HomeMy WebLinkAbout2007 Annual Budget � D
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City of Renton, Washington
2007 Annual Budget
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Ka .. eolker, Mayor�
For more information
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APR 0 2 2007
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City of Renton Washington
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Acknowledgments
Michael E.Bailey,CPA Finance and Information Services Administrator
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Linda Parks,CPA Fiscal Services Director
Bang Parkinson Finance Analyst Supervisor
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Jill Masunaga Finance Analyst III
Vidyalakshmi Vinod Finance Analyst H
Nancy Violante Finance Analyst III
Linda Dixon Finance Analyst III
Cindy Zinck Finance Analyst Supervisor
Brian Hilderman Business Systems Analyst
DeAnna Fricke Administrative Secretary 11
Karl Hurst Print and Mail Coordinator
Beth Haglund Form/Graphic Technician
+rr Contact
Renton City Hall
1055 South Grady Way
Renton,Washington 98057
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Phone: 425-430-6858
Fax: 425-430-6855
Website: rentonwa.gov
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•• Table of Contents
Page
GFOA Award ix
Mission Statement and Business Plan Goals x
City of Renton Mayor and City Council Photographs xi
.r 2007 Boards,Commissions,and Committees xii
Reader's Guide to the Budget xiv
1 INTRODUCTION
to Budget Message from the Mayor I
2007 Budget Highlights 1-11
Financial Management Policies 1-20
Major Revenues 1-30
2007 Fund Balance Summary 1-47
2 BUDGET AT A GLANCE
The Budget Process 2-1
Schedule of the Budget Process 2-3
Budget Fund Structure 2-4
Financial Structure 2-6
The Total Budget for 2007 2-9
rr Revenue Over Time 2-10
Expenditure Over Time 2-11
Fund Groups 2-12
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Employment History—City of Renton 2-13
2007 Original Staffing Count 2-13
3 OPERATING BUDGET
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Introduction 3-1
Staffing Comparison by Department 3-2
as Operating Budgets, Capital Improvements, and Designated Expenses 3-4
Legislative 3-7
Mission Statement 3-7
'o Core Services 3-7
City Councilmembers Names and Committees 3-7
Legislative-Core Services Cost Resource Allocation 3-7
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Position Listing-Legislative 3-10
Administrative,Judicial,and Legal Services (AJLS) 3-11
rw Mission Statement 3-11
Core Services 3-11
AJLS- Core Services Cost Resource Allocation 3-12
r Mayor's Office 3-14
City Clerk 3-17
City Attorney 3-19
Hearing Examiner 3-21
Court Services 3-23
AJLS Performance and Workload Indicators 3-25
AJLS Position Listing 3-27
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Table of Contents
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Economic Development,Neighborhoods,and Strategic Planning(EDNSP) 3-29
Mission Statement 3-29
Core Services 3-29
EDNSP-Core Services Cost Resource Allocation 3-29
EDNSP Performance and Workload Indicators 3-33
EDNSP Position Listing 3-33
Finance and Information Services (FIS) 3-35
Mission Statement 3-35
Core Services 3-35
FIS-Core Services Cost Resource Allocation 3-35
Finance Division 3-37
Information Services Division 3-40
FIS Performance and Workload Indicators 3-42
FIS Position Listing 3-43
Human Resources and Risk Management(HR&RM) 3-45
Mission Statement 3-45
Core Services 3-45
HR&RM- Core Services Cost Resource Allocation 3-45
Administration and Civil Services Division 3-48
Risk Management Division 3-50
HR&RMPerformance and Workload Indicators 3-52
HR&RMPosition Listing 3-53
Police Department 3-55
Mission Statement
3-55
Core Services 3-55
Police- Core Services Cost Resource Allocation 3-56
Administration Division 3-58
Patrol Operations Division 3-60
Patrol Services Division 3-62
Investigation Division 3-64
Administrative Services Division 3-66
Staff Services Division 3-68 aw
Auxiliary Services Division 3-70
Police Performance and Workload Indicators 3-72
Police Position Listing 3-73
Fire Department 3-75
Mission Statement 3-75
Core Services 3-75
Fire-Core Services Cost Resource Allocation 3-76
Administration Division 3-78 Orli
Emergency Response Division 3-80
Prevention Division 3-82
Training Division 3-84 di
Disaster Management Division 3-86 _
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Table of Contents
Page
Fire Apparatus by Station 3-88
r Fire Apparatus by Vehicle 3-88
Fire Performance and Workload Indicators 3-89
tr Fire Position Listing 3-90
Community Services 3-93
Mission Statement 3-93
ft Core Services 3-93
Community Services-Core Services Cost Resource Allocation 3-95
Administration Division 3-97
Facilities Division 3-99
Parks Division 3-101
Parks Division—Maplewood Golf Course 3-103
Recreation Division 3-105
Human Services Division 3-107
Library Division 3-110
Community Resources and Events 3-112
Renton History Museum 3-114
+rr Community Services Performance and Workload Indicators 3-116
Community Services Position Listing 3-119
Planning/Building/Public Works(P/B/PW) 3-123
Mission Statement 3-123
Core Services 3-123
PIB/PW- Core Services Cost Resource Allocation 3-124
Administration Division 3-127
Development Services Division 3-130
Maintenance Services Division 3-132
Transportation Systems Division 3-135
Utility Systems Division 3-140
PIB/PW Performance and Workload Indicators 3-145
PIB/PW Position Listing 3-147
Other City Services 3-153
Mission Statement
3-153
4 DEBT SERVICE
as Introduction 4-1
Debt Margin Availability 4-1
Projected Limitation of Indebtedness for General Purposes,City and
Overlapping Tax Rates and Property Tax Revenue 4-2
NO Property Tax Allocation among Overlapping Jurisdictions 4-4
Long-Term Debt 4-5
NO Debt Service Requirement to Maturity Long-Term Debt Summary
as of December 31,2006(dollars in thousands) 4-6
Limited Tax General Obligation Debt through 2028 4-7
Limited Tax General Obligation Debt Per Capita 4-7—
Outstanding Debt 4-8
Limited(Non-Voted)Tax General Obligation Debt 4-9
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Unlimited(Voted)Tax General Obligation Debt 4-10
Certificates of Participation 4-10
Revenue Bonds 4-11
Public Works Trust Fund Load Debt 4-11
5 CAPITAL IMPROVEMENT PROGRAM
Capital Improvement Program 5-1
Impact of Capital Improvements on Operating Budget 5-2
CIP Financial Participation(in thousands of dollars) 5-5
Development by Department 5-5
Major Maintenance by Department 5-5
Regulatory Compliance by Department 5-5
Administration CIP 5-6
Community Services CIP 5-7
Transportation CIP 5-8
Renton Airport CIP 5-10
Maplewood Golf Course CIP 5-11
Water Utility CIP 5-12
Wastewater Utility CIP 5-13
Surface Water Utility CIP 5-14
6 BUDGET BY FUND
Budget by Fund 6-1
New Revenue Budget Comparisons by Fund,All Funds 6-2
Committed Expenditures Budget Comparisons by Fund,All Funds 6-4
Fund 000/001/003/004/006/007/010/011 General Government Funds 6-6
Fund 000, General Fund 6-8
Fund 001, Community Services Fund(Previously Fund 101,Parks Fund) 6-10
Fund 003, Street Fund(Previously Fund 103) 6-11
Fund 004, Community Development Block Grant Fund(Previously Fund 104) 6-12
Fund 006,Library/Museum Fund(Previously Fund 106) 6-13
Fund 007,Parking Garage Maintenance Fund 6-14
Fund 010,Fire Memorial Fund 6-15
Fund 011,Fire Health and Wellness Fund 6-16
Fund 102,Arterial Street Fund 6-17
Fund 108,Leased City Properties(Previously Fund 306) 6-18
Fund 110,Hotel/Motel Fund 6-19
Fund 118,Reserve for Paths and Trails Fund 6-20
Fund 125, 1%_for Art Fund 6-21
Fund 127, Cable Communications Development Fund 6-22
Fund 131,Park Memorial Fund 6-23
Fund 201120 71215,Limited Tax General Obligation Bond Funds 6-24
Fund 201,Limited Tax General Obligation Bond Fund(City Hall) 6-25
Fund 207,Limited Tax General Obligation Bond Fund(Senior Center) 6-26
Fund 215, General Governmental Miscellaneous Debt Service Fund 6-27
Fund 219, Unlimited Tax General Obligation Bond Funds 6-28
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Fund 220 Local Improvement District(LID)Debt Service Fund 6-29
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Fund 301 Garage Capital Improvement Project Fund 6-30
Fund 303 Community Development Impact Mitigation Fund 6-31
rr Fund 304 Fire Impact Mitigation Fund 6-32
Fund 305 Transportation Impact Mitigation Fund 6-33
Fund 307 Aquatics Center 6-34
Im Fund 316 Municipal Facilities Capital Improvement Fund 6-35
Fund 317 Transportation Capital Improvement Fund 6-36
Fund 318, South Lake Washington Infrastructure Project 6-37
Fund 402 Airport Fund 6-38
Fund 403 Solid Waste Utility Fund 6-39
Fund 404, Municipal Golf Course System Fund 6-40
Funds 401/405/4061416, Waterworks Utility Funds 6-42
Fund 401, Waterworks Utility Fund 6-43
as Fund 405, Water Utility Operation Fund 6-44
Fund 406 Wastewater Utility Operation Fund 6-46
Fund 407, Surface Water Utility Operation Fund 6-48
No Fund 416,King County Metro Fund 6-50
Fund 422,Airport Capital Improvement Fund 6-51
Fund 424, Municipal Golf Course System Capital Improvement Fund 6-52
as Funds 421/425/426/427, Waterworks Utility Construction Funds 6-53
Fund 421 Waterworks Utility Construction Fund 6-54
r Fund 425, Water Utility Construction Fund 6-55
Fund 426, Wastewater Utility Construction Fund 6-56
Fund 427, Storm Water Utility Construction Fund 6-57
as Fund 451, Waterworks Revenue Bond Fund 6-58
Fund 461, Waterworks Bond Reserve Fund 6-59
Fund 471, Waterworks Rate Stabilization Fund 6-60
• Fund 481, Waterworks Bond Fund 6-61
Fund 501 Equipment Repair and Replacement Fund 6-62
it Fund 502/512/522,Insurance Funds 6-63
Fund 502,Insurance Fund 6-64
Fund 512,Healthcare Insurance Fund 6-65
err Fund 522,LEOFFI Retirees Healthcare Insurance Fund 6-66
Fund 503 Information Services Fund 6-67
Fund 611,Firemen's Pension Fund(Previously Fund 601) 6-68
aw 7 DETAILS
Details 7-1
Revenue Detail,All Funds 7-2
Expenditure Detail,All Funds 7-3
2007 Revenue,Expenditures,Fund Sources,All Funds 7-4
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Table of Contents
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8 APPENDIX
Appendix 8-1
General Information—City of Renton,Washington 8-2
Largest Taxpayers 8-4
Principal Employers 8-4
Full-Time Employee(FTE)Staffing Levels per 1,000 Renton Citizens 8-5
Comparison of Renton Taxes and Rates 8-6
Did You Know? 8-7
Budget Glossary 8-11
Index of Positions and Pay Ranges 8-18
Elected Officials, Management and Supervisory Non-Union,Non-Union Clerical 8-18
Union-Local 2170 8.20
Fire Department, Commissioned Officers 8-23
Police Department, Commissioned Officers 8-24
Police Department,Non-Commissioned Officers 8-25
Hourly Non-Regular Salary Schedule 8-26
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
69 D is tingu ished
Budget Presentation
Award
PRESENTED TO
City of Renton
Washington
For the Fiscal Year Beginning
January 1, 2006
its
President Executive Director
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The Government Finance Officers Association of the United States and Canada
(GFOA)presented an award of Distinguished Budget Presentation to the City of Renton
for its annual budget for the fiscal year beginning January 1, 2006 In order to receive
this award, a government unit must publish a budget document that meets program
criteria as a policy document, as an operations guide, as a financial plan, and as a
communication device. The award is valid for a period of one year. We believe this
budget continues to conform to program requirements and we will submit the final 2007
Budget to GFOA to determine its eligibility for another award.
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CITY OF
tea . VISION
A ' Renton—The center of opportunity in the Puget
Sound Region where businesses and families thrive
MISSION
The City of Renton, in partnership with residents, businesses,and
schools, is dedicated to:
Providing a healthy,welcoming atmosphere where citizens choose to live,
raise families,and take pride in their community
• Promoting planned growth and economic vitality
• Creating a positive work environment
• Meeting service demands through innovation and commitment to excellence
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—Ad
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BUSINESS PLAN • • 2007-20
Promote Promote Manage growth Meet the service Influence
citywide ; neighborhood through sound demands that decisions
economic revitalization urban planning . contribute to that impact y�
development ; the livability of the City
•Promote Renton "'Support the vitality . *Foster development ; the community ;Demonstrate
as the progressive, of neighborhoods of vibrant,sustainable, • *Prioritize services leadership by develop-
opportunity rich city through community mixed-use neighborhoods at levels that can be ing and maintaining
in the Puget Sound involvement in established urban sustained by revenue partnerships and
region centers investment strategies
,Encourage family- ; 4PPlan,develop,and with other jurisdictions
®Capitalize on friendly quality housing • #Uphold a high stan- maintain quality that improve services
growth opportunities choices for people of all ; dard of design and ; services,infrastructure,
through bold thinking ages and income levels property maintenance and amenities Aggressively pursue J
and aggressive throughout the City transportation and Al
Ensure the safety, ; ®Respond to growing other regional
economic develop- g
ment strategies health,and security of , *Provide a balance service demands while improvements and
citizens through between housing and meeting the unique ; services that improve
@Recruit and retain effective service delivery high quality jobs requirements of a diverse quality of life
businesses to ensure population through
a dynamic,diversified `Promote pedestrian ; *Promote annexation ; partnerships,innovation, ; *Advocate Renton's
employment base and bicycle linkages , where and when it is in and outcome manage- interests through state
between neighborhoods the best interest of ; ment and federal lobbying
•Continue redevelop- Renton e
and community focal efforts
ment efforts forts points ®Retain a skilled
Downtown,in the workforce by making
Highlands,and South Renton the municipal „
Lake Washington em to er of choice
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tMayor, City of Renton
Kathy Keolker
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Renton City Council
From left to right: Marcie Palmer, Don Persson, Terri Briere,
Denis W. Law, Dan Clawson, Toni Nelson, and Randy Corman
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Boards Commissions and Committees
Group Name and Members Location Day Time
ADVISORY COMMISSION ON DIVERSITY 7th Fir.HR Conf.Rm. 2nd Wednesday 6:30 p.m.
Antonio Cube,Sr.,Sandel Demastus,Vern Nichols,Charles Thomas,Lari White, Vacant(Glenda Williams),Kelly Roberts,
Vacant, Vacant(Youth)
s scheduled as needed
Meetings AIRPORT ADVISORY COMMITTEE g
Airport at Large: Greg Garner,Diane Paholke,Michael Rogan,Kenneth Whitfield
Airport Leaseholders: Michael O'Leary,Kurt Boswell,Frank Marshall,Michael Rice
Aircraft Owners&Pilots Associations:Colleen Turner,Karen Stemwell
The Boeing Company: Mr.Jan Fedor
Highlands Neighborhood:Michael O'Halloran, Vacant(Phillip Beckley)
Kennydale Neighborhood: Marleen Mandt,Colleen Ann Deal
North Renton Neighborhood:Richard Zwicker, Vacant(Beverly Franklin)
Renton Hill/Monterey Terrace Neighborhood:Michael Schultz,Dina Davis
South Renton Neighborhood:Robert Moran,Robert Bonner
Talbot Hill Neighborhood:Jennifer Ann Rutkowski,Beverly Freer
West Hill Neighborhood:Roger Lewis,John Middlebrooks
CIVIL SERVICE COMMISSION 7th Fir.HR Conf.Rm. 4th Tuesday 4:30 p.m.
Richard Fisher,William Larson,James Matthew,James Phelan,Randall Rockhill
CUAUTLA SISTER CITY ADVISORY COMMITTEE 7th Fir.Conferencing Center 2nd Friday 10 a.m. so
Celeste Brady,Jessica Burns,Sue Campbell,Theresa Clymer,Alberto Diaz,Sergio Fernandez,Alejandro Garcia,
Ila Hemm,Kay Hermann,Ken Hoben,Nancy Hoben,Jonna Lee Hough,Andee Jorgensen*,Doug Kyes,Sonja Kyes,
Ron Regis,Ted Rodriguez, Salvador Sahagun,Suzanne Thompson,Chuck Tiernan,Rich Wagner,
City staff. Sonja Mejlaender
FIREMEN'S PENSION BOARD Mayor's Conf.Rm. 3rd Thursday 1:30 p.m.
Ray Barilleaux(Retired Firefighter),Kathy Keolker(Mayor),Don Persson(City Council),
Bonnie Walton* (City Clerk), Bruce Phillips(Retired Firefighter),William Larson(Retired Firefighter[Alternate])
HUMAN SERVICES ADVISORY COMMITTEE 7th Fir.Council Conf.Rm. 3rd Tuesday 3 p.m.
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Margie Albritton,Janet Bertagni*,Laura Brock,Casey Bui,Rolf Dragseth,Charles Gray,Laura Law,
Samantha Williams(Youth),Robin Jones
LEOFF BOARD 7th Fir.HR Conf.Rm. 4th Tuesday 8 a.m.
Richard Anderson(Police),Robert Deines(Fire),Denis Law(City Council),Toni Nelson(City Council),
Jim Phelan(At-Large)
LIBRARY BOARD Renton Public Library 2nd Thursday 7 p.m.
Heidi Beckley,John DuBois,Heather Nugent,Lynne Shioyama,Connie Sholdra, Vacant(Youth), Vacant
MUNICIPAL ARTS COMMISSION** 7th Fir.Council Conf.Rm. 1st Wednesday 8 a.m. �
Patricia Riggs,Jerri Everett,Evelyn Reingold,Linda Middlebrooks,Dawn Murin,Michael O'Halloran,
Eleanor Simpson,Roosevelt Lewis,Patricia Pepper,Kristi Hand, Vacant, Vacant(Youth)
NISHIWAKI SISTER CITY ADVISORY COMMITTEE`'** 7th Fir.Council Conf.Rm. 2nd Tuesday 4:30 p.m.
Pat Auten,Theresa Clymer,Steve Dobson,Wyman Dobson,Becky Gibbs,Richard Morris,Nancy Osborn,
Betty Vaughn,Roger Richert* City staff: Sonja Mejlaender,Larry Rude,Ray Sled
Vacancies and expired appointments are shown in italics
\ * Chair/contact Revised 02/08/2007
** No meeting in August
*** No meeting in July/August xii
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to Boards, Commissions, and Committees
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Group Name and Members(continued) Location Day Time
NON-MOTORIZED TRANSPORTATION ADVISORY COMMITTEE Conf.Rm 511 1st Thursday 4:30 p.m.
Bob Elliott Margaret Feaster,Dorothy Flower,Rick Gamble,Jean Hobart,Pete Maas, Craig Paynter,Robert Peterson,
to Frances Pieper,Janene Sestak, Vacant(Brian Sykes),Paul Wantzelius
PARKS COMMISSION Locations vary 2nd Tuesday 4:30 p.m.
4w Cynthia Burns,Al Dieckman,Michael O'Donin,Ron Regis,Larry Reymann,Timothy Searing,Troy Wigestrand,
Vacant(Youth)
PLANNING COMMISSION Council Chambers 1st and 3rd Wednesdays 6 p.m.
rM Robert Bonner,Jimmy Cho,Ray Giometti,Jerrilyn Hadley,Greg Taylor,Nancy Osborn,Joshua Shearer
SENIOR CITIZENS ADVISORY COMMITTEE Senior Activity Center 3rd Monday 10 a.m.
to Fern Ziebell,Mary Lou Gilbert,Madeline Donckers,Ben Cheney,Ruby Griffm,Eric Eastberg,
Marge Cochran-Reep,Emilie McCue,Elaine Koehler,Mary Ann Ellingson,Mary Burns-Haley,Edie-Mae Lawyer,
Rose Warren,Douglas Gregory,Jane Goodwin
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Vacancies and expired appointments are shown in italics
\ * Chair/contact Revised 02/08/2007
** No meeting in August
*** No meeting in July/August xiii
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Readers Guide to the Budget
The following Reader's Guide lists each major section of this document in the order that it rir
appears and provides a brief description of what you will find in that section. Please refer to the
Table of Contents for specific section locations and content details.
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Section 1: Introduction
The Introduction presents the Mayor's budget message. Her letter articulates City initiatives and
issues for the 2007 Budget. Following this are the 2007 Budget Highlights, Financial w►
Management Policies, Major Revenues, and the 2007 Fund Balance Summary.
Section 2: Budget at a Glance
Here we present a condensed view of the budget, covering everything from a summary of the
budget process to a brief economic overview. In between we provide summaries for fund types,
department expenditures and employment history,new program decisions, and revenue sources
and levels.
Section 3: Operating Budget
In this, the longest section,we present budget information organized by department and division.
Each department, and each division within that department, presents its mission statement, core
services, expenditure budget, staffing levels, and funding decision. The last subsection, labeled so
Other City Services,provides for miscellaneous services that benefit all City departments, such
as the insurance fund.
Section 4: Debt Services
In a look back at what we've achieved, we offer an extensive overview of Renton's debt
program. It includes financial data on debt limitations,property tax rates and revenues, long-term
debt service requirements, and a schedule of the City's overall outstanding debt.
Section 5: Capital Improvement Program (CIP) j
This project listing provides a summary of the six-year CIP plan. We list projects by activity and
by managing department.
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Section 6: Budget by Fund
We begin with the expenditure budget comparisons by funds. Next is a display for each fund's
revenue, expenditures, and fund balance that compares current program levels with those of past
years.
Section 7: Details
In order to best summarize specific information for some of our tables, we had to compress them
and delete some associated details. Here we are providing the expanded tables complete with
their related details.
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Section 8: The Appendix
In this appendix, we provide selected demographics, economic statistics, an index of salaries and
,rr pay ranges, and some general information about the City of Renton. We have also included here
a glossary of commonly used budget terms.
Budget Detail
The Annual Detail Budget is issued as a separate document to support this budget. It provides
actual and budget revenue and expenditures by account number, by year.
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Introduction
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.r City ofRenton 2007 Adopted BaidQet Message
- Providence Health Systems made Renton their home with offices in the Southgate Office
Park.
- IKEA completed an addition of 36,000 square feet of retail space,making the Renton
IKEA the largest single-story IKEA store in the world and the highest grossing IKEA
store in North America.
- The Federal Reserve commenced construction on its state-of-the art cash processing
facility.
- The Seattle Seahawks' announced plans to move their headquarters and training facilities
.r to Renton.
- Conner Homes broke ground on their 20-acre luxury lakefront residential development
just south of the Seahawks site.
- We will soon be rolling out the red carpet as we launch our very own DVD showcasing
Renton as the "Center of Opportunity."
And the list goes on!
Revitalizing Our Neighborhoods and Communities
- We tentatively secured a $1.2 million Federal transportation grant for the Sam Chastain
Waterfront Trail and we are well on our way to securing the nearly$5 million required to
complete this trail. We are leveraging every Renton dollar with nearly ten dollars of grant
_money.
Y CITY OF RENTON
..0 Mayor
Kathy Keolker
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February 26, 2007
2007 Adopted Budget Message—Moving Renton Forward
Citizens of Renton, and
Honorable Renton City Councilmembers:
We all know Renton as "the center of opportunity in the Puget Sound Region—where businesses
and families thrive." I am pleased to present to you the adopted budget for 2007, which
v accelerates the momentum we've worked to achieve, and moves us forward to even greater
success.
_ A budget is not just about balancing the city's checkbook. Not only does it reflect the values and
priorities of those who formulate and approve it, the budget should also reflect the values and
priorities of our community.
City of Renton 2007 Adopted Budget Message
Contributing to the Livability of our Community
Critically important to the city of Renton and our quality of life are public safety services. In
2006, we took several steps to strengthen our law enforcement efforts:
- We implemented our RENSTAT program, which utilizes computer statistics to focus
police where they are needed most.
- We have strengthened REACT(Renton Enhanced Abatement and Code Enforcement
Team)to include a weekly"hot list"that identifies and resolves the top ten concerns.
REACT's multi-departmental approach addresses community problems through non-
traditional methods.
- We implemented E-police, an online web-based police reporting system. Since we started
testing this in May 2006, we have already saved over 150 hours of commissioned police
officers'time.
- We participated in a weeklong, intensive session of emergency management training at
the FEMA training center in Emmitsburg, Maryland, to better prepare us for
emergencies.
And the list goes on!
MOVING RENTON FORWARD
We have done well but we have much more to accomplish. This budget is not filled with new
initiatives but instead focuses on shoring up our foundation and continuing to deliver the top
quality services our citizens and businesses expect and deserve. This wasn't made any easier by
several mandatory cost increases we also had to address.
The good news is that we have increased revenue, and along with our ongoing commitment to
increasing our efficiency, that offers us some options. Fortunately, our growth allows us to pay
for some unavoidable, significant increases in basic costs and still provide the services that are
critical to our quality of life.
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Mandatory Cost Increases
The most significant impact to our mandatory costs was the change in retirement system ai
contributions established by the State of Washington. Most cities in Washington are part of the
statewide Public Employees Retirement System and pay into that system at rates set by the State.
The State has adjusted its funding and, as a consequence, contributions to the retirement system
will increase by an average of 44.5%in 2007, or an increase of over$635,000 of general
government contributions alone. This is anticipated to continue in 2008 with another 44%
increase,resulting in an increase over two years of just over$1.8 million.
We've worked hard to conserve energy. We are converting our standard traffic signal lamps to
energy saving light emitting diodes (LED)that use less electricity, and we've purchased high
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City of Renton 2007 Adopted Budget Message
efficiency pumps to reduce power bills by 20% in 2006. Despite these measures, our energy
costs are rising. The city's energy bill is estimated to increase by $95,000 in 2007.
Mandatory cost increases in the Police Department include an increase of$176,627 to the
emergency communications system operated by Valley Comm. Additionally, the overtime
benefits budget increased by$142,560 due to the retirement system rate increase.
The Fire Department also saw mandatory cost increases including retirement system costs on the
,,. overtime budget of the department and the Valley Comm increases. These mandatory costs
totaled $62,000.
..� Overall, approximately 11% of the increase to our operating budget is the result of mandatory
costs increases.
.. Maintaining Service Levels
While we have seen our population grow over the past several years, partly due to small
+r. annexations and new construction, the ratio of employees per thousand has declined since 2001.
We have focused on efficiency and we've worked very hard to stretch every dollar. But we've
•• reached the point where we can't continue to provide good service unless we add more people.
Our employees work hard to maintain our quality of life here in Renton and they are proud of
what they are able to accomplish. But they told us and the Council told us that we're stretched
too thin and need to add some resources and the adopted budget does that.
The chart below illustrates a couple of key points.
Population City Emplyees Per 1,000 Population Employees/1,000
65,000 7'5
60,000 7
55,000 6.5
r 50,000 6
45,000 5.5
40000
5
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4.5
35,000
30,000 4 iiim111111111111111111 Population
��� ��� ��,� ��� ��� OOp O�N Opti oZg O�tx ooh 000 O01 --*--Public Safety
,., � NZ N �. �. �►, `L `L I `L rp `p Other
..� Additional Staff Resources
Overall, this budget adds six public safety employees—four in our Police Department and two in
.. our Fire Department. It also adds 13 employees in other areas of the city for a total increase of 19
employees, or an increase of just over 2% above our current number.
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City of Renton 2007 Adopted Budget Message
For public safety, this includes two additional police officers, two jail transport officers, one
emergency management coordinator, and one administrative support staff member for the Fire
Department.
To maintain our basic services, we are adding a code enforcement officer, a street maintenance
worker, a construction inspector, a parks worker, a librarian, and workers for water maintenance
and surface water maintenance. For our solid waste programs, our budget includes a half-time
position to keep our"Clean Sweep" and other programs viable. For the upcoming CIP projects
we are including a two-year limited term project manager in our Community Services
Department.
To ensure that we provide the best and most efficient services possible, we are adding one
analyst and one administrative support staff person in our Human Resources Department, one
additional staff support position for growing Information Systems needs, and one half-time
records specialist in the City Clerk's office. In Finance,we are adding an investment analyst. If ••
this employee improves investment returns by half a percentage point, it will result in a net
increase in revenue of$80,000.
_
We have added a"Budget Highlights" section to this budget which will provide more detail to
this summary of added positions.
_
In addition to the positions previously mentioned, there are several other key additions to the
budget that address service levels.
_
The legal budget will receive an additional $20,000 to assist with costs associated with the
REACT nuisance abatement program.
_
The HR& Risk Management budget includes an additional $15,000 to offset increased costs of
recruitment such as advertising.
In addition, funds are provided to hire public defense in those cases where a conflict of interest
exists.
We are also including improvements to the financial systems used by the city to standardize and
streamline processes. The software upgrades that will enable these changes will cost $35,909.
Finally, the State mandates that the city conduct a door-to-door census to determine the
population of each area the city annexes. Due to the large annexations anticipated to become
effective in 2007 and the loss of a part-time employee the city had used for past census
operations,this budget includes $75,000 to conduct this work.
Moving Forward with Public Safety =
I mentioned earlier that it is important that we keep our community safe. In addition to the police _
officers,jail transport, and emergency management positions identified above, this budget
includes initiatives that will leverage our resources in several ways.
6 �,
City of Renton 2007 Adopted Budget Message
We plan to train one or two volunteers in 2007 to help with the enforcement of the disabled
.. parking spaces. We anticipate that the revenues this will generate will be sufficient to add a
vehicle that program volunteers can use. It will also help ensure that these spaces are reserved for
those who truly need them.
The Police Department was given additional funds to implement a neighborhood traffic program
and will also be billing employers the full cost of"off-duty" employment for those private events
where a police officer is requested.
The department will address safety concerns by pursuing a traffic enforcement system to monitor
•• drivers running red lights at intersections. This system is successfully being used in many
communities and has no financial risk to the City.
Earlier this year, Chief Milosevich implemented the Special Operations Division by combining
the current Bicycle Patrol Officers with our REACT officers. This group, consisting of two
sergeants and 12 officers, will eventually be housed within the Downtown Parking Garage
precinct office, and will be responsible for pro-active response to law enforcement issues
citywide. We will also continue to divert our school resource officers to the downtown Transit
Center before and after school as needed.
Moving Forward to Create Livability
Our aquatic programs continue to attract national attention. In 2006, 4,700 more people visited
the Henry Moses Aquatic Center than in 2005, and gross revenues increased by$79,000.
In 2006, we added funds to provide night lighting for the Henry Moses Aquatic Center. The 2007
budget proposes adding resources for our aquatic programs to increase our hours of operation.
While we anticipate additional fees will be generated, there will be a net budget impact of
$66,200.
As you know, I co-chaired the King County Healthy Families Task Force. This group defined
unmet needs for human services countywide. Renton is known as a regional leader in many areas
and I believe we need to increase our support for those less fortunate. Therefore, I included an
increase of$157,000 to our Human Services grants. This amount will fund all the projects
recommended in 2007 by our Human Services Advisory Committee. This additional funding
puts us back in line with the 1% for Human Services funding target we set several years ago. We
will also be receiving an additional $11,683 in housing repair assistance from the federal
government, which we added to the budget.
Moving Forward to Promote Economic Growth and Neighborhood Revitalization
Downtown Renton is the heart of our city. By making the right investments for downtown we are
laying a solid foundation for its future enhancement and vitality. As The Landing emerges to the
north, it is even more essential that we do something to create a stronger identity for our
7
■r
City of Renton 2007 Adopted Budget Message
downtown and encourage shoppers and visitors to explore all that Downtown Renton has to
offer.
The budget includes funds to provide gateway and "way-finding" signage for downtown. It also
provides for a study of ways to effectively connect the downtown to The Landing, Southport,
and Coulon Park, initially, and in the future to the Sounder commuter rail station at Longacres
and possibly north to Port Quendall. This study will explore the feasibility of various options,
including enhancement of an intra-city shuttle bus or development of some other form of transit
technology. The total available for these efforts is $300,000, funded from our general
governmental CIP.
We have identified funds that are needed to assist with the planning efforts associated with the
large pending annexations. However, money for the more significant land-use planning and
infrastructure needs assessments is expected to come from an agreement with King County. As
the agreement is not complete, the budget does not include these funds. Should King County
agree to fund these efforts, we will bring them to the Council as an amendment to the budget.
Moving Forward to Complete Major Capital Projects ..
This budget includes a nearly$22 million increase in capital improvement projects from 2006.
We are in the middle of the most ambitious transportation CIP ever implemented in this city, as
well as some significant parks, facilities, and utilities projects.
Please refer to your budget documents for the specific projects and budgets. Major highlights of
CIP projects include:
Transportation - large projects such as the SW 27th Street Connection to Strander Blvd., South
Lake Washington roadway improvements, widening Duvall Ave NE, and multi-modal transit
improvements on Hardie Ave SW.
Airport—precision approach to make our airport safer in all weather conditions, one building
demolition, completing the new north and south entrances to the airfield.
General Governmental - the Sam Chastian Waterfront Trail and the Springbrook Creek Wetland
Mitigation Bank Trail, CIP projects for major parks and facilities maintenance, Information
Services capital projects to increase our efficiency and keep us technologically competitive.
Utilities -the new Hazen 565 Zone reservoir and treatment facility, intertie connections,water
and sewer main rehabilitation and replacements, emergency power facilities, lift station
replacement and rehabilitation, water treatment facility in Kennydale, Springbrook Creek
improvements, and drainage and emergency storm projects.
qW
This impressive list totals nearly$58.6 million. Moving forward to complete these projects will
further provide the infrastructure Renton needs to continue our progress toward becoming
". . . the center of opportunity in the Puget Sound Region—where businesses and families can
thrive."
8
City of Renton 2007 Adonted Budget Message
TO SUMMARIZE
We faced many challenges in developing this budget. Initially we felt we would be hard pressed
to address the many needs our thriving city is facing. However, I am convinced that our finances
are sound enough to move forward with these recommendations—both operating and capital.
�. Councilmembers, employees,business leaders and citizens have all expressed similar thoughts
about what we need to do to keep our city livable. It is time to make the necessary changes to our
budget to ensure that we continue our momentum in meeting our business plan goals and
,. objectives.
I want to thank the City Council for your advice and guidance. I want to thank our hardworking
.. city staff for their efforts in helping develop an ambitious budget plan for 2007. I want to thank
the community for continuing to offer ideas about how to make Renton even better. I know it
will be another successful year of accomplishments as we work together to implement all the
.. ideas that this budget represents.
Sincerely,
G�
•• Kathy Keolker
Mayor
9
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M
2007 Budget Highlights
General The City Council amended its Financial Management Policies in September
Government 2006. One change was to combine the budgeting and reporting for the
activities that are largely supported by taxes into"General Government."
Revenues General Government revenues performed strongly in 2006 which led to a
.. change in the forecasting method for 2007. Rather than base the 2007
estimates for the major revenues on the 2006 forecast, we instead used an
estimate of the actual collections in 2006 as a base. The 2006 budget
r estimated the major revenues to grow by 2.84% over 2005 actual collections.
This is in large part due to using the 2005 estimates to base the original 2006
budget forecast. The table below illustrates the budget and actual revenue
collections for each of these years.
2005 2005 2006 2006 % 2007
Budget Actual Budget Actual Change Estimate
Sales Tax 18,792,600 18,692,911 19,503,252 20,349,089 4.34% 21,198,335
Utility Tax 9,599,800 9,585,293 9,895,036 10,443,362 5.54% 11,184,080
Gambling Tax 2,005,000 2,305,120 2,305,000 2,060,745 -10.60% 2,088,680
w�
The net effect is an$1.8 million increase to fund balance as a result of 2006
activity and increased revenue estimates for 2007. More information about
the 2007 revenue estimates can be found in the revenue summary section of
the budget.
Expenditures In 2007, all bargaining units of Debt
the City are in the second year 5% Other
Wages
W Compensation of three year contracts. A cost Capital 29%
Wages of living adjustment(COLA) 23%
of 3% is included in each of
.. the contracts and used for non- enefits
represented employees as well. M&o Supplies 14%
We developed the 22% 3%
compensation budget forecasts
using the forecast module of
our financial system. This enabled more specific estimates to be developed.
These included changes in employee step progression(and related pay rates),
changes in longevity pay and other changes. As a result, the overall change in
wages for the 2007 budget(compared to the 2006 budget) was 2.14%.
Introduction
1-II
2007 Budget Highlights
Benefits The most significant '
benefits change was the Retirement Contributions
Retirement change in retirement 3,000,000 - '
System system contributions 2,500,000
established by the State 2,000,000 '
of Washington. The 1,500,000
cities in Washington are
part of the statewide 1,000,000
retirement system(with 500,000 ,
a few exceptions) and o i`
therefore pay into that 2004 2005 2006 2007 2008
system at rates set by '
the State. The State has adjusted its funding based on its ability to pay. With
the recent improvement in the economy, the State is able to increase
contributions to the fund and this changes the rates for all of us mandated to
participate in the fund. As a consequence, contributions to the retirement
system will increase by an average of 44.5% in 2007 or over$635,000
increase in General Government alone. This is anticipated to continue in
2008 with another 44% increase resulting in an increase over two years of just
over$1.8 million.
Health Insurance The cost of employee health insurance is also an area of increase each year.
In 2007, we anticipate a rate increase of 10%. The change in budget will be
less as changes in the personnel composition will result in actual costs in 2007
are projected to be only 6.14% above 2006 budget.
Departments The General Government budget is composed of numerous departments
providing services to the community and internal services to other City so
departments. We will highlight the major changes for General Government
departments in this section. More information about the departments' core
services, accomplishments, goals and service measures can be found later in ..r
this budget.
Legislative There are no significant changes to the Legislative budget in 2007.
The 2007 budget includes $15,000 to conduct a citizen survey during the year.
AJLS The Municipal Court budget includes a few minor changes. The State of
.5 FTE
Washington established compensation standards for judges. This budget
Executive adjusts Judge Jurado's compensation in line with these standards. As a result
Judicial the City will receive from the State each year approximately $25,000 in
expense reimbursement.
Public In addition, funds are provided to hire public defense in those cases where a
Defender conflict of interest exists. Oi
Introduction
1-12
2007 Budget Highlights
Legal The legal budget will receive an additional $20,000 to assist with costs
associated with the REACT nuisance abatement program.
City Clerk The City Clerk's office will receive a half-time Records Clerk to assist with
.5 FTE increasing work loads for record requests and other duties.
EDNSP The Economic Development,Neighborhoods and Strategic Planning
.. Department requested funds to assist in the planning efforts associated with
Annexation large pending annexations. The budget does include $75,000 for assistance
r
Efforts with the census work required after an annexation is complete.
Money for the more significant preliminary planning efforts is to come from
an agreement with King County. As the agreement is not complete, the
budget does not include these funds. Should King County agree to fund these
efforts, we will bring them to the Council as an amendment to the budget.
Downtown Another initiative of the department is the enhancement of Renton's
�► downtown area. The budget includes funds to provide "way-finding" signs
Corridor for the downtown. It also provides for a study of ways to effectively connect
Connection the downtown to The Landing, Southport and Coulon Park. The total
r available for these efforts is $300,000.
Fire Department The Fire Department budget addresses numerous needs.
2 FTEs The mandatory costs within this department include the effect of the increases
Mandatory in retirement system costs on the overtime budget of the department. In
Costs addition, the emergency communications agency, "Valley Com"passed
through increases. These mandatory costs totaled $62,000.
Emergency Emergency management was an important priority that is being met in the
Management 2007 budget. The department will hire an additional employee to serve as
1 FTE "Emergency Management Director." This director will also require some
additional resources as well with a first year budget totaling $183,442.
Administration Another priority of the department is additional administrative support. The
1 FTE department felt that the addition of an administrative support position would
be the best way to improve overall effectiveness at this point.
Community Services The Community Services Department has numerous mandatory increases in
2 FTEs the 2007 budget. They include:
Mandatory ' Funding shift for block grant funding - $10,771
Costs . Required environmental safety needs - $25,400
.. ■ Increased rail line crossing fees - $3,270
■ Effect of retirement increases - $45,300
■ Security needs at Renton Community Center- $6,400
•
Introduction
1-13
r
2007 Budget Highlights
v
Library The 2007 budget addresses level of service concerns in several areas as well.
1 FTE Staff at the Renton Library was reduced by one employee in 2005. This has ,
begun to impact service to the extent that a potential reduction in hours would
be necessary. The 2007 budget restores this staff position. In addition,
collection of past due fines at the library will be strengthened with a potential
positive impact on the overall budget. (No increase in fine revenues is
included in our forecasts yet.)
Human Services The Human Services grants would be increased by an amount of$157,000
that will fully fund all the recommended grant projects from the process
conducted in 2006. This will raise the City's support of Human Services
programs to the policy target of one-percent of budget.
r
In addition, we will be receiving an additional $11,683 in housing repair
assistance from the federal government that we are adding to the budget.
Administration Additional part-time hours are included in the Administration budget(in the
amount of$10,764).
Community The 2007 budget reflects an assignment of community events from the
Resources Mayor's office to Community Services. The total amount of funds being
transferred(from various budgets) is $90,898 but an additional $3,178 is
needed to fully fund these efforts. This is included in the budget.
Parks To address level of service needs in the parks maintenance area, including the
1 FTE upkeep of the City's newest park, we are adding one parks maintenance '
worker and associated costs (for a total of$100,511).
Aquatics Hours The Henry Moses Aquatic Center received new lighting in 2006. We are
adding program hours to this facility in 2007. We expect some additional fees
to be generated with a net budget impact of$66,200. A fee increase was also
adopted by the Council in early 2007.
Senior Center We are proposing a modest increase in funding for Senior Center Health ad
Screenings.
We have several programs that will be completely offset by revenues or other
funding sources including: concession improvements, support for boards and
commissions, Holiday Lights and Veterans Memorial Park.
Non-capital Lastly, a few projects are included in the operating budget. They are an wo
projects upgrade to the computer software we use for class registration and the
addition of a two-year limited term employee to manage the capital
construction program.
�i
Introduction
1-14
2007 Budget Highlights
• FIS The Finance and Information Services Department(FIS) now accounts for the
2 FTE Information Services element in a different fund(see below).
Investment Program Finance added an employee to coordinate the investment program and to
1 FTE conduct internal audits of City accounts and activity. It is anticipated that if
this employee improves investment returns by '/2 percentage point, it will
result in a net increase in the budget of$80,000. No estimate has been
developed of the potential savings from internal audits.
System Other changes to the Finance budget include improvements to the financial
+� Improvements systems used by the City. A project in 2006 resulted in the recommendation
to standardize the use of the financial system and streamline processes. The
software upgrades that will enable these changes will cost $35,909 and are
included in the budget.
Human Resources & Reductions in staff in 2005 have resulted in more difficulty in meeting
Risk Management recruitment turn-around goals. To address this "level of service" issue a
2 FTEs personnel analyst is being added in 2007.
Personnel In addition, the department sees significant walk-in traffic and does not have
" Analyst administrative support help to assist these and other needs. A top priority to
1 FTE make others in the department more efficient in their tasks is to add an
Administrative administrative assistant. This is also included in the 2007 budget.
Assistant The HR&RM budget also includes an additional $15,000 to offset increased
1 FTE costs of recruitment such as newspaper and other advertisements.
PBPw Changes include the addition of a street maintenance worker, a construction
3 FTEs inspector, and a code enforcement officer to address level of service issues.
This adds $76,584, $94,275 and$73,483 to the budget respectively. We have
Street Maintenance also added a vehicle for the inspector.
1 FTE
Other changes to the PBPW budget include an increase in the street
Construction maintenance supplies in the amount of$26,000. This will help keep the level
Inspector of supplies used constant
1 FTE while prices increase. 1,800,000 General Government Energy Costs
r. Code Enforcement The energy bill of the City 1,600,000
1 FTE1,400,000
has increased over the years 1,200,000
Supplies (as it has for all of us). The 1,000,000
energy chart shows the 800,000
Energy trend and the estimate for 600,000
2007 (an increase of 400,000
$95,000). 200,000
0
2002 2003 2004 2005 2006 2007
r
rr
Introduction
1-I5
4
P
2007 Budget Highlights
Police The Police department also has numerous changes to the 2007 budget. The
4 FTEs mandatory cost increases include an increase to the emergency ,
communications system(operated by Valley Com) in the amount of$176,627.
Mandatory Costs This increase of 18% over last year was higher than usual due to an increasing
percentage of calls handled by Valley Com that are related to Renton Police. '
The increase in the retirement system rates also resulted in a need to increase
the overtime benefits budget by $142,560 just to keep pace with the same
number of hours budgeted for 2006. '
Neighborhood Pilot A new"Neighborhood Pilot Project"received$150,000 from the City
Project Council to address increasing traffic and other problems in City
neighborhoods.
Jail Transport Level of service challenges exist in the Police department as well. These are
2 FTEs exacerbated by the difficult time in hiring and training officers. This budget
addresses this in two ways. First, the department will add two jail transport
Patrol Officers officers. They will be able to transport prisoners freeing police officers from
2 FTEs this task. Secondly, the budget adds two additional police officers.
3
Disabled Parking Enforcement of the disabled parking permit spaces is on a complaint basis
Enforcement currently. By adding a vehicle which can be used by volunteers, the
department will proactively enforce parking in the marked disabled parking
spaces.
Off-duty security Two programs proposed in the department with revenues that offset the costs
are also included in the 2007 budget. The first provides off-duty police
officers for private events in exchange for reimbursement for their full costs.
Traffic enforcement Secondly, the department will pursue a traffic enforcement system to monitor
service running red lights in intersections. This system is in use in a growing number
of communities with good success. The process is to contract with a firm
which provides the equipment for a share of the fine revenue generated from
the infractions. There will be no financial risk to the City and the system will
address the problem of vehicles not respecting the red traffic lights.
Debt Service The City issued bonds to finance construction of traffic improvements in the
Southwest Lake Washington project. The first year's debt service is provided
for by capitalizing the interest and including this amount in the financing
transaction. This results in an increase to debt service in 2007 and a transfer
in from the project fund for the capitalized interest. The future debt payments
will be paid by increased economic activity in retail and other improvements
associated with the site.
Fund Balance The General Government budget utilizes available fund balance in two ways x
that are significant. First, an amount of$401,069 is proposed to be
General Fund appropriated in the General Fund for specific one-time expenditures. The
one-time expenditures include funding significant replacements of equipment
in the Fire Department ($300,000) and numerous smaller items associated
with the additions to programs described above.
t
r
Introduction
1-16
2007 Budget Highlights
• Debt Service Secondly, a transfer of fund balance in the amount of$1,225,000 from the
debt service fund to the Capital Improvements Fund(Fund 316) is proposed.
This will provide funds which are not needed for debt service to be invested in
capital improvements and major maintenance of City facilities.
Forecasted Fund The resulting General Government fund balance will be $10.2 million as a
Balance result of this budget. This represents 12.14% of expenditures and is 2.14%
over our financial policy. We fully expect the actual fund balance to be
higher than this as a result of better than budget results from 2007.
This is the end of the General Government Funds
Special Revenue
Funds
Arterial Streets Fund There are no significant changes to the Arterial Streets Fund.
(102)
+� Leased Facility Fund There are no significant changes to the Leased Facility Fund. As a reminder,
(108) we now provide for the downtown parking garage in this fund.
Hotel-Motel Tax Increased revenue in recent years enabled us to forecast some revenue growth
Fund(110) in 2007. The amount available for tourism promotion will benefit from this
change.
r
1% for Arts Fund There are no significant changes to the I% for Arts Fund.
(125)
+r
Cable TV Fund(127) There are no significant changes to the Cable TV Fund.
Park Memorial Fund The Park Memorial Fund will contribute to the development of the trail
(131) system with money available in the fund.
Debt Service Funds The only debt service fund which is not a part of General Government
Fund 219 (described above) is the Senior Housing Voter Approved Bonds. These bonds
will be completely paid off in 2009. This will permit 2008 to be the last year
s in which taxes are levied to pay this debt service.
Capital Funds There are no significant changes to the Community Development, Fire or
.. Transportation mitigation funds. Money from these funds will be used in
Mitigation Funds 2007 to finance related projects as described in the Capital Improvements
(303-305) Plan.
Capital Improvements The Capital Improvements Fund is the account which implements the current
Fund(316) year of the Capital Improvements Plan(CIP) for municipal facilities. Please
refer to the CIP for a list of the projects planned for 2007 and the use of City
resources to finance those projects. 2007 will see about twice the usual
investment in capital facilities and major maintenance than exists in a typical
year.
Transportation The Transportation Improvements Fund is the account which implements the
Improvements Fund transportation element of the CIP. 2007 will be the largest year of
.. (317) transportation projects for the City ever, by a large margin. Again, details of
the projects and use of City resources for these projects can be found in the
CIP section of this budget.
Introduction
1-17
2007 Budget Highlights
South Lake The South Lake Washington Infrastructure Fund accounts for the ,
Washington transportation and other improvements associated with"The Landing"
Infrastructure Fund project. This mixed use project will house 900 residential units, about '
(318) 600,000 square feet of retail, restaurants, a multiplex cinema and numerous
other amenities. This fund was created in 2006 and will run the length of the
project, likely through 2008.
Enterprise Funds The City operates several enterprise type (or business type) accounts. These
include the water, wastewater and surface water utilities; a solid waste utility,
the golf course, and the airport.
Utility Funds The water, wastewater and surface water utility funds are accounted for and
budgeted for separately, but are managed as a system in accordance with the i
City's Financial Management Policies. The system initiated a comprehensive
rate review with the assistance of outside consultants with expertise in this
area. Their preliminary efforts were able to be incorporated into the revenue
and rate recommendations of the 2007 budget. As a result, the rates were
adjusted in 2007 as follows:
Rates Water—$ 1.28 per month(5%)
Wastewater—$ .70 per month(5%)
Surface Water- $ .17 per month (3%)
It is anticipated that these rate changes will maintain the viability of the utility
funds and the significant maintenance program that each requires to provide
reliable and consistent service.
Staff Needs The proposed rates include the resources needed for the staff
2 FTEs recommendations which are one employee each for the water and surface +
water utility. These staff will address the level of service issues described
earlier.
Solid Waste Utility The Ci hProvides garbage service through its solid waste fund. This service 'r
.5 FTE is provided through a contract negotiated by the City. No significant changes
are anticipated in the Solid Waste Fund. No change to the rates is being
proposed. The current budget will support the addition of a part-time
employee and the continuation of the "Clean Sweep Renton"program.
Golf Fund The Golf Course periodically updates its fees to keep pace with the market
and rising costs. 2007 will see a small increase in golf fees.
No other significant changes are proposed for the golf course fund.
Airport Fund The Airport will continue to invest in capital improvements to implement the
master plan and improve the quality of facilities. It will continue to update
contracts for leases and other business relationships.
Money in the budget will support capital investments consistent with the
business plan for the airport.
Introduction
1-18
2007 Budget Highlights
Internal Service The City operates several "businesses"that provide service internally to other
Funds City departments. These include the motor pool(equipment rental), the risk
management fund, the employee health insurance fund, the retiree health
r. insurance fund and the information services fund.
Equipment Rental The Equipment Rental Fund will see a significant increase in its budget for
2007. This results from two things.
Replacement Account First, the amount of equipment due to be replaced in 2007 is about double the
typical amount, approaching $2.4 million. This will include a new fire
+� pumper truck, an aerial bucket truck and a medic unit. The later two are being
considered for replacement by hybrid vehicles.
Reserve Account Secondly, we continue to work the replacement of all the large fire apparatus
into the replacement account. This results in an increase in the amount
assessed to the fire department to provide the funds for future replacement.
Information Services The Information Services Fund was created in 2006 to allocate the costs of the
1 FTE City's centralized IS program. This fund provides for the technology,
telecommunications and print/mail room needs of the City.
IS capital The budget contains the typical level of funding for investing in technology to
leverage the efforts of City staff($1.1 million).
Help Desk The ubiquitous nature of
1 FTE technology results in increasing 3,500 Closed Calls-Help Desk
"help desk" activity. The chart 3,300
ht illustrates this trend. 3,100
to the right 2,900
In response, an additional full- 2,700
time staff person will be added 2,500
2,300
to the one existing full-time 2,100
employee and two interns. 1,900
1,700
Risk Management The City's Risk Management 1,500
--ud !
program is managed within 2002 2003 2004 2005 2006
three funds; the Property &
Liability Insurance Fund(502), the Employee Health Insurance Fund(512)
and the Retiree Medical Fund(522).
Introduction
1-19
Financial Management Policies ,
Basic Policy Statement ,
The City of Renton is committed to the highest standards of responsible financial management.
The City, including the City Council, Mayor and staff will work together to ensure that all
financial matters of the City are addressed with care, integrity, and in the best interest of the City. '
The rules and procedures contained in this section are designed to:
1. Protect the assets of the City of Renton;
2. Ensure the maintenance of open and accurate records of the City's financial activities;
3. Provide a framework of operating standards and behavioral expectations;
4. Ensure compliance with federal, state, and local legal and reporting requirements; and
5. Provide a means for the City Council to update and monitor these policies with the '
assistance and cooperation of the Mayor's office and the Finance and Information
Services Administrator.
Lines of Authority f
1. The Renton City Council has the authority to execute such policies as it deems to be in
the best interest of the City within the parameters of federal, state, and local law. ,
2. The Finance Committee has the authority to perform reviews of the organization's
financial activity, determine the allocation of investment deposits, and assure that
adequate internal controls are in place.
3. The Mayor and CAO have the authority to oversee the development of the annual budget, '
make spending decisions within the parameters of the approved budget, enter into
contractual agreements, make capital asset purchase decisions and make decisions
regarding the allocation of expenses within designated parameters. Unless otherwise
specified in this document, principal responsibility for complying with the directives
enumerated herein shall be vested in the Mayor.
4. Each Department Administrator has the authority to expend city funds within approved '
budget authority and in accordance with procedures prescribed by the Mayor's Office,
and to recommend spending requests within the parameters of the approved budget ,
process to the Mayor.
Accounting Records and Reports
1. Basis of Accounting
a. The City's Comprehensive Annual Financial Report (CAFR) on its financial
activity shall be presented in compliance with Generally Accepted Accounting
Principles (GAAP) as defined by the Governmental Accounting Standards Board
(GASB).
Introduction
1-20
ft Financial Management Policies
W 2. Basis of Budget
a. The City budget is presented on a cash basis of accounting, with allowance for
processing time at year-end.
3. Fund Accounting
a. The City of Renton's accounting and budgeting systems use a fund accounting
consistent with guidance provided by the GASB and the Washington State
Auditor's Office.
b. The funds are grouped into categories: General Fund, Special Revenue, Debt
Service, Capital Projects, Enterprise, Internal Service, and Fiduciary/Trust.
r c. The City Council shall create and eliminate funds as appropriate by separate
ordinance, or through the budget ordinance.
d. Funds shall either be "external" or"internal" for financial reporting purposes.
i. Internal funds shall be separate sets of accounts for the purpose of
enhancing internal management control only. These funds shall reside
within an external fund. For cash management purposes, internal funds
may rely on their related external fund without payment of interest or
violation of the City's cash management policies. (See Interfund Loan
policy for further clarification).
Ir e. The City's financial accounting system shall assure that the status and
transactions of each account and their relationship to budget authority is clear.
4. Financial Reporting
ifrr a. The CAFR shall be timely and comprehensive and meet or exceed professional
industry standards.
b. The City's budget documents shall provide for comparison with prior years.
a. c. Revenue and expenditure reports shall be prepared monthly and be available on
the City's web site.
d. Analysis of the City's monthly report shall be prepared quarterly, coordinated
with the Chief Administrative Officer and Mayor, reviewed with the City
Council, and available on the City's web site.
e. All budget amendments shall be included in the monthly report.
5. Audit
a. The City shall commission an annual audit of its financial reports and related
records to be conducted by the Washington State Auditor's Office.
b. At the conclusion of the audit, the auditor shall be available to brief the City
Council on the results.
c. The results of the audit shall be available to the public.
Policy on Stabilization Funds
Sufficient fund balances and reserve levels are important in the long-term financial stability of
the City.
1. The City shall maintain reserves required by law, ordinance and/or bond covenants.
a. General Government
i. The City shall maintain reserves in the General Fund of at least 10% of
total budgeted operating expenditures.
ii. In addition, the City shall maintain an additional reserve as a part of the
City's Risk Management Funds in a minimum amount of$5,000,000.
Introduction
1-21
r.
i
Financial Management Policies
iii. In addition, the City shall maintain an "Anti-Recessionary Reserve" in an 90
amount of at least 2% of General Government budgeted operating
expenditures.
b. The City shall maintain reserves in the Enterprise Funds as follows:
i. Water Utility Fund: 12% - 25% of total budgeted operating expenses
ii. All other Enterprise Funds: 10% - 20% of total budgeted operating
expenses
c. Reserve balances of other funds shall be set through the budget process in an
amount consistent with the purpose and nature of the fund.
2. Replacement reserves shall be established for equipment, and computer software should
the need continue beyond the estimated initial useful life, regardless of whether the
equipment is acquired via lease, gift or purchase. Service charges paid by City
departments to the appropriate Internal Service funds should include an amount to
provide for replacements.
Financial Planning
1) The City shall maintain a long-term(five year) financial planning model.
a) The financial planning model shall:
i) be based on the currently adopted budget;
ii) utilize these policies;
iii) be based on assumptions and drivers realistically expected to occur;
iv) clearly document the assumptions and drivers used and the results of the use of
such assumptions and drivers;
v) be designed in such a way to permit analysis of alternative strategies;
vi) relate to the related plans of the city to include Service Delivery Plans,
Comprehensive Plans, Master Plans, etc.; and
vii) shall be prepared for the General Government and such other funds as the deemed
necessary.
2) Budget development
a) The City shall prepare an annual budget that is consistent with:
i) state law;
ii) the long-term financial planning model;
iii) these policies; and
iv) industry best practices.
b) The City of Renton's annual budget shall be prepared using the following schedule and
process as a general guide:
i) Review stakeholder input such as surveys, public forums, neighborhood meeting
notes and business community communication.
ii) The Mayor, City Council and Chief Administrative Officer will conduct a goal-
setting retreat with the Department Administrators updating the Business Plan and 16
other policy guidance.
iii) The City Council and Administration will meet to review and discuss the prior
year's audited results, current year budget status, next budget schedule, process, at
budget guidelines and budget preparation items of interest.
Introduction
1-22
Financial Management Policies
iv) The Finance & IS Administrator prepares the budget preparation instructions and
meets with Department Administrators to distribute budget instructions and
discuss budget preparation.
(1) The instructions will include policy priorities, estimates of compensation
adjustments, internal service and indirect charges.
V) Departments will provide to the Finance & IS Department budget estimates and
requests conforming to the budget instructions.
vi) The Mayor submits a proposed balanced Preliminary Budget to the City Council
in conformance with state law.
vii) The City Council conducts public hearings on the proposed budget in
conformance with state law.
viii) The City Council sets the City's property tax levies.
ix) The City Council adopts the final budget ordinance.
x) The Final Budget Document is published and posted to the city web site.
c) Budget amendments should be presented for consideration when the need arises.
i) Budget authority shall be at the fund level except for the General Government
Funds where it shall be at the department level.
ii) Changes resulting in a need to revise the appropriation authority shall be
rr, presented as they occur.
3) Revenues
w a) Revenue forecasts shall assess the full spectrum of resources available to finance City
programs and services.
b) The City shall consider the diversification of revenue as a strategy when developing its
r. financial plans.
c) Should an economic downturn develop that results in (potential) revenue shortfalls or
fewer available resources, the City will make appropriate adjustments to its budget.
d) Revenue estimates shall be based on forecasting methods recommended by the
Government Finance Officers Association (GFOA) and will typically be more likely to
be conservative rather than aggressive.
4) Expenditures
a) Priority shall be given to expenditures that will improve productivity.
5) Capital Improvements
a) A comprehensive six-year plan for City capital improvements shall be prepared annually
and adopted by the City Council as part of the City budget.
i) All projects included in the Capital Improvement Program (CIP) shall be
consistent with the City's Comprehensive Plan.
ii) The Capital Improvement Program shall be prepared in consultation with Council
Committees for ongoing capital improvements.
b) All proposed capital improvement projects shall include a recommended or likely source
of funding.
c) Private development (including residential, commercial and industrial projects) shall pay
its fair share of the capital improvements that are necessary to serve the development in
the form of system development charges, impact fees, mitigation fees, or benefit districts.
Introduction
1-13
Financial Management Policies
d) Capital project proposals should indicate the project's impact on the operating budget,
including, but not limited to, long-term maintenance costs necessary to support the
improvement.
e) Capital projects shall be budgeted for on a project life basis (rather than fiscal year).
Policy on Fees and Charges '
1. The City shall annually review all fees for licenses, permits, fines, rates and other
miscellaneous charges as part of the budget process.
2. User charges and fees shall be established based at a percentage of the full cost of providing
the service,unless otherwise provided by statute or regulation.
a) Full cost incorporates direct and indirect costs, including operations and maintenance,
overhead, and charges for the use of capital facilities.
b) Other factors for fee or charge adjustments may also include the impact of inflation, other
cost increases, the adequacy of the coverage of costs, and current competitive rates.
3. Proposed rate adjustments, user charges and fees shall be presented to the City Council for '
approval each year as part of the Mayor's proposed Preliminary Annual Budget to the
Council.
4. The City shall rigorously collect all amounts due. '
Policy on Utility Funds
1. The City shall establish and maintain separate utility operating and capital improvement '
funds and budgets for each of its utility operations.
2. Utility rate studies shall be conducted every six years to update assumptions and ensure the '
long-term solvency and viability of the City's Utilities.
3. Utility rates and capital fees shall be reviewed annually and necessary adjustments made to
avoid major rate increases.
4. The City shall use system development charges, grants and low interest loans to fund capital
projects where possible. Overall, the utilities should maintain a debt to equity ratio of 60/40.
a) Each Utility should fund an amount of the cost equal to the annual "depreciation ,
expense" of capital assets less debt service principal payments.
5. System Development Charges (SDCs) shall be established at levels to ensure that all
customers seeking to connect to the City's utility systems shall bear their equitable share of
the cost of both the existing and future systems.
6. Debt financing of utility improvements will be consistent with the utility master plans,
council rate policies and other factors so as to smooth the effect of major improvements on
utility rates.
7. The City shall strive to maintain minimum debt service "coverage" with the net revenue
(gross operating revenue of the Utilities less operating and maintenance expenses) of the !
combined Utilities being 1.25 - 1.5 times the actual debt and the net revenue of the individual
Utility being at least 1.25 times the actual debt.
4
Introduction
1-24
Financial Management Policies
Policy on Debt Issuance and Management
1. Long-term borrowing shall be confined to capital improvements or similar projects with an
extended life when it is not practical to be financed from current revenues. The City shall not
use long-term debt to finance current operations.
2. Debt payments shall not extend beyond the estimated useful life of the project being
financed. The City shall keep the average maturity of general obligation bonds at or below
fifteen years, unless special circumstances arise warranting the need to extend the debt
schedule.
3. The City shall work to maintain strong ratings on its debt including maintaining open
.r. communications with bond rating agencies concerning its financial condition.
4. With Council approval, interim financing of capital projects may be secured from the debt
financing market place or from other funds through an interfund loan as appropriate in the
�r circumstances.
5. The City may issue interfund loans when appropriate and consistent with a separately
adopted City Council policy on the subject.
r• 6. When issuing debt, the City shall strive to use special assessment, revenue or other self-
supporting bonds in lieu of general obligation bonds.
7. Long-term general obligation debt shall be utilized when necessary to acquire land or capital
assets based upon a review of the ability of the City to meet future debt service requirements.
The project to be financed should also be integrated with the City's long-term financial plan
and Capital Improvement Program.
8. General obligation debt should be used when the related projects are of a benefit to the City
as a whole.
a) General Obligation Bond(Voted):
• Every project proposed for financing through general obligation debt should be
accompanied by a full analysis of the future operating and maintenance costs
associated with the project.
b) Limited Tax General Obligation Bond(Non-Voted):
• The City should avoid issuing general obligation (non-voted) debt beyond eighty
percent(80%) of its general obligation debt capacity.
9. The City shall use refunding bonds where appropriate when cost savings can be achieved of
at least 4% (NPV), restructuring its current outstanding debt and/or improving restrictive
bond conditions.
10. The City's financial team for the issuance of debt shall consist of the Council, Mayor, CAO,
Finance & IS Administrator, applicable department management (related to the projects to be
financed), City Legal Counsel, designated bond counsel, financial advisor and underwriter in
.. order to effectively plan and fund the City's capital improvement projects.
a) Through a competitive selection process conducted by the Finance & IS Administrator
with consultation with the Mayor, Chief Administrative Officer and Legal Counsel, the
City Council shall approve the most qualified financial advisor / underwriter and bond
counsel.
b) These services shall be regularly monitored by the Finance & IS Administrator.
11. The City shall evaluate the best method of sale for each proposed bond issue.
a) Unless the City would benefit from a pre-arranged (negotiated) sale of debt, it shall
.. typically use a competitive sale format.
r.
Introduction
1-25
Financial Management Policies
b) When a negotiated sale is deemed advisable (in consultation with the Mayor and City '
Council) the Finance & IS Administrator shall negotiate the most competitive pricing on
debt issues and broker commissions in order to ensure the best value to the City.
c) When a negotiated sale is used, the City shall use an independent financial advisor to
advise the City's participants in matters such as structure, pricing and fees.
12. The City shall comply with IRS regulations concerning use of, and reinvestment of bond
proceeds.
a) The City shall monitor and comply with IRS regulations with regard to potential
arbitrage earnings. If arbitrage earnings are believed to be above amounts provided by
IRS regulations, the City will set aside earnings in order to pay the appropriate amount to
the federal government as required by IRS regulation.
Related Policies
• Investment Policy
• Contracting Policy(Purchasing Authority)
• Interfund Loans
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Introduction
I-26
q11 Financial Management Policies
City Funds and Fund Structure
GENERAL GOVERNMENTAL FUNDS: Proposed Key Report
r� 000 General 000 General A E
001 Community Services former 101 A,NEW I(000)
003 Street former 103 A,NEW I(000)
006 Libra /Museum former 106 A,NEW I(000)
004 Community Dev Block Grant 004 Community Dev Block Grant A I(000)
007 Parking Garage Maintenance Combine w/108 Leased Properties DEL N/A
010 Fire Memorial 010 Fire Memorial A 1(000)
011 Fire Health and Wellness 011 Fire Health and Wellness A 1(000)
101 Community Services Combine with General change fund DEL N/A
it number to 001
Combine with General change fund DEL N/A
103 Street number to 003
Combine with General change fund DEL NA
106 Library number to 006
201 Ltd GO Bonds Gen Govt Misc A I(215)
201 Ltd GO Bonds Gen Govt Misc Debt Debt
m' 207 1978 Limited GO Bonds 207 1978 Limited GO Bonds A I(215)
215 Gen Govt Misc Debt Service 215 Gen Govt Misc Debt Service A E
Total General Government Total General Government
SPECIAL REVENUE FUNDS: SPECIAL REVENUE FUNDS:
102 Arterial Street 102 Arterial Street E
108 Leased Properties Fund E
110 Hotel Motel 110 Hotel Motel E
118 Reserve for Paths&Trails 118 Reserve for Paths&Trails E
125 1%For Art 125 1%For Art E
127 Cable Communication 127 Cable Communication E
131 Park Memorial 131 Park Memorial E
DEBT SERVICE FUNDS: DEBT SERVICE FUNDS:
219 1989 Unlimited GO Bonds 219 1989 Unlimited GO Bonds E
220 L.I.D.Debt Service Close,fund balance to 406 DEL N/A
CAPITAL PROJECT FUNDS
CAPITAL PROJECT FUNDS(CIP): CIP
301 City Hall/Garage CIP —Close— DEL N/A
303 Community Dev Mitigation 303 Community Dev Mitigation E
304 Fire Mitigation 304 Fire Mitigation E
305 Transportation Mitigation 305 Transportation Mitigation E
306 Leased City Properties Move to 108 DEL N/A
r 307 Aquatics Center Close to Fund 316 DEL N/A
316 Municipal Facilities CIP 316 Municipal Facilities CIP E
317 Transportation CIP 317 Transportation CIP E
318 Landing CIP 318 Landing CIP E
rr
Introduction
1-27
Financial Management Policies
City Funds and Fund Structure (continued)
GENERAL GOVERNMENTAL FUNDS: Proposed Key Report ,
ENTERPRISE FUNDS: ENTERPRISE FUNDS:
401 Waterworks Utility Closed(FB already moved) DEL N/A
402 Airport 402 Airport E
403 Solid Waste Utility 403 Solid Waste Utility E
404 Golf Course 404 Golf Course E '
405 Water Utility 405 Water Utility B E
406 Waste Water Utility 406 Waste Water Utility B 1(405)
407 Storm Water Utility 407 Storm Water Utility B I(405) '
416 King County Metro 416 King County Metro B I(405)
421 Waterworks Utility Construction Closed(FB already moved) DEL N/A
422 Airport CIP NEW 1(402) '
424 Golf Course Capital 424 Golf Course Capital I(404)
425 Water Utility Construction 425 Water Utility Construction B 1(405)
426 Waste Water Utility Construction 426 Waste Water Utility Construction B I(405) '
427 Storm Water Utility Construction 427 Storm Water Utility Construction B I(405)
451 Waterworks Revenue Bond 451 Waterworks Revenue Bond B 1(405)
461 Waterworks Bond Reserve 461 Waterworks Bond Reserve B 1(405)
471 Rate Stabilization 471 Rate Stabilization B 1(405)
4812004 Water/Sewer Bond 481 Water/Sewer Bonds B I(405)
INTERNAL SERVICE FUNDS: INTERNAL SERVICE FUNDS:
501 Equipment Repair/Replacement 501 Equipment Repair/Replacement E
502 Insurance 502 Insurance E
503 Information Services 503 Information Services 1(501)
512 Insurance,Healthcare 512 Insurance,Healthcare I(502)
522 Insurance,Leoffl Retirees HC 522 Insurance,Leoffl Retirees HC I(502)
FIDUCIARY FUNDS: FIDUCIARY FUNDS: s
601 Firemen's Pension Firemen's Pension(change fund E
number to 611
604 Special Deposits Special Deposits(change fund to 650) E
ACCOUNTING FUNDS: ACCOUNTING FUNDS:
GWS Government-wide Statements GWS Government-wide Statements Ia
901 Bank Surplus 901 Bank Surplus Ia
910 General Fixed Asset Account Group 910 General Fixed Asset Account la
Group
950General Long-term Debt Account Group 950General Long-term Debt Account Ia
Group
631 Claims Clearing 631 Claims Clearing Ia
632 Payroll Clearing 632 Payroll Clearing Ia
Introduction
1-28
r° Financial Management Policies
A. General Government Funds share general revenues. Therefore, no interest shall be charged
for loans between funds.
B. Water Utility Funds shall be managed as a system such that balance sheet accounts are
r merged for management and reporting purposes.
E. External Fund for Reporting Purposes
I. Internal Fund for Management Purposes
Ia. Internal Fund for Accounting Purposes
aw
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j.
Introduction
1-29
it
Major Revenues
Revenue / Economic Review '
As a non-charter code city, the City of Renton has statutory authority to levy or assess all
revenues generally available to all classes of cities and towns in Washington State. This section
analyzes the major revenues utilized and available to the City. 1
Revenues by Type—All Funds ,
Includes General Government, Dedicated Funds, Capital Projects, Utilities, Golf Course
and Internal Funds ,
Miscellaneous Property
14% 16%
Sales ,
14%
Taxes
Utility 39%
Charge for Service 7%
30%
Gambling
2%
Other Governments License/Permits —Other Taxes
10% 4% 3%
Revenues by Type—General Government Funds
Includes General Fund(Police, Fire, Administration, Economic Development, Public Works),
Parks, Streets, Library/Museum, and related Debt Service
Property
Miscellaneous 30%
o
Charge for Service
5% SalesTaxes
25% 79%
Other Governments_
4%
License/Permits
5%
Other Taxes Gambling° Utility
5% 3/6 14%
Introduction
1-30
Maior Revenues
ow Voter Initiatives
Voters have approved for the ballot and subsequently passed a series of initiatives aimed at
.. reducing and limiting the future growth of governmental revenues (or taxes depending on your
perspective). They have been:
• Initiative 695 -November of 1999
o Reduced motor vehicle excise taxes to $30
o Required voter approval of future tax increases
o Ruled unconstitutional by the Washington State Supreme Court
o Motor vehicle excise tax subsequently reduced by State Legislature
o $640,000 annual tax reduction in Renton(based on actual receipts in 1999)
r. • Initiative 722 -November of 2000
o Would have repealed any tax or fee increases in the last half of 1999
r o Limited property tax growth to 2%per year
o Ruled unconstitutional by Washington State Supreme Court
,. • Initiative 747—November 2001
o Establishes new property tax "limit factors"
o 1% or Implicit Price Deflator increase (whichever is less) over the highest of the
district's three previous annual property tax levies
o Taxing districts could levy higher than the limit factor with voter approval
o Currently ruled unconstitutional by appellate court,under review to Supreme
Court
'�' • Initiative 776—November 2002
o Limits total motor vehicle license fees to $30
r ' o Reduces transportation funding
These initiatives have dramatically altered the local government revenues available to fund
community services and programs. The issues raised by each are included in the detailed
discussions that follow.
+ir
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Introduction
1-31
Major Revenues
General Fund - Taxes ,
u
Property Tax—statewide average rate$2.80 ,
State laws regarding the property tax have evolved over the past century. While remaining
relatively stable for most of the 20th century, many changes have occurred in the last few years. ,
The property tax laws are very complicated and difficult to comprehend. Here are some of the
highlights.
Limits- ,
• The Constitution limits total reg_lar property taxes to I% of assessed values or$10 per
$1,000.
• The Constitution permits "excess levies"to exceed the 1% limitation. (These are typically
voted general obligation bonds such as for school levies.)
• Cities are limited to $3.60 per$1,000 of assessed value. ,
• The maximum increase in annual property tax levies is limited to Implicit Price Deflator or
I% (whichever is less) over the highest amount levied since 1986.
• Cities that have not previously used all of their available property tax capacity can use it
in future years. This is known as "banked capacity."
• New construction and newly annexed areas are subject to the previous year's tax rate and
not subject to the IPD, or 1% limitations, when first added to the tax rolls.
• The Council sets the next year's tax levy by ordinance.
• A public hearing is required each year that focuses on the overall financial need for the '
property tax to pay for services and on the amount of proposed increase for the budget
year.
Mechanics ,
• The County Assessor provides assessed values to the County Treasurer as the basis for the
tax computation. In King County, the Assessor updates the taxable values each year. '
• The Assessor revalues subject properties annually. The reassessments are illustrated in
the following graph.
• The County Treasurer assesses the tax each February for that year.
• Assessed values are market driven. The amount that can be levied is set by Council and
regulated by State law and the constitution. The levy rate is derived from these other two
factors. The following illustrates this dynamic using real information from the City of �r
Renton and various assumptions for the future.
rl
Introduction
/-32
Major Revenues
Example using average home value in Renton
2004 2005 2006 2007 2008 2009 2010
Value' 233,500 249,600 269,800 283,290 319,976 335,975 352,774
revaluation 5% 7% 5% 130/6 5% 5% 50/6
Levy Rate 2 $ 3.240 $ 3.220 $ 3.045 $ 2.813 $ 2.675 $ 2.573 $ 2.475
City Tax $ 756.54 $ 803.71 $ 839.08 $ 847.47 $ 855.95 $ 864.50 $ 873.15
Total Taxes 2 $ 2,687.59 $ 2,990.21 $ 3,224.11 $ 3,256.35 $ 3,288.91 $ 3,321.80 $ 3,355.02
levy rate 11.51 11.98 11.95 11.49 10.28 9.89 9.51
Notes:
1-The 2006 home value illustrated is the average home value in Renton as reported by the County Assessor
2-Levy rate includes property tax for bond financing approved by voters related to senor housing
3-Assumes 1%growth limit on total taxes which can be affected by voted school levies
rr
Effect of City Council Policy Decisions Regarding Property Tax
Raising the tax levy on existing properties by 1%,while assessed values increase, still results in a
lower tax levy as the I% increase is less than the increase in assessed values.
Total Property Tax Assessed in Renton
34%
O County
am ■State-School
City
OSchool Dist.
O City-Gen.
27%
23% ■City-EMS
49/6
°
r�
• An increase of 1%results in about $209,316 of Total Property Taxes
new revenue in 2006. The additional
increased revenue results from assumptions
that additions to the tax base from new 25,000,000
construction will be about $300,000,000. 23,000,000
21,000,000
r -
19,000,000
17,000,000
r 15,000,000
2002 2003 2004 2005 2006 2007
wr
OW
Introduction
1-33
I
Major Revenues
2005 2006 2007 2008 2009 2010
Property Taxes Actual Actual Forecast Forecast Forecast Forecast
Assessed Values 6,476,973,084 6,975,246,063 7,878,821,831 8,272,762,923 8,686,401,069 9,120,721,122
Levy Rate 3.1245 3.0448 2.6833 2.5810 2.4827 2.3881
Base Tax Levy 20,724,400 20,931,644 21,140,960 21,352,370 21,565,894 21,781,553 ,
Rate of increase 1.00% 1.00% 1.00% 1.00% 1.00%
New Construction 311,710,459 300,000,000 200,000,000 200,000,000 200,000,000
Annexations 13,599,794 79,000,000 150,000,000 1,000,000 1,000,000
Total Assessed Value 7,300,556,316 8,257,821,831 8,622,762,923 8,887,401,069 9,321,721,122
Total Tax Levy F 21,011,539 22,086,055 23,623,763 24,873,515 25,694,621 26,511,156
Total rate of increase 5.11% 6.96% 5.29% 3.30% 3.18%
Changes in Assessed Valuation
9,000,000,000
8,000,000,000
7,000,000,000
6,000,000,000
5,000,000,000
4,000,000,000
3,000,000,000 Average annual increases for past decade exceeds 9%
2,000,000,000
1,000,000,000
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Total Property Taxes on Typical Home in Selected King County Cities
Mercer I fland
attle
Newcast
Maple Valley
Bellevue
Issaquah
Kirkland
Renton
Kent
ederal Way
Red rr ond
Tu wila
Auburn
Covington
SeaTac
0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000
1W
Introduction
1-34
•
Major Revenues
City (municipal services) Property Tax Rates in Selected King County Cities
Mercer Island
1111
Seattle
Newcastle
Maple Valley
Bellevue
Issaquah ❑City
Kirkland ■Fire
Renton ❑Library
rl
Kent ❑Voted
Federal Way
Redmond
Tukwila
1111 Auburn
Covington
r
SeaTac - <.
$0.0 $0.5 $1.0 $1.5 $2.0 $2.5 $3.0 $3.5 $4.0
ar
Prospects for the future—The City has a very vibrant property tax base. The latest increase in
.r assessed values of existing property was over 12%. While the values have increased, tax policy
instituted by the City kept the growth in tax amount below the growth in assessed value resulting
in a reduced tax levy (assessed value-tax amount=levy rate).
The effect of recent initiatives has been to reassign the policy role for tax policy from the City
Council to the people by requiring a vote on tax increases above one-percent. (See explanation
at the beginning of this section).
The forecast for future years assumes the Council continues to control the growth of property tax
revenues to one-percent for each year.
Sales Tax—278 of 288 cities impose full.85%for General Government
Sales taxes are collected by the State and distributed to the City. The rate available to cities is
made up of two components. The first component is .5%. The second is also .5% of which .15%
is provided to the County resulting in a total amount for City general revenues of.85%. There is
a.
an additional .01% sales tax restricted to use in City criminal justice programs as well.
The overall tax rate in Renton is 8.8%. Therefore, the City receives less than ten percent of the
total sales tax collected. The following graph illustrates the distribution of the sales tax.
r
Introduction
1-35
Maior Revenues
Rate
■State 6.50%
6.467 0.85 ■City .85%
OCounty .15%
State OMetro .60%
■Transit .90%
0.6 ■RTA .40%
0.15 ■Criminal Justice .10%
1 0.2 OStadiums .33%
0.033
This table depicts the history of the sales tax and the forecast.
2002 2003 2004 2005 2006 2006 2007
(thousands) Actual Actual Actual Budget Budget Forecast Forecast
Total Tax 15,038 16,007 16,654 17,108 18,038 18,918 19,886
Percent(Mange -1.99% 6.45% 4.04% 2.73% 5.43% 10.58% 5.12%
Total Sales Tax Receipts
22,000,000
20,000,000
18,000,000
16,000,000 ,
14,000,000
43%Growth over tenears .� a
12,000,000 y �
10,000,000 a r " rz,m;
8,000,000 '
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
The City's overall tax base is well balanced. The automotive sales and construction categories of
sales taxes are the largest. This suggests the need to be vigilant in watching these aspects of our
economy to prepare for any potential down-turns.
Economic Review/Prospects for the Future—The regional economy was strong during much
of the 1990's. As a result, the sales tax revenues grew an average of 6.7%per year during that
time. The national recession in 2001 and 2002 had a dampening effect on retail sales. Since
2000, sales taxes have grown 4.5%.
The regional economy continues to diversify. The Boeing Company is still the major employer
in the region,but now it is joined by Microsoft and numerous biotech and other companies.
However, the regional recession affected many industries. The aerospace industry experienced
significant layoffs and a sharp drop in airplane orders from which it continues to recover. The so
technology sector went from the "dot.com"days, to the "dot.bust"days and has since recovered
as well.
Introduction
1-36 '
Major Revenues
The retail activity began to decline in mid-
2001. Sales in 2002 were actually 2% less Sales by Sector
than 2001; however, sales have since grown 7% ° 0Electronics
• in 2003 and 2004 by 6.4% and 4.0% 21% �%
5�� ■General Merch.
respectively. 7% OFurniture
City budgets are typically very reliant on o Services
sales tax, and sales tax can be affected by 11% ■Other General Retail
%
cyclical/big ticket items. Automobile sales 24 8% ®Construction
° ■Automotive
represent 24% of total sales in the City. 15%
[3 Other Categories
These are subject to greater economic swings
than most other sources of local government revenues.
A forecast for sales taxes was prepared for the City by Doug Pedersen and Associates. The key
observations provided by this report include:
• The number of Boeing employees has dropped 25% over the past six years. Boeing is
expected to regain only a small number of those jobs, reaching about 12,000 in 2007.
ar
• During the decline of Boeing jobs (six years) all other employment in the City has remained
constant(despite the recession of the past few years).
1e • A pickup in the Boeing 737 production and employment in the general Puget Sound area
should result in population and employment growth in Renton at 2%per year, twice the
regional pace.
• Taxable retail sales will grow at 8.2%, about two percentage points higher than regional
growth. We have forecasted slightly more conservative sales tax revenues for purposes of
+� this budget.
Additionally, recent and planned expansions at some of the City's larger retail centers should
r
also help the City reach its forecasts for sales tax growth in 2007.
Change in Sales Tax by Sector
�r
3,500,000
C
3,000,000 YTO Sept.05
r 2,500,000 IN YTD Sept.06
2,000,000
1,500,000
1,000,000
r
500,000
0
r �cy��aca�Jc��cy��a�oco\e�BP�o���e �e� s �J0 �goc\�e`�e`�0�
.r For the longer term, Renton will continue to attract commercial, retail and residential
development interest. The work is underway to develop/redevelop the Boeing site is a good
example of the prospects that exist. This project, known as "The Landing" will add 900 plus
Introduction
1-37
Major Revenues
residential units and 600,000 square feet of retail, including a major entertainment district, to the
City's core. The City will continue to be proactive in its efforts to keep our local economy
moving forward.
Voter Initiatives and the "Streamlined Sales Tax" '
The sales tax should not be impacted by voter initiatives; however, a likely change in State law
may have a significant impact. A complex issue known as"Streamlined Sales Tax" and a
component of it called"sales tax sourcing"would displace up to $1 million in Renton sales taxes
annually. The tax would be allocated by the State to the delivery destination rather than the
original point of sale. For example, if a business products retailer delivered its goods via truck to
a point outside the City, that delivery destination would be credited with the sale rather than
Renton. Without a way to resolve this dislocation of local revenues the cost to Renton would be
about 115th of its retail sales tax. Cities such as Renton have worked hard to find a way to adopt
the new rules without harming our ability to meet service needs of our communities. We believe
the SST legislation will be adopted by the 2007 State Legislature with provisions to fully
mitigate the impact on the City's tax revenues.
Business and Occupation Tax(B&O) -35 of 288 cities impose I
The City of Renton does not levy a B&O tax. State law permits a tax of up to .2% on business
activity with specific exceptions. It is estimated that a .2%B&O tax would result in revenues of
several million dollars annually.
The B&O tax is unpopular with the business community, as it makes no provision for t
profitability of the business. State law specifically directs that the tax not be passed on to
consumers (directly). As a result, the tax is imposed in 35 of the 288 cities in Washington State.
There is no plan to propose a B&O tax in Renton.
Utility Taxes—average of 133 of 288 cities impose
State law enables cities to levy utility taxes on natural gas, telephone and electricity in an amount
up to six percent(6%) of
the total charges (unless a utility'rax
vote of the people permits 12,000,000
■Natural Gas
a higher rate or a higher 10,000,000 MCity utilities
rate was "grandfathered" $,000,000 ■Cellular Phone
such as in Seattle). A tax 6,000,000 OTelephone
is also permitted on solid 4,000,000 0 T Cable
waste, water, sanitary ■Transfer Station
2,000,000
sewer and storm sewerO ; 0Electricity
utilities. No rate 2002 2003 2004 2005 2006 2007
limitation exists on this
second category of
utilities.
Introduction
I-38
■r
Major Revenues
r Utility Taxes 2006 2007 $ %
2002 2003 2004 2005 Forecast Forecast Difference Difference
Electricity 2,899,375 2,977,193 2,820,262 3,020,807 3,447,254 3,619,617 172,363 5.00%
r. Transfer Station 365,149 387,710 395,038 372,871 352,203 366,603 14,400 4.09%
TV Cable 464,019 595,989 626,565 731,313 810,514 859,145 48,631 6.00%
Telephone 1,334,234 1,289,485 1,250,640 1,203,973 1,059,514 1,038,324 (21,190) -2.00%
Cellular Phone 1,043,568 1,137,232 1,219,051 1,202,599 1,341,066 1,394,709 53,643 4.00%
City Utilities 1,724,730 1,856,450 1,756,462 1,995,337 2,113,431 2,219,103 105,672 5.00%
Natural Gas 1,067,570 836,315 1,038,968 1,292,733 1,606,266 1,686,579 80,313 5.00%
+r
TOTAL 8,900,647 9,082,377 9,108,991 9,821,638 10,730,248 11,184,080 453,832 4.23%
This revenue source could be affected by Federal legislation. Congress has considered various
bills that would limit the definition of"telephones" as it relates to emerging technology. This
could eliminate such services as Digital Subscriber Lines (DSL) and Voice Over IP (VOIP) from
er
taxation as a part of the telephone utility.
Cable TV Franchise-145 of 288 cities impose Cable PYanchise
Federal regulation of the cable TV industry 800,000-1 - -
determines the City's role. The law permits a 700,000
franchise fee on cable television of up to 5%. 600,000 i
500,000
The City of Renton levies the 5% franchise fee. 400,000
Below is the table depicting revenue from this 300,000-,
source. 200,000
100,000 1
Revenue increases directly relate to numbers of 0
households and the rates charged by the industry. 2002 2003 2004 2005 2006 2007
r.
2002 2003 2004 2005 2006 2007
Actual Actual Actual Actual Forecast Forecast
Cable Franchise Fee 492,479 509,786 619,926 640,845 709,214 730,490
Rate of Change 3.51% 21.61% 3.37% 10.67% 3.00%
This revenue source should not be impacted by proposed initiatives.
r
yr
r
Introduction
1-39
rr
Major Revenues
Gambling Tax—128 of 288 cities impose
A variety of gambling taxes are permitted by State law. This tax applies to bingo games, raffles,
amusement games, pull-tabs, and card games played within the city limits. State law stipulates
that this tax is to be used for related law enforcement services. The law enforcement budget is
several times higher than the amount of gambling taxes received. The table below depicts the
types of gambling taxes permitted.
Gambling Taxes
Tax Rates
2,500,000 --- --
Maximum City i
2,000,000
Bingo/Raffles 5% 5%
�1
1,500,000-111-
Amusement
,500,000 ,Amusement Games 2% 2%
Punchboard/Pull Tabs 10% 10% 1,000,000
Card Room Tax 20% 10% 500,000.
0
2002 2003 2004 2005 2006 2007
Below is the activity from this tax.
2002 2003 2004 2005 2006 2007
Actual Actual Actual Actual Forecast Forecast
Gambling Taxes 2,106,457 1,922,211 2,117,985 2,305,071 2,083,680 2,187,864
Rate of Change -8.75% 10.18% 8.83% -9.60% 5.00%
This revenue source should not be impacted by proposed initiatives. i
Leasehold Excise Tax
This is a tax collected by the State on private party
0
leases for property that is in public ownership and 1 ,000 Leasehold Excise Taxes
'therefore does not pay property tax. The State rate is 1220,000
100,000
12.4% of which the City is given 4%. 60,000
The amounts of this tax are typically not significant, 60,000
but will vary significantly based on the private tenants 40,000
residing within public properties. 20,000
0
Below is the activity from this tax source: 2002 2003 2004 2005 2006 2007
2002 2003 2004 2005 2006 2007
Actual Actual Actual Actual Forecast Forecast
Leasehold Excise 114,329 139,906 127,418 105,579 83,473 85,977
22.37% -8.93% -17.14% -20.94% 3.00% {
011111
As the City owns and leases space to private parties, such as in Renton City Hall, the 200 Mill
Building, and the Pavilion Building, leasehold excise taxes will be paid in lieu of property taxes. so
This revenue source should not be impacted by proposed initiatives.
1W
Introduction
1-40
..
Major Revenues
Admissions Tax—47 of 288 cities impose A"ssion Taxes
700,000 .._......,..,_
State law provides for a 5%tax on admissions. The 600,000
City tax rate is the maximum 5% and applies to all 500,000
private activity for which an entrance fee is assessed. 400,000
The tax decreased from 2002 levels due to a reduction 300,000
in Cirque du Soleil performances. 200,000-
100,000
00,000100,000
0
2002 2003 2004 2005 2006
2002 2003 2004 2005 2006 2007
Actual Actual Actual Actual Forecast Forecast
Admission Tax 632,715 526,846 476,424 259,669 217,683 224,214
-16.73% -9.57% -45.50% -16.17% 3.00%
This revenue source should not be impacted by proposed initiatives.
.. Taxes—Summary
In total, the taxes assessed by the City of Renton for 2007 total over$60.4 million, an increase of
about 3.16% above the amounts estimated to be collected in 2006. The actual amounts estimated
for 2006 will exceed the amounts used to develop the budget by about 4.35%.
The effect of voter initiatives on future revenue flexibility and potential legislative action
impacting sales tax revenues are concerns for future budgets.
Other Revenues
r` A variety of other revenues are part of the resources available to cities to provide services to
citizens. These include:
r. o Licenses and Permits
2002 2003 2004 2005 2006 2007
Actual Actual Actual Actual Forecast Forecast
Building Permits 1,927,102 2,186,611 2,298,133 2,591,596 2,977,414 3,227,414
Business License 2,333,878 2,139,911 2,086,040 2,036,865 2,068,920 2,118,920
Total 4,260,980 4,326,522 4,384,173 4,628,461 5,046,334 5,346,334
a
Licenses /Permits
• Business Licenses -No increase in the
business license fees is proposed for 2006. 3,000,000
Eighty percent of the business license fees are 2,500,000
specifically used for transportation 2,000,000
,r improvements in Fund 317. The balance is in 1,500,000
the General Fund. 1,000,000 pBuilding
■Business
• Buildings and Structure Permits activity 500,0000
Un fluctuates with the economy. Significant 2002 2003 2004 2005 2006 2007
development at a few large commercial sites will keep revenues higher than anticipated
for 2006. Revisions to some residential permit fees are proposed resulting in an increase
Introduction
1-41
Major Revenues
to the estimate of$250,000 in 2007.
o Intergovernmental:
2002 2003 2004 2005 2006 2007
Actual Actual Actual Actual Forecast Forecast '
State Shared Rev. 520,488 559,554 669,783 735,400 760,400 776,297
Gas Tax 1,113,837 1,124,415 1,131,300 1,139,600 1,226,100 1,400,654
County License Fee 466,822 11,684 - - - -
FireDistrictContract 1,054,478 1,113,213 1,165,639 1,488,250 1,300,000 1,300,000
Other 1,262,071 896,545 1,010,369 290,154 200,000 180,000 r�
Total 3,950,874 3,693,727 3,977,091 3,653,404 3,486,500 3,656,951
• State Shared Revenues—This account includes liquor taxes, liquor"profits", and
criminal justice funding. The amount is set by the State based on population of the '
incorporated areas.
• Gas Tax includes both the
maintenance portion and Intergovernmental
the amount restricted to
use on City arterials. This 1,600,000 s s
entire source is restricted ,aoo,000
E
by the State for use on the 1,200,000
1 . f
City's transportation ,000,000 soo,000
I
system.
600,000
• County License Fees are 400,000
the $15 addition to the car 200,000
tabs that were rescinded o
0
by Initiative 776. This mState Shared Rev. ■Gas Tax
was originally dedicated to ❑County License Fee ❑Fire District Contract
■Other
transportation system
improvements.
• Fire District Contract—The City provides service to Fire District 25. This contract is
related to that service.
• Other Intergovernmental revenues include prisoner room and board, COPS Ahead
Grant, and other operating grants. No capital grants are included in these amounts.
o Charges for Services:
2002 2003 2004 2005 2006 2007
Actual Actual Actual Actual Forecast Forecast
Safety&Security 561,518 427,236 458,608 676,000 656,300 698,120
Development 1,035,736 2,136,196 1,256,978 808,900 1,213,700 1,213,700
Recreation 844,788 876,668 1,458,540 1,511,800 1,468,000 1,573,200
Mitigation Fees 1,912,319 1,237,051 1,820,252 1,025,000 1,025,000 1,250,000
Interfund 3,298,317 3,510,572 3,645,150 4,095,351 3,456,400 2,552,933
Other 67,229 88,924 207,205 ro
Total 7,719,907 8,276,647 8,846,733 8,117,051 7,819,400 7,287,953
Introduction
1-42
IN
Major Revenues
" • Safety and Security fees primarily Charges for Service
consist of home detention and
electronic monitoring fees. 4,000,000 --
3,500,000
• Development plan check fees have 3,000,000
grown with the growth in the 2,500,000
r,. economy, with 2005 expected to 2,000,000
have actual results well above 1,500,000
budget estimates. As a result, we 1,000,000
>rrr► have increased the 2006 estimate 500,000
above the 2005 budget. °
2002 2003 2004 2005 2006 2007
• Recreation fees increased in 2004 as ❑Development ORecreation ■Interfund
a result of the opening of the
Aquatic Center. The quality of the programs is attested to by the high demand for
service.
• The interfund service charge is assessed to other City funds for services rendered by the
General Fund. These include payroll, accounting, legal, personnel, information
services and other services. Other interfund assessments are for engineering services
support of capital projects. The decrease reflects assessing service fees for technology
services in a different manner.
r
Fines and Forfeits:
2002 2003 2004 2005 2006 2007
Actual Actual Actual Actual Forecast Forecast
Total 1,043,199 991,753 1,025,151 720,312 852,350 949,900
ra -4.93% 3.37% -29.74% 18.33% 11.44%
Fines assessed by the City include traffic citations, parking violations and misdemeanor fines
assessed by State law through the court system. Forfeitures include amounts seized enforcing
narcotics laws. Fines are also collected at
the library for overdue books.
Fines and Forfeits
,. • Most of the revenues are collected
by the Municipal Court. The 1,100,000 v— —
fluctuation in this revenue source is
r. a result of changes in law 1,000,000
enforcement activity and the results 900,000
from a higher court decision 600,000 "
+r. overturning some past court 700,000
decisions. 600,000
• Forfeitures are obtained by the 500,000 =-
■t 2002 2003 2004 2005 2006 2007
police department narcotics unit.
Amounts from forfeitures are used
s
exclusively in narcotics enforcement activities.
Introduction
1-43
rt
J
Major Revenues
Miscellaneous :
2002 2003 2004 2005 2006 2007
Actual Actual Actual Actual Forecast Forecast all
Interest Earnings 520,510 772,446 357,389 781,260 737,400 873,000
Rents 573,033 585,956 641,345 574,900 575,400 587,400
Total 1,093,543 1,358,402 998,734 1,356,160 1,312,800 1,460,400 ,rt
• Interest income results from investing Interest and Rents
the City's reserve cash in accordance 800,000 -
with State law and City policy. The 700,000
lower interest rates have limited the 600,000
return on these investments over the
recent years. In 2007, increased focus 500,000
on investments should result in 400,000
increased earnings. 300,000
We have shown the General 200,000
Government interest earnings 100,000
separately from the other City funds. ° 2002 2003 2004 2005 2006 2007
• A majority of the rents revenue comes CI Interest ■Rent
from the recreation activity.
Special Revenue Funds -
Hotel Motel Taxes-A 1%tax is levied on the sale Lodging Tax
or charge for lodging in accordance with RCW ,
82.08 and RMC 5.18.1. The tax was authorized in 250,000
1998. Revenues generated are to be used for 200,000
capital items related to tourism. Tourism is 150,000
defined as anything that brings in someone who is
not from Renton. The State law permitting the 100,000
City to levy this tax requires a city over 5,000 50,000
population to have a"Lodging Tax Advisory 0
Committee" of at least five members appointed by 2002 2003 2004 2005 2006 2007
the Council. The committee reviews the proposed 0 Lodging Tax ■Marketing
use of the revenue (if it changes) and advises the
mayor and council.
2002 2003 2004 2005 2006 2007
Actual Actual Actual Actual Forecast Forecast
Lodging Tax 148,797 143,960 154,114 207,324 180,000 180,000 1
Marketing Contribution 56,901 35,525 57,500 65,000 65,000 65,000
Interest Earnings 3,740 2,363 5,528 5,000 5,000 5,000
Total 209,438 181,848 217,142 277,324 250,000 250,000
Introduction
1-44
Major Revenues
Capital Project Funds —
Real Estate Excise Tax(REST) –The REET is Real Estate Excise Tax
,,. available to fund various capital improvements. It 4,500,000
is authorized by State law in two parts,with each 4,000,000
having slightly different types of capital 3,500,000
3,000,000
r. improvements that can be funded by the tax. The 2,500,000
City has imposed the first '/4%REET since at least 2,000,000
1,500,000
1985 and the second '/4% since 1992. The 1,000,000
+. anticipated revenues to be derived by the REET can 500,000
fluctuate quite a lot based primarily on larger ° 2002 2003 2004 2005 2006 2007
commercial real estate activity.
2002 2003 2004 2005 2006 2007
Actual Actual Actual Actual Forecast Forecast
Debt Service 1,297,662 1,584,211 2,251,358 1,250,000 1,250,000 2,350,000
CIP Fund 1,297,662 1,380,402 2,231,993 3,173,910 3,000,000 900,000
Total 2,595,324 2,964,613 4,483,351 4,423,910 4,250,000 3,250,000
r
Enterprise Funds–
,� Water and Sewer Rates–The water, sewer and Water and Seiwr Fees
storm sewer rates fund most of the costs 10,000,000 ----- — --
associated with providing these services in our 9,000,000 i
8,000,000.
community. (Other sources include hookup 7,000,000
fees and interest earnings.) 6,000,000
5,000,000-'
The rates were not increased for many years. 4,000,000 ' -
However, as costs have increased, the need to 3,000,000-1
maintain the systems and keep up with 2,000,000 r
1,000,000
increased costs has necessitated a careful 0
review of the rates. A rate study was 2002 2003 2004 2005 2006 2007
conducted in 2006. The recommendation was ❑Water ■Sewer ❑Metro ❑storm
to raise rates to maintain service at current
levels. The comparative rates chart to
the right illustrates the average Comparative Utility Fees(from 2006)
.. monthly utility bill for a single family
residence from services provided for so
(or arranged for)by the City. 50
The City is very competitive with 40 ❑Water
similar/neighboring jurisdictions. ■Sewer
The proposed rate increases are: 30 ❑Storm
Water 5%, Wastewater 5%, and F []Solid Waste
20
Storm Sewer 3%.
10
0
Renton Kent Auburn Tukwila Coal Seattle Bellevue
Creek
Introduction
1-45
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Major Revenues
King County sets the rate for"Metro". This is the cost of treating wastewater.
2002 2003 2004 2005 2006
Actual Actual Actual Budget Forecast
Water Sales 6,120,656 6,401,984 6,938,951 6,844,600 7,164,939
Sewer Service 3,074,720 2,663,528 3,109,350 3,390,400 3,583,100
Metro Sewer Charge 7,338,790 7,678,319 7,707,187 8,553,600 8,418,000
Storm Sewer 2,227,355 2,442,811 2,709,055 2,439,200 2,540,281
Total 18,761,521 19,186,641 20,464,544 21,227,800 21,706,320
Golf Fees—The City golf course fund was Golf Course Green Fees
created by Ordinance 3884 in 1985. 1,350,000
Maplewood Golf Course is owned and 1,300,000
operated by the City. The course is managed 1,250,000
by the Community Services Department and 1,200,000
it is operated as a separate enterprise fund of 1,150,000
the City. It is anticipated that user fees from
1,100,000
customers will pay the operating and capital
costs of the golf course. 1,050,000
1,000,000
The golf course is also a water utility 2002 2003 2004 2005 2006
resource as it is the location of city wells that
provide drinking water to our community.
The use of this space as a golf course helps
preserve the quality of the well water for Comparative Golf Fees
future generations. Riverbend
The golf course has a tradition of moderate ,
increases in rates (such as greens fees) Foster
every other year. Increases in these rates
are included in the 2007 budget. Bellevue
The comparative rates chart to the right Auburn
illustrates that the Renton course rates are
comparative with the market. These rates Renton
are weekend rates for 18 holes of golf. $o $10 $20 $30 $ao
i
2002 2003 2004 2005 2006 2007
Actual Actual Actual Actual Forecast Forecast
Course Revenue 1,873,218 1,828,357 1,816,305 1,752,645 1,941,880 1,964,165 ■d
Concessionaire/Pro Shop 417,559 406,206 423,362 450,829 465,000 500,300
Total 2,290,777 2,234,563 2,239,667 2,203,474 2,406,880 2,464,465
•
urrt
Introduction
1-46
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2007 Fund Balance Summary
The City Council revised the financial policies in 2006, including the "Policy on Stabilization
Funds" (which can be found on page 1-21 of this budget). This summary compares the adopted
" 2007 budget to the adopted policy.
General Government:
Policy: The City shall maintain reserves in the General Fund of at least 10%of the total
r
budgeted operating expenditures.
Analysis: The following table illustrates compliance with the policy. The City estimates
revenues based on anticipated actual receipts and fully funds all authorized
expenditures (there is no allowance for vacant positions, etc.). As a result, revenues
collected in excess of estimates and expenditures below budget appropriations results
in additions to fund balance. It is the City's practice to utilize these increases to fund
balance which exceed policy thresholds in a subsequent year's budget for non-
recurring items.
General Government 2006 Budget 2006 Actual 2007 Budget
Beginning Balance 10,593,628 10,593,628 12,451,461
Revenues 73,967,484 74,402,129 80,356,649
Expenditures 74,840,302 72,544,296 82,592,418
Ending Balance 9,720,810 12,451,461 10,215,692
%of Expenditures 12.99% 17.16% 12.37%
Policy Threshold 10.00% 10.00% 10.00%
Over/(Under) 2.99% 7.16% 2.37%
NK
Policy: In addition, the City shall maintain an additional reserve as a part of the City's Risk
Management Funds in a minimum amount of$5 million.
Analysis: The "Additional Reserve for General Government Budgets" found in Fund 502 (Risk
Management) is $6.1 million in the 2007 budget(page 6-64).
Policy: In addition, the City shall maintain an "Anti-Recessionary Reserve"in an amount of
.,. at least 2%of General Government budgeted operating expenditures.
Analysis: The "Anti-Recessionary Reserve" found in Fund 502 (Risk Management) is $2.1
.. million in the 2007 budget(page 6-64).
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Introduction
1-47
2007 Fund Balance Summary
Enterprise Funds:
Policy: The City shall maintain reserves in the Enterprise Funds as follows:
Water Utility Fund: 12% to 25%of total budgeted operating expenses
All other Enterprise Funds: 10% to 20%of total budgeted operating expenses
Analysis: The following tables illustrate compliance with the policy. The City combines all
utility funds for purposes of compliance with this policy and financial reporting (see
the Financial Management Policies, page 1-20).
Water Utility Funds 2006 Budget 2006 Actual 2007 Budget
Beginning Balance 3,719,512 3,719,512 8,029,290
Revenues 26,704,148 27,984,015 25,488,600
Expenditures 24,039,034 23,674,237 25,104,248
Ending Balance 6,384,626 8,029,290 8,413,642
% of Expenditures 26.56% 33.92% 33.51%
Policy Threshold 12.00% 12.00% 12.00%
Over/(Under) 14.56% 21.92% 21.51% ,
Airport 2006 Budget 2006 Actual 2007 Budget
Beginning Balance 2,456,497 2,456,497 1,650,095
Revenues 2,654,043 1,393,293 954,191
Expenditures 2,642,600 2,199,695 2,341,464
Ending Balance 2,467,940 1,650,095 262,822
% of Expenditures 93.39% 75.01% 11.22% 1
Policy Threshold 12.00% 12.00% 12.00%
Over/(Under) 81.39% 63.01% -0.78%
Golf Course 2006 Budget 2006 Actual 2007 Budget
Beginning Balance 1,035,127 1,035,127 1,048,002
Revenues 2,421,880 2,324,575 2,464,465
Expenditures 2,421,880 2,311,700 2,464,465
Ending Balance 1,035,127 1,048,002 1,048,002
% of Expenditures 42.74% 45.33% 42.52% ■1
Policy Threshold 12.00% 12.00% 12.00%
Over/(Under) 30.74% 33.33% 30.52%
Solid Waste (Garbage) 2006 Budget 2006 Actual 2007 Budget
Beginning Balance 1,370,980 1,370,980 1,726,483
Revenues 9,670,248 10,025,751 9,565,016
Expenditures 9,670,248 9,670,248 10,917,695
Ending Balance 1,370,980 1,726,483 373,804
% of Expenditures 14.18% 17.85% 3.42%
Policy Threshold 12.00% 12.00% 12.00%
Over/(Under) 2.18% 5.85% -8.58%
a`
Introduction
1-48
BUYgaI ata Glance
1
1
1
1
1
1
1
City of Renton Corporate Organization Structure
RENTON CITIZENS
CITY COUNCIL MAYOR MUNICIPAL COURT
Toni Nelson,President Kathy Keolker JUDGE
Denis W.Law,Randy Corman 425-430-6500 Terry Jurado
Dan Clawson,Don Persson 425-430-6550
Terri Briere,Marcie Palmer
425-430-6501
w
CHIEF ADMINISTRATIVE OFFICER COMMUNICATIONS
Jay Covington Preeti Shridhar,Director
425-430-6500 425-430-6500
/ COMMUNITY SERVICES PLANNING/BUILDING/ ECONOMIC DEVELOPMENT ADMINISTRATIVE,JUDICIAL '
Terry Higashiyama, PUBLIC WORKS NEIGHBORHOODS,AND AND LEGAL SERVICES
Administrator Gregg Zimmerman, STRATEGIC PLANNING Marty Wine,Assistant CAO
425-430-6600 Administrator Alex Pietsch,Administrator 425-430-6500
425-430-7394 425-430-6580
Facilities {�De�velopmentServlces Economic Development Mayor's Office
Peter Renner,Director Suzanne Dale Estey,
Director
Parks Maintenance Services Neighborhoods City Clerk/Cable Manager
Leslie Betlach,Director (Michael Stenhouse,Director Bonnie Walton,
City Clerk
Recreation Transportation Systems Strategic Planning Court Services '
Jerry Rerecich,Director Peter Hahn,Deputy Joe McGuire,Director
P/.
/PW Administrator
Human Services Utility Systems Hearing Examiner
Karen Bergsvik,Manager Lys Hornsby,Director Fred Kaufman,
Hearing Examiner '
Library fCityAtorne
y
Bette Anderson,Director Warren Barber Fontes,P.S.
Renton History Museum '
Elizabeth Stewart,Supervisor
Community Relations, ,
Special ents
POLICE FIRE HUMAN RESOURCES FINANCE AND '
Kevin Milosevich,Chief I.David Daniels,Chief AND RISK MANAGEMENT INFORMATION SERVICES
425-430-7503 425-430-7501 Michael Webby,Administrator Michael Bailey,Administrator
425-430-7650 425-430-6858
Operations/Support Operations Human Resources Finance
Tim Troxel,Deputy Chief Charles Duffy, Linda Parks,
Deputy Fire Chief Fiscal Services Director '
Civil Service Commission Information Services
Patrol Operations Emergency Response
A
Patrol Services :Deputy
:Fire
tion/ Risk Management
vices Print and Mall
e, Services
Investigations Chief
Administrative prevention Bureau
Services
Staff Services
Training
Auxiliary Services
Disaster
Management J
am
AM j'3udya at a q&nce
The Budget Process
The City of Renton develops its budget every year from February through September. The
Mayor and the Council review the City's revenues and services in order to determine if they need
to make significant changes to the budget.
In reviewing the anticipated revenue, the Mayor's first priority is to ensure that the City is able to
continue providing the same levels of service. This may require obtaining additional funds
because the same service level now costs more. For example, as our population increases, we
need more police officers to maintain the same response times.
City departments estimate the costs of providing existing base services for the budget year. In
addition, they submit requests for new programs that they would like the Mayor to consider. The
r. Mayor evaluates the department requests and can recommend new programs for Council
approval within the context of the Council's adopted Business Plan Goals.
The Mayor and the Council hold a strategic planning retreat in the spring of each year in order to
adopt these Business Plan Goals. At that time, the Council sets policy direction and priorities for
the next budget cycle. They also determine whether the City's current levels of service are
meeting the needs of our community.
The Mayor must provide to the Council by October 31 a proposed budget for the following year.
The Mayor also provides them with an estimate of expected revenue in order to meet the costs of
providing City services. The Council reviews the budget and any revisions in November and
December. It must approve a balanced budget for all City expenditures by the beginning of the
budget year,which is January for the City of Renton. In order to obtain citizen opinion about
proposed expenditures, the City holds two public budget hearings.
Once the Council adopts the budget, the Mayor must ensure that expenditures are made within
legal limits. If the economy changes or the City identifies unanticipated needs during the year
that require changing the budget, the Mayor will recommend those changes. A Council-adopted
• ordinance must accompany all budget increases. If revenues fall short, the Mayor can make
decreases to the budget to ensure that the City does not overspend available resources. The
Mayor will work closely with the Council whenever changes to the budget must be made.
Budget at a Glance
2-1
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Budgetary Basis and Basis of Accounting
The budget, as adopted, constitutes the legal authority for expenditures. Budgets are adopted on
the cash basis of accounting. The annual budget is adopted with budgetary control at the fund
level so expenditures may not legally exceed appropriations at that level of detail. Transfers or
revisions within funds are allowed, but only the City Council has the legal authority to increase
or decrease a given fund's annual budget.
Basis of accounting refers to the point at which revenues or expenditures/expenses are
recognized in the accounts and reported in the financial statements. It relates to the timing of the "
measurement made regardless of the measurement focus applied:
1. Accrual
■M
Both governmental and business-type activities in the government-wide financial statements and
the proprietary and fiduciary fund financial statements are presented on the accrual basis of
accounting. Revenues are recognized when earned and expenses are recognized when incurred.
2. Modified Accrual
The government funds financial statements are presented on the modified basis of accounting.
Under the modified accrual basis of accounting, revenues are recorded when susceptible to
accrual: i.e.,both measurable and available. "Available"means collectible within the current
period or soon enough thereafter to be used to pay liabilities of the current period. r
di
4
Budget at a Glance
2-2
Schedule of the Budget Process
Description Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan
The budget process and time limits are established by State law. The City of Renton adjeres to the following procedures.
1
The Mayor,Council and staff meet to set priorities(Council/staff retreat.)
2
Council Committee of the Whole adopts the Business Plan Goals and
Strategies.
3 Budget instructions,salary and benefit computations and forms are prepared and distributed
to departments on or before July 1.
4 Six-year Transportation Capital Improvement Program and associated budget adjustments
adopted by Council,by Resolution.
5 Departments prepare and submit new operating programs,positions and reclassifications,
q and six-year capital improvements.
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.
r 10 The Mayor's Preliminary Budget is prepared and fled with the City Clerk by the first working day in
November;available for public review.
11 The City Clerk publishes a notice of filing the preliminary budget,and also designates the date,time,and
place of the public hearing on the final budget.
12 Council Committee of the Whole conducts budget hearings with department heads during the month of
November. The hearings are open to the public.
13 The final hearing on the proposed budget must begin on or before the first Monday of December,and may
s
continue until the 25th day prior to the next fiscal year.
14
Year-end budget adjustments for the current budget year are presented to Council for adoption,by ordinance.
15 The City Council approves amendments to the proposed budget,and following the public hearing adopts a final
balanced budget,by ordinance,prior to January 1.
16 The final Budget as adopted is published,distributed,and made available to the public during the
first three months of the ensuing year.
s
Budget at a Glance
2-3
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City of Renton '
Budget Fund Structure
City of Renton
Fund Structure
P ropri eta ry
Governmental _ ,
Funds Funds
* Special Debt Capital Enterprise Internal
CGeneral Revenue Service Projects Funds Service
L
Government Funds Funds Funds
General Arteria Unlimited "Mitigation * Equipment
Fund Streets GO Funds Utilities Rental
Debt
Community Leased CIP-City Information ,
Utility
Services Properties Facilities Operations Services
Fund
--- •Utility
CD Block Hotel/ * Construction Insurance
Grant Motel Transportation Services
Fund Fund Improvements -_
Utility
- Debt
Street Paths South Lake service
Fund and Washington
Trails Infrastructure Airport
Library 1%
Fund for
Art
Solid
Waste
Limited Cable
Tax Debt Communication
Service Golf
17Course
Parking Park '
Garage Memorial
Maintenance Fund
Fire
Memorial
Fund
Fire Dept
Health&
Wellness
Major Funds are those with budgets representing ten percent or more of the City's overall budget. They are marked
with an asterisk(*).
For descriptions of Major Funds,see next page.
Budget at a Glance
2-4
City of Renton
Budget Fund Structure
General Government is used to group those accounts that are largely supported by
general taxes of the City.
General Fund accounts for all general government activity not accounted for in other
funds. It includes most tax revenues and such services as police, fire, engineering, long
range planning, city clerk, administration, and economic development.
Transportation Improvements Fund accounts for all roadway capital projects
managed and funded by the City. These are capital projects found in the Capital
�. Improvement Program section of this budget.
Water/ Sewer Utility is comprised of a number of sub-funds working towards a
mission to operate and maintain a quality water supply system and to collect, convey
and treat wastewater effectively and economically within the Council's rate structure
and to construct water and/ or sewer projects by contract or City participation in private
,,. projects for infrastructure improvements consistent with the Capital Facilities Plan.
r
Non-budgetary funds include:
Reserve Retirement Contribution Fund Arbitrage Deposit Fund
+� ICMA Deferred Compensation Fund Claims Clearing Fund
Salary Clearing Fund
r
r
r
Budget at a Glance
2-5
ire
Financial Structure
The City's budget comprises seven major fund types or groups. The following is a general
overview of each fund type. ,
General Governmental Funds
These funds are used to account for resources that are generally not dedicated for a specific
purpose. They are used to meet the basic services that your local government provides.
Major Revenues Primary Services
• Taxes • Police protection
• Fees, licenses, and permits • Fire protection/ emergency medical
services
• Fines and forfeitures • Parks and recreation
• Intergovernmental(Federal, State) • Municipal Court/ legal services
• Library services ,
• Street maintenance planning
• Economic development/planning
• Administrative functions as
Special Revenue Funds W
These funds are used to account for revenues that are to be used for a specific purpose as
required by law or administrative action. A
Major Revenues Primary Services
• State and Federal Grants • Economic development
• Taxes • Cable communications
• Street overlay '
• Art fund
Debt Service Funds
These funds are used to account for accumulation of dedicated revenue and payment of principal
and interest related to the City's general obligation bond issues.
Major Revenues Primary Services
• Property tax levies Payment of principal and interest on
outstanding bonds
• Real estate excise tax
• Special assessments
Budget at a Glance
2-6
w
Capital Improvement Funds
These funds are used to account for the acquisition and construction of major capital facilities
and equipment. All projects supported by these funds can be found in the 2007-2012 City of
Renton Capital Improvement Program.
_Major Revenues Primary Services
r • Federal and State grants Capital improvement projects
• Special assessments
" • Property tax
• Sales tax
"■" • Real estate excise tax
• Impact mitigation
Enterprise Funds
These funds are used to account for operations that are financed and operated in a manner similar
to private business enterprises.
aw Major Revenues Primary Services
• Service (user) charges • City utilities
�. • Federal and State grants • Renton Municipal Airport
• Revenue bonds • Maplewood Golf Course
sw • State loans
wo Internal Service Funds
These funds are used to account for the goods and services furnished by one city department for
another department on a cost reimbursement basis.
Major Revenues Primary Services
• Charges to other city departments • Fleet management
• Insurance, health/property liability • Information Services
Fiduciary Funds
These funds are used to account for assets held by the City in a trustee capacity.
Major Revenues Primary Services
f Investment interest Fire pension fund
Budget at a Glance
2-7
Please refer to the following tables and figures for specific information on the budget, fund nr1
groups, and employment history. In The Total Budget for 2007 table, we provide details on
revenue and expenditure categories.
In the Revenue Over Time table we provide sources and amounts of revenue by year from 2004
through 2007.
r
In the Fund Groups pie chart we show the budget percentages for each fund type and the General
Governmental Fund, by department.
In the Expenditure Over Time table we provide specifics for fund expenditures.
In the Employment History—City of Renton graph we present the history of employment for the
City of Renton.
i
Budget at a Glance
2-8
The Total Budget for 2007
General Special Debt Capital Internal
Govmtal Revenue Services Imprvmts Enterprise Services Fiduciary Total
Revenue
Property Tax 23,646,892 516,000 24,162,892
Sales Tax 21,198,335 180,000 21,378,335
Utility&Natural Gas 11,184,080 35,000 11,219,080
Gambling Excise Tax 2,088,680 2,088,680
Other Taxes 3,945,938 900,000 4,845,938
Fees&Permits 3,739,698 1,600,000 70,000 5,409,698
Federal and State Grants 342,114 8,850,900 226,400 9,419,414
Intergov and Interfund Revenue 5,771,447 562,500 5,991,900 673,600 73,000 13,072,447
Charges for Services 3,755,020 2,088,100 38,670,386 4,583,191 49,096,697
A Other Revenues 4,684,445 1,156,499 5,000 7,077,600 17,364,661 15,194,650 175,000 45,657,855
Total New Revenue 80,356,649 1,933,999 521,000 26,508,500 57,005,047 19,777,841 248,000 186,351,036
Use of Prior-Year Revenue 2,235,769 245,800 0 20,005,624 2,765,952 779,314 256,176 26,288,635
Total Resources $82,592,418 $2,179,799 $521,000 $46,514,124 $59,770,999 $20,557,155 $504,176 $212,639,671
Expenditures
Legislative 284,284 284,284
TM Administrative and Judicial 3,410,626 138,900 3,549,526
Legal Services 1,197,238 1,197,238
Econ Dev,Neigh,Strgic Ping 1,594,376 255,000 350,000 2,199,376
Human Resources&Risk Mgmt 854,233 11,582,190 12,436,423
Finance and Information Svcs 1,870,378 3,643,625 5,514,003
Police 19,750,056 19,750,056
Fire 15,302,856 15,302,856
Planning/Building/Public Works 12,356,300 36,416,027 50,199,173 4,247,480 103,218,980
Community Services 15,436,255 836,321 4,892,497 1,910,516 23,075,589
m Interfund Transfers 86,500 692,200 4,615,600 1,585,500 6,979,800
Other City Services 4,378,851 1,071,712 202,497 504,176 6,157,236
Debt Service 6,070,465 521,000 4,604,646 11,196,111
Total Committed Expenditures 82,592,418 1,922,421 521,000 46,274,124 59,371,547 19,675,792 504,176 210,861,478
Increase to Reserves 0 257,378 0 240,000 399,452 881,363 0 1,778,193
Total Expenditures $82,592,418 $2,179,799 $521,000 $46,514,124 $59,770,999 $20,557,155 $504,176 $212,639,671
ar
Budget at a Glance
2-9
Revenue Over Time
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Tax Revenues
Property Taxes 20,110,105 21,618,590 22,590,807 22,571,772 24,162,892 70%
Retail Sales and Use Tax 18,071,140 18,692,911 20,134,697 20,567,102 21,651,799 7.5%
Utility Taxes 8,957,389 9,585,293 9,895,036 10,513,362 10,945,616 10.6%
Real Estate Excise Tax 4,610,770 4,546,374 4,827,181 6,003,998 3,335,977 -30.9% ...
Gambling Excise Tax 2,117,985 2,305,120 2,305,000 2,064,544 2,088,680 -9.4%
Other Taxes 1,557,653 1,376,156 1,426,582 1,211,763 1,509,961 5.8%
Total Tax Revenue 55,425,042 58,124,444 61,179,303 62,932,541 63,694,925 4.1% .�.
Operating Revenue
Licenses and Permits
`r+
Business Licenses and Permits 2,086,040 2,106,894 2,202,184 2,493,918 2,269,984 3.1%
Building Permits 2,252,851 2,559,224 3,118,014 2,494,211 3,109,014 -0.3%
Non-Business Licenses/Permits 45,282 47,008 30,700 59,183 30,700 0.0%
Total Licenses and Permits 4,384,173 4,713,126 5,350,898 5,047,312 5,409,698 1.1%
Intergovernmental Revenue
Federal and State Grants 1,932,184 1,326,589 14,347,059 4,003,128 9,474,814 -34.0%
State Shared Revenue 1,871,333 1,939,001 2,059,500 2,082,557 2,274,951 10.5%
Intrgovl Service and Interlocal Grants 3,975,960 1,732,058 5,573,580 1,887,858 7,433,184 33.4%
Total Intergovernmental Revenue 7,779,477 4,997,648 21,980,139 7,973,543 19,182,949 -12.7%
Charges for Services
Utility and Environment 32,223,826 33,449,941 34,101,649 36,080,300 36,831,900 8.0%
Recreation 3,028,333 3,016,853 3,219,880 3,200,693 3,336,986 3.6%
Plan Checking Fees 976,686 1,127,350 1,082,000 1,149,365 1,082,000 0.0%
Planning/Zoning/EIS Fees 162,251 161,387 1,147,542 240,604 969,800 -15.5%
Mitigation Fees:Transp, Fire&Parks 1,820,252 1,186,406 1,250,000 1,121,371 1,250,000 0.0%
Other Transportation 6,657 8,314 5,100 10,214 8,000 56.9%
Other Charges for Services 2,326,686 2,470,252 5,034,650 4,907,413 5,618,011 11.6%
Total Charges for Services 40,544,691 41,420,503 45,840 821 46,709,960 49,096,697 7.1%
Total Operating Revenue 52,708,341 51,131,277 73,171,858 59,730,815 73,689,344 0.7%
Other Revenues
Fines and Forfeits 1,025,151 720,312 732,350 920,168 953,600 30.2%
Interest Earnings 1,296,448 2,245,773 1,548,701 3,717,868 1,901,975 22.8%
Rents/Leases/Concessions 2,786,977 2,160,295 3,041,479 2,691,441 3,163,185 4.0%
Employee Insurance Premiums 7,290,739 8,470,623 9,629,212 9,204,453 10,890,504 13.1%
Interfund Dept.Service Charges 4,341,623 4,501,598 4,183,993 3,588,741 3,308,912 -20.9%
Other Revenue 1,812,011 3,409,662 2,833,150 3,339,374 2,934,700 3.6%
Interfund Transfers 35,720,467 24,006,355 39,727,717 32,677,791 25,813,891 -35.0%
Total Other Revenue 54,273,416 45,514,618 61,696,602 56,139,836 48,966,767 -20.6%
Total New Revenues 162,406,799 154,770,339 196,047,763 178,803,192 186,351,036 -4.9%
Budget at a Glance
1-10
Expenditure Over Time
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Salaries and Wages
Salaries 37,510,357 40,362,460 43,738,363 42,106,727 46,000,992 5.2%
Overtime 2,085,720 2,203,460 2,296,162 2,575,565 2,315,077 0.8%
Total Salaries and Wages 39,596,077 42,565,920 46,034,525 44,682,292 48,316,069 5.0%
Personnel Benefits
Retirement/FICA 3,664,386 4,219,852 5,083,828 4,798,082 6,249,339 22.9%
Medical and Employee Insurance 13,356,746 15,433,899 17,978,958 17,565,897 20,368,363 13.3%
Total Personnel Benefits 17,021,132 19,653,751 23,062,786 22,363,979 26,617,702 15.4%
Supplies
Operating Supplies/Equipment 4,384,438 4,196,592 5,678,274 4,779,921 59492,163 -3.3%
Other Services and Charges
Professional Services 11,316,152 12,212,347 14,042,773 12,920,620 14,396,417 2.5%
Operating Rentals and Leases 2,865,104 3,220,921 3,304,700 3,233,504 3,793,214 14.8%
Property/Liability Insurance 3,278,326 3,340,173 5,161,400 3,178,942 2,710,469 -47.5%
Public Utility Services 10,312,915 11,146,412 11,353,874 11,995,911 12,540,013 10.4%
Operating Services and Charges 3,362,326 3,259,660 4,056,371 3,774,102 4,108,083 1.3%
Total Other Services and Charges 31,134,823 33,179,513 37,9199118 35,103,079 37,548,196 -1.0%
Intergovernmental Services
Total Intergovernmental Services 4,878,309 5,315,323 6,372,531 5,930,497 6,498,570 2.0%
Capital Outlay
Land, Buildings,and Equipment 6,310,129 4,422,731 32,654,630 14,157,847 21,920,856 -32.9%
Construction 19,956,803 16,943,313 38,607,093 12,909,379 36,652,100 -5.1%
Total Capital Outlay 26,266,932 21,366,044 71,2619723 27,067,226 58,572,956 -17.8%
Debt Service(Principal and Interest)
Principal 3,920,294 3,924,737 4,342,645 4,348,970 4,545,871 4.7%
Interest and Related Debt Costs 3,161,138 3,475,473 3,659,481 3,829,184 4,343,975 18.7%
Total Debt Service 7,081,432 7,400,210 8,002,126 8,1789154 8,889,846 11.1%
Interfund Payments and Transfers 21,710,656 189720,720 17,022,998 15,784,033 18,925,976 11.2%
Total Committed Expenditures $152,073,799 $152,398,073 $215,354,081 $163,889,181 $210,861,478 -2.1%
Budget at a Glance
2-11
Fund Groups
Internal Serv/Fiduciary
10%
Enterprise
28%
Gen Gov't Comalfiity Services
39% 15,522,755
Streets
\ 7,348,279
Fire
General 15,280,356 City Services
Government 18,620,507
by
Department
POIICe �
19,750,056 Debt&Transfer out
6,070 465
Capital Project Special Rev/Debt Sery
22% 1%
General Government 82,592,418
Special Revenue 1,922,421
Debt Service 521,000
Capital Project 46,274,124
Enterprise: Utilities 52,885,618
Airport 3,841,464
Golf Course 2,644,465
Internal Service 19,675,792
Fiduciary 504,176
Total Committed Expenditures $210,861,478
Budget at a Glance
2-12
rr.
Employment History— City of Renton
700 -
M Administrative
600
■Community Services
500
❑EnterpriseNtilities
iu 400
H
0 300 ■Planning/Bldg/Public
r Works
200 ■Fire
r 100 ■Pblice
0
2003 2004 2005 2006 2006 2007
tw Actual Actual Actual Budget Actual Budget
2006 Original Budget Staffing Count 616.0 FTE's
w.
2006 Staffing Changes (4.0 FTE's)
Planning/Building/Public Works added five limited term positions
One limited term position ended in Enterprise/Utilities
2007 Staffing Changes (18.0 FTE's)
aw Administrative is adding one part-time and four regular positions
Community Services is adding one limited term and two regular positions
Enterprise/Utilities is adding one part-time and two regular positions
Planning/Building/Public Works is adding two regular positions
Fire is adding two regular positions
Police is adding four regular positions
2007 Budget Staffing Count 638.0 FTE's
The total authorized FTE count for the City is 638.0 regular full-time, part-time,
and limited term positions. Refer to the Operating Section for additional detail.
r
Budget at a Glance
2-13
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2-14
Operating Budget
1
1
1
r Vp r J JnftmfiwU"
err
„r This section highlights each department. In each departmental section,the overall budget for the
department is provided. The information includes an organization chart and the budget
appropriations by categories. We also present a historical view of the department's expenditures.
The departments have defined their customers, mission statement, core services, and ways to
measure those core services and performance outcomes. This information is supplied both at the
department and the division levels throughout a department's presentation. The purpose of this
work is to begin to better define the value of tax dollars for citizens and taxpayers. Performance
indicators have been added in each department to establish a base line and demonstrate
nr workload.
At the end of each department section, a list of all authorized positions is listed. State law
.. requires that the budget identify all positions. The position listing identifies the position grade
and bargaining unit for each position. The pay ranges for the position are found in the appendix.
The pay ranges must be adopted as a part of the annual budget.
w
Ms
10
Operating Budget
3-1
Staffing (Full-Time Equivalent Employees-FTE) Comparison by Department(I of 2)
2004 2005 2006 2006 2007
Department Actual Actual Budget Actual Budget
Regular Full-Time, Part-Time, and Limited-Term(excludes Temporary, and Intermittent Staff)
Legislative Services
City Council Members 7.0 7.0 7.0 7.0 7.0
City Council Liaison 1.0 1.0 1.0 1.0 1.0
Total Legislative 8.0 8.0 8.0 8.0 8.0
Administrative,Judicial,and Legal Services
Mayor's Office 7.0 7.0 7.0 7.0 6.0
City Clerk 5.0 5.0 5.0 5.0 5.5
City Attorney 0.0 0.0 0.0 0.0 0.0
Hearing Examiner 1.5 1.5 1.5 1.5 1.5
Municipal Court 15.0 14.0 14.0 14.0 14.0
Total Administrative,Judicial,and Legal Services 28.5 27.5 27.5 27.5 27.0
Community Services
Admin, Facilities, Parks and Recreation 74.0 73.0 73.0 73.0 76.0
Human Services/CDBG 5.0 5.0 5.0 5.0 5.0
Library Services&Museum 15.0 14.0 14.0 14.0 15.0
Municipal Golf Course 10.0 10.0 10.0 10.0 10.0
Total Community Services 104.0 102.0 102.0 102.0 106.0
Econ Dev, Neighborhoods,and Strategic Planning
Econ Dev, Neighborhoods, and Strategic Planning 12.0 12.0 12.0 12.0 12.0
Total Econ Dev, Neighborhoods,&Strategic Planning 12.0 12.0 12.0 12.0 12.0
Finance and Information Services
Finance 21.5 20.5 16.0 16.0 17.0
Information Systems 13.0 13.0 13.5 13.5 14.5
Total Finance and Information Services 34.5 33.5 29.5 29.5 31.5
Fire
Administration 7.0 7.0 7.0 7.0 8.0
Emergency Response 99.0 99.0 99.0 99.0 99.0 _
Prevention 10.0 10.0 11.0 11.0 11.0
Training 3.0 3.0 3.0 3.0 3.0
Disaster Management 0.0 0.0 0.0 0.0 1.0
Total Fire 119.0 119.0 120.0 120.0 122.0
Human Resources/Risk Management
Administration/Civil Service Commission 5.0 4.0 3.5 3.5 5.5
Risk Management 3.0 3.0 3.5 3.5 3.5
Total Human Resources/Risk Management 8.0 7.0 7.0 7.0 9.0
Operating Budget
3-2
Staffing (Full-Time Equivalent Employees-FTE) Comparison by Department (2 of 2)
2004 2005 2006 2006 2007
Department Actual Actual Budget Actual Budget
Planning/Building/Public Works
Administration 4.0 3.8 3.8 3.8 3.8
Development Services 38.7 38.7 42.7 42.7 43.7
Transportation 34.5 34.5 35.5 35.5 35.5
Utility Systems 25.8 25.8 28.8 28.8 29.3
Maintenance Services 62.0 62.0 64.0 64.0 67.0
Total Planning/Building/Public Works 165.0 164.8 174.8 174.8 179.3
Police
Administration 4.0 4.0 4.0 4.0 4.0
Patrol Operations 56.0 48.0 58.0 58.0 60.0
Patrol Services 11.2 19.8 14.8 14.8 14.8
Investigations 21.0 22.0 22.0 22.0 22.0
Administrative Services 10.0 11.0 11.0 11.0 11.0
Staff Services 11.0 12.4 12.4 12.4 12.4
Auxiliary Services 17.0 17.0 17.0 17.0 19.0
Total Police 130.2 134.2 139.2 139.2 143.2
Total All Staffing 609.2 608.0 620.0 620.0 638.0
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Operating Budget
3-3
i
Operating Budgets, Capital Improvements, and Designated Expenses (I of 2) ..
2004 2005 2006 2006 2007 Change
Department Actual Actual Adj Bdgt Actual Budget 06/07
Legislative
Legislative(City Council) 179,538 197,176 266,749 238,040 284,284 6.6%
Total Legislative 179,538 197,176 266,749 238,040 284,284 6.6%
Administrative,Judicial,and Legal Services �.
Mayor's Office 793,771 833,734 1,057,433 916,277 913,785 -13.6%
City Clerk 411,386 466,562 555,582 519,807 644,393 16.0%
Court Services 1,296,172 1,376,675 1,601,202 1,522,600 1,687,823 5.4%
City Attorney 1,105,397 1,114,191 1,146,744 1,287,545 1,197,238 4.4%
Hearing Examiner 123,059 133,422 156,875 148,850 164,625 4.9%
Total AJLS 3,729,785 3,924,584 4,517,836 4,395,079 4,607,864 2.0% '
Community Services
Admin/Facilities/Parks Maint/Recreation 10,952,588 11,101,619 12,372,384 12,079,121 13,155,411 6.3%
Human Services 499,809 514,592 580,649 571,298 727,939 25.4%
CDBG Block Grants 288,521 309,714 333,834 315,979 280,914 -15.9%
Library 1,560,557 2,009,805 1,821,929 1,762,402 2,062,012 13.2%
Golf Course 2,255,714 2,464,453 2,441,880 2,311,700 2,464,465 0.9%
Total Community Services 15,557,189 16,400,183 17,550,676 17,040,500 18,690,741 6.5%
Econ Dev,Neighborhoods and Strategic Planning
EDNSP 1,081,161 1,218,808 1,699,736 1,386,005 1,594,376 -6.2%
Total EDNSP 1,081,161 1,218,808 1,699,736 1,386,005 1,594,376 -6.2%
Finance and Information Services
Finance 1,664,640 1,770,079 1,558,009 1,502,777 1,870,378 20.0%
Information Systems 1,516,038 1,603,110 3,690,550 2,837,173 3,643,625 -1.3%
Total Finance and Information Service 3,180,678 3,373,189 5,248,559 4,339,950 5,514,003 5.1%
Fire
r,
Administration 778,587 878,310 1,388,095 1,325,505 1,679,950 21.0%
Emergency Response 9,706,439 10,760,579 11,360,531 11,155,237 11,844,623 4.3%
Prevention 862,213 914,753 1,029,400 953,867 1,096,155 6.5%
Training 384,195 433,590 446,100 485,295 461,786 3.5%
Disaster Management 38,974 11,077 41,500 31,782 197,842 376.7%
Total Fire 11,770,408 12,998,309 14,265,626 13,951,686 15,280,356 7.1%
Human Resources and Risk Management
Personnel Administration/Civil Svc 500,729 533,526 636,753 555,634 854,233 34.2%
Risk Management 9,823,886 9,587,816 13,159,035 10,998,928 11,664,387 -11.4%
Total Human Resources/Risk Mgt 10,324,615 10,121,342 13,795,788 11,554,562 12,518,620 -9.3%
Operating Budget
3-4
Operating Budgets, Capital Improvements, and Designated Expenses (2 of 2)
2004 2005 2006 2006 2007 Change
Department Actual Actual Adj Bdgt Actual Budget 06/07
Planning/Building/Public Works
Administration 302,738 309,596 601,822 589,957 636,653 5.8%
Development Services 3,159,450 3,328,496 3,525,800 3,524,301 3,860,891 9.5%
Maintenance Services 16,652,589 19,138,159 19,896,214 20,013,098 23,032,821 15.8%
Transportation Systems 4,285,354 4,379,462 6,707,721 6,068,076 6,741,121 0.5%
Utility Systems 19,639,793 25,655,669 23,813,292 23,159,168 23,974,676 0.7%
Total Planning/Bldg/Public Works 44,039,924 52,811,382 54,544,849 53,354,600 58,246,162 6.8%
Police
Administration 1,616,210 1,656,761 2,500,081 2,476,430 2,654,694 6.2%
Patrol Operations 5,403,724 5,659,611 6,597,900 5,997,821 6,743,552 2.2%
Patrol Services 1,129,911 1,340,033 1,519,800 1,668,538 1,876,483 23.5%
Investigations 2331,108 2538,175 2,552,410 2,611,956 2,674,667 4.8%
Administrative Services 1,039,042 1,252,556 1,415,800 1,406,274 1,569,424 10.9%
Staff Services 602,564 633,809 896,200 740,587 908,592 1.4%
Auxiliary Services 2,314,334 2,777,379 3,012,400 3,060,349 3,322,644 10.3%
Total Police 14,436,893 15,858,324 18,494,591 17,961,955 19,750,056 6.8%
Other City Services
Other City Services 4,575,694 4,617,795 4,576,647 4,496,977 4,378,851 -4.3%
Limited GO Bonds 2,891,510 2,545,320 2,812,600 2,751,849 6,070,465 115.8%
Total Other City Services 7,467,204 7,163,115 7,389,247 7,248,826 10,449,316 41.4%
Total Operating Budget 111 767,395 124,066,412 137,773,657 131,471,203 146,935,778 6.7%
Capital Improvement Program(CIP)
Impact Mitigation 3,591,841 1 260 760 2,509,800 1,490,000 4,435,600 76.7%
City Hall/Garage 1,869,811 39 074 0 0 180,000 100.0%
Aquatic Center 1,116,359 0 0 0 192,000 100.0%
Municipal Facilities 2,894,625 2,809,720 5,621,096 3,356,610 5,050,497 -10.2%
Transportation 5,919,535 7,479,055 47,019,187 17,810,470 37,916,027 -19.4%
Golf Course 320,233 379,186 442,398 307,812 180,000 -59.3%
Waterworks Utility 13,408,670 9,743,662 19,928,343 7,592,855 13,705,000 -31.2%
Total CIP Program and Other CIP Cos29,121,074 21,711,457 75,520,824 30,557,747 61,659,124 -18.4%
Other Designated Expenses 11,185,330 6,620,205 2,059,600 1,860,231 2,266,576 10.0%
Total Committed Expenditures 152,073,799 152,398,074 215,354,081 163,889,181 210,861,478 -2.1%
Operating Budget
3-5
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1
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Operating Budget
3-6
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Legislative Department Organization
1
1
Toni Nelson
Council President 1
Julia Medzegian
Council Liaison
Denis W. Law Randy Corman Dan Clawson Don Persson Terri Briere Marcie Palmer
Pres. Pro-Tem
>r
IIM.
i
See Position Listing for additional details on department staffing.
S
Legislative
Mission Statement
The City Council assesses the needs of the public and sets priorities; develops and adopts
the annual budget, ordinances,resolutions, and policy alternatives to meet those needs,
consistent with City goals and objectives; and provides coordination and evaluation of
programs and service objectives
Core Services
.. 0 Legislation that governs the City
City Councilmembers Names and Committees
Councilmember Term Term Expires 2006 Committee Chair Committee Meeting Days Time
Toni Nelson 4 years 12/31/2007 Committee of the Whole 1st,2nd,3rd,4th Mondays 6 p.m.
Denis W. Law 4 years 12/31/2007 Public Safety 1st and 3rd Mondays 4 p.m.
Randy Corman 4 years 12/31/2009 Community Services 1st&3rd Mondays 5 p.m.
Dan Clawson 4 years 12/31/2009 Utilities 1st and 3rd Thursdays 3 p.m.
Don Persson 4 years 12/31/2007 Finance 2nd and 4th Mondays 5 p.m.
Terri Briere 4 years 12/31/2009 Planning&Development 1st and 3rd Thursdays 2 p.m.
Marcie Palmer 4 years 12/31/2007 Transportation/Aviation 1st and 3rd Wednesday 4 p.m.
' Legislative - Core Services Cost Resource Allocation
Interfund Payments
Other Services& 11%
' Charges
14%
Regular Salaries
' Supplies 51%
1%
Personnel Benefits
23%
Operating Budget—Legislative
3-7
Expenditure Budget by Category-Legislative •
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07 '
Regular Salaries 128,328 133,512 135,100 139,340 143,231 6.0%
Personnel Benefits 45,386 53,983 58,800 55,772 66,098 12.4%
Supplies 1,374 1,207 1,700 1,435 2,200 29.4% ,
Other Services&Charges 4,451 8,474 40,200 10,544 40,200 0.0%
Interfund Payments 0 0 30,949 30,949 32,555 5.2%
Operating Total 179,539 197,176 266,749 238,040 284,284 6.6% ,
Funding Decisions -Legislative
2006 Adjusted Budget $266,749
2007 Budget Changes
Salaries 8,131
Benefits 7,298
Supplies 500
Interfund Payments 1,606 '
2007 Total Budget $284,284
Staffing Levels (Full-Time Equivalent Employees-FTE)Legislative '
.f.� g
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07 ,
Total FTE 8.0 8.0 8.0 8.0 8.0 0.0
Department by Fund/Department
Operating Section ,
000/001 General Fund Legislative Department
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Operating Budget-Legislative
3-8
Outcomes
• Approve the City Budget, all appropriations, levies, taxes, and grants
• Adopt the Land Use Code
2006 Accomplishments
_ • Awarded grants for three neighborhood projects and three neighborhood newsletters
through the 2006 Neighborhood Program
• Adopted the following:
• A resolution calling for the annexation,by election, of approximately 1,475 acres of
contiguous unincorporated territory within Renton's East Renton Plateau Potential
�. Annexation Area(Preserve Our Plