Tax 4,475.000 2.975,000 600,000 8,050,000
Real Estate Excise Tax 637,500 637,500
EMS Levy Funds 432,975 432,975
Gambling Excise Tax 2,404,328 2,404,328
Franchise/Leasehold Excise 397,900 397.900
Other Taxes 0
Sub-TotaiTaxes 29,384,753 7,318,300 3,578,286 1,296,800 1,900,900 43.479,039 0 0
Business License Fee 468,000 468,000
Building Permits 926,020 926,020
Other Licenses/Permits 128,600 20,000 148,600
Community Dev Block Grants 0 291,495
Other Federal/State Grants 135,000 135,000
State Shared Revenue 684,980 756.070 1,441,050 357,600
Other Intergovernmental 720,274 720,274
Charges for Services 1,165,759 489,800 8,000 1,663.559 11110
Fines and Forfeits 727,440 25,000 752,440
Interest Earnings 758,600 25,000 90,000 7,500 12,465 893,565 6,000
Miscellaneous Revenue 38.080 448.500 66,015 1,000 553,595
Non-Revenue 0
Other Financing Sources 77.650 77,650 to
Interfund Revenue 2,562,137 1,064,104 3,626,241
TOTAL NEW REVENUE 37,699,643 8,281.600 5,574,475 1,338,300 1,991.015 54,885,033 363,600 291,495
Use of Prior Yr Revenue 1.638.012 0 0 0 855,000 2,493.012 0 0
Revenue for Reserve 0 0 0 0 0 0 (10,100) 0
TOTAL REVENUE 39,337,655 8,281,600 5,574,475 1,338,300 2,846,015 57,378,045 353,500 291,495
EXPENDITURES
Legislative 137,345 137,345
Executive: Administration(Mayor) 612,176 612,176
Municipal Court 1,169,893 1,169,893
Legal Services 907,372 907,372
Hearing Examiner 114,386 114.386
City Clerk 385,061 385,061
Econ Dev,Neighbrhds&Strat Ping 1,106,619 1,106,619
Human Resources&Risk Mgmt: 635,247 635,247
Insurance 0
Finance and Information Services:
Finance&Information Systems 2.771,724 2.771,724
Non-Departmental/Misc 2.575,712 2.575.712
Debt Service 1.991.015 1,991,015
Police 12,828,105 12,828,105
Fire 10,649,713 10,649,713
Planning/Building/Pub Wks:
Administration 292,918 292,918
Development Services 2,810,201 2,810,201
Transportation 3,271.700 3,271,700
Utility Systems&Technical Sery 404,014 404,014
Maintenance Services 2,302,775 2,302,775
Community Services:
General Services/Parks 8.281,600 8,281,600
Housing&Human Services 458,878 458.878
Comm Dev Block Grants 0 291,495
Library 1,338,300 1,338,300
Golf Course 0
Transfers-Out 1,478,291 855,000 2,333,291 353,500
TOTAL EXPENDITURES 39,337,655 8,281,600 5,574,475 1.338,300 2,846,015 57,378,045 353,500 291795
Fund Balance, January 1 5.374,698 1,291,185 953,432 307,836 1,151,239 9,078,390 153,674 (45,586)
Revenue 37,699,643 8,281,600 5,574,475 1,338,300 1,991,015 54,885,033 363,600 291,495
Expenditures (39,337,655) (8.281,600) (5,574,475) (1,338,300) (2,846,015) (57,378,045) (353,500) 291,495
Fund Balance Plus Reserves 3,736.686 1,291,185 953,432 307,836 296,239 6,585,378 163,774 (45,586)
Operating Reserves 3.147,012 662,528 445,958 107,064 0 4,362.562 0 0
Other Reserves 0 0 0 0 0 0 0 0
TOTAL ENDING FUND BALANCE 589,674 628,657 507,474 200.772 296,239 2.222,816 163,774 (45,586)
9-6
1w
TABLE 19: 2000 REVENUE, EXPENDITURES, FUND SOURCES - ALL FUNDS
61110
Special Revenue Debt Service Capital imp
105 110 118 125 127 213/219 220 221 301
Impac Mit HoteVMotel Paths 196 Art Cable Com Unlim G.O. LID Debt Sv LID Guar Cky Hall GP
No REVENUE
Properly Tax 1,275,000
Sales Tax 175,000
Sales Tax/Criminal Justice
Admissions Tax
11110 Utility Tax&Natural Gas Use Tax 30,000
Real Estate Excise Tax
EMS Levy Funds
Gambling Excise Tax
Franchise/Leasehold Excise
Other Taxes
Sub-Total Taxes 0 175,000 0 0 30,000 1,275,000 0 0 0
Business License Fee
Building Permits
Other Licenses/Permits
Community Dev Block Grants
Other Federal/State Grants
State Shared Revenue 350
Other Intergovernmental
Charges for Services
Fines and Forfeits
Interest Earnings 1,250 5,500 12,500 7,000 9,500
Miscellaneous Revenue 431,678
Non-Revenue
r Other Financing Sources
Interfund Revenue
TOTAL NEW REVENUE 0 175,000 350 1,250 35,500 1,287,500 438,678 9,500 0
Use of Prior Yr Revenue 0 110,000 0 0 0 0 0 90,500 0
r Revenue for Reserve 0 0 (350) 0 (5,000) 0 0 0 0
TOTAL REVENUE 0 285,000 0 1,250 30,500 1,287,500 438,678 100,000 0
EXPENDITURES
Legislative
No Executive: Administration(Mayor) 1,250 30,500
Municipal Court
Legal Services
Hearing Examiner
City Cierk
Econ Dev,Neighbrhds&Strat Ping 285,000
Human Resources&Risk Mgmt:
Insurance
Finance and Information Services:
tI�M Finance&Information Systems
Non-Departmenta I/Misc
Debt Service 1,287,500 438,678
Police
Fire
rl• Planning/Building/Pub Wks:
Administration
Development Services
Transportation
Utility Systems&Technical Sery
Maintenance Services
Community Services:
General Services/Parks
Housing&Human Services
Comm Dev Block Grants
Library
Golf Course
Transfers-Out 100,000
TOTAL EXPENDITURES 0 285,000 0 1,250 30,500 1,287,500 438,678 100,000 0
Fund Balance, January 1 0 150,352 2,807 27,830 186,784 1,103,574 399,426 237,035 0
Revenue 0 175,000 350 1,250 35,500 1,287,500 438,678 9,500 0
Expenditures 0 (285,000) 0 (1,250) (30,500) (1,287,500) (438,678) (100,000) 0
Fund Balance Plus Reserves 0 40,352 3,157 27,830 191,784 1,103,574 399,426 146,535 0
M Operating Reserves 0 0 0 0 0 0 0 0 0
Other Reserves 0 0 0 0 0 0 0 0 0
TOTAL ENDING FUND BALANCE 0 40,352 3,157 27,830 191,784 1,103,574 399,426 146,535 0
err
�• srs BUDGET CITY OF •
nri
9-7
TABLE 19: 2000 REVENUE, EXPENDITURES, FUND SOURCES - ALL FUNDS
Capital Improvement Enter ise
303 304 305 306 316 317 320 401 421 ?
C D Midg Fire Midg Trans Midg Leased Qty Mun Fac Trans CIP LID Conor W/S/S Udl W/S/S Const
REVENUE
Property Tax 52,500
Sales Tax 300,000
Sales Tax/Criminal Justice
Admissions Tax
Utility Tax&Natural Gas Use Tax
Real Estate Excise Tax 637,500
EMS Levy Funds
Gambling Excise Tax
Franchise/Leasehold Excise
Other Taxes
Sub-Total Taxes 0 0 0 52,500 937,500 0 0 0 0
Business License Fee 1,872,000
Building Permits 22,600
Other Licenses/Permits
Community Dev Block Grants
Other Federal/State Grants 72,000 2.447,486 10,000
State Shared Revenue 350,000
Other Intergovernmental
Charges for Services 100,000 450,000 500,000 17202,610 5,000
Fines and Forfeits
Interest Earnings 21,000 45,000 85,000 200,000 172,874 100,000
Miscellaneous Revenue 1,084,000 67,650
Non-Revenue 135,000 11,089,974
Other Financing Sources 1,478,291 1,459,860
Interfund Revenue 955,000 801,358
TOTAL NEW REVENUE 121,000 495,000 585,000 52,500 4,726,791 6,129,346 0 18,412,092 11,194,974
Use of Prior Yr Revenue 0 355,000 421,360 0 5,307,409 8,468,154 0 0 729,026
Revenue for Reserve 0 0 0 0 0 0 0 (362,272) 0
TOTAL REVENUE 121,000 850,000 1,006,360 52,500 10,034,200 14,597,500 0 18,049,820 11,924,000
EXPENDITURES
Legislative
Executive: Administration(Mayor) 50,000
Municipal Court
Legal Services
Hearing Examiner
City Clerk
Econ Dev,Neighbrhds&Strat Ping 983,000
Human Resources&Risk Mgmt:
Insurance
Finance and Information Services:
Finance&Information Systems 1,100,000
Non-Departmental/Misc 1,461,000 1,180,419
Debt Service 944,661 66,000
Police
Fire 850,000 25,000
Planning/Building/Pub Wks:
Administration 255,189
Development Services 399,502
Transportation 14,597,500
Utility Systems&Technical Sery 3,574,988 11,858,000
Maintenance Services 10.738,061
Community Services:
GeneralServices/Parks 121,000 52,500 6,255,200
Housing&Human Services
Comm Dev Block Grants
Library 160,000
Golf Course
Transfers-Out 1,006,360 957,000
TOTAL EXPENDITURES 121,000 850,000 1,006,360 52,500 10,034,200 14,597,500 0 18,049,820 11,924,000
Fund Balance, January 1 993,900 5,875,410 7,254,101 180.731 5,307,409 5,668,159 0 1,936,554 1,954,592
Revenue 121,000 495,000 585,000 52,500 4,726,791 6,129,346 0 18,412,092 11,194,974
Expenditures (121,000) (850,000) (1,006,360) (52,500) (10,034,200) (14,597,500) 0 (18,049,820) (11,924,000)
Fund Balance Plus Reserves 993,900 5,520,410 6,832,741 180,731 0 (2,799,995) 0 2,298,826 1,225,566
Operating Reserves 0 0 0 0 0 0 0 1,157,119 0
Other Reserves 0 0 0 0 0 0 0 0 0
TOTAL ENDING FUND BALANCE 1 993,900 5,520,410 6,832,741 180,731 0 (2,799,995) 0 1,141,707 1,225,566
2000 BUDGET CITYOF •
9-8
.w TABLE 19: 2000 REVENUE, EXPENDITURES, FUND SOURCES - ALL FUNDS
Enterprise Internal Service Fiduciary Tout A11 Funds
451 402 403 404 424 S01 502 601 Total
W/S/S Rev B AirportSol Waste Golf Crs Golf CIP E4 Rental Insurance Fire Pension 2000
REVENUE
Property Tax 75,000 17,058,836
Sales Tax 15,220,000
Sales Tax/Criminal Justice
880,000
Admissions Tax
275,000
No Utility Tax&Natural Gas Use Tax 8,080,000
Real Estate Excise Tax 1,275,000
EMS Levy Funds 432,975
Gambling Excise Tax
2,404,328
Franchise/Leasehold Excise 397,900
Other Taxes
0
Sub-Total Taxes 0 0 0 0 0 75,000 0 0 46,024,039
Business License fee
2,340,000
Building Permits 948,620
11r Other Licenses/Permits
148,600
Community Dev Block Grants 291,495
Other Federal/State Grants 642,000 3,306,486
State Shared Revenue 69,000 2,218,000
Other Intergovernmental 162,200 882,474
10 Charges for Services 3,245,160 7,000 8,831,010 1,794,800 1,645,646 35,444,785
Fines and Forfeits 752,440
Interest Earnings 80,000 15.000 30,000 38,000 128,750 62,000 1,912,939
Miscellaneous Revenue 627,000 376.500 1,205,225 6,226,800 10,572,448
Non-Revenue 531,000 11,755,974
fill Other Financing Sources 25,000 10,000 3,050,801
Interiund Revenue 1,040
5,383,639
TOTAL NEW REVENUE 3,245,160 1,356.000 9,009,250 2,226,300 531,000 2,973,871 6,355,550 131.000 125,032,740
Use of Prior Yr Revenue 125,980 465,428 0 0 22,000 0 0 200,670 17,552.551
Revenue for Reserve 0 0 (97,780) 0 0 (314,056) (446,430) 0 0
TOTAL REVENUE 3,371,140 1,821,428 8,911,470 2,226,300 553,000 2,659,815 5,909,120 331,670 142,585,291
EXPENDITURES
Legislative
taw 137,345
Executive: Administration(Mayor) 693,926
Municipal Court 1,169,893
Legal Services 907,372
Hearing Examiner 114,386
City Clerk 385,061
Econ Dev,Neighbrhds&Strat Ping 2,374,619
Human Resources&Risk Mgmt: 635,247
Insurance 5,738,120 5,738,120
Finance and Information Services:
Finance&Information Systems 3,871,724
Non-Departmental/Misc 31,072 231,181 112,999 166,405 171,000 331,670 6,261,458
Debt Service 3,371,140 457,461 8,556.455
Police 12,828,105
Fire
11,524.713
No Planning/Building/Pub Wks:
Administration 3,550 24,245 575,902
Development Services 691 3,210,394
Transportation 1,786,806 19,656,006
Utility Systems&Technical Sery 8,579,580 24,416,582
Maintenance Services 75,773 2,493,410 15,610,019
Community Services:
General Services/Parks 14,710,300
Housing&Human Services 458,878
tw Comm Dev Block Grants 291,495
Library 1,498,300
Golf Course 1,324,840 553,000 1,877,840
Transfers-Out 331,000 5,081,151
TOTAL EXPENDITURES 3,371,140 1.821,428 8,911,470 2,226,300 553.000 2,659,815 5,909,120 331,670 142,585,291
to Fund Balance, January 1 3,305,345 3,117,299 423,962 530,897 128,689 1,642,342 3,936,085 5,828,499 59,378,260
Revenue 3,245,160 1,356,000 9,009,250 2,226,300 531,000 2,973,871 6,355,550 131,000 125,032,740
Expenditures (3,371,140) (1,821,428) (8,911,470) (2,226,300) 553,000 (2,659,815) (5,909,120) (331,670) (142,585,291)
Fund Balance Plus Reserves 3,179,365 2.651,871 521,742 530,897 106,689 1,956,398 4,382,515 5.627,829 41,825,709
to Operating Reserves 0 45,714 178.229 141,507 0 124,705 4,590,244 0 10,600,080
Other Reserves 3,027,272 2,606,157 0 0 0 1,831,6930 0 7,465,122
TOTAL ENDING FUND BALANCE 152,093 0 343,513 389,390 106,689 0 (207,729) 5,627,829 23,760,507
�Il•
asa BUDGET CITY OF •
n-N
9-9
J[)lA +
1 JL •
Ahead of the curve
2
000
CITY OF RENTON BUDGET
9-10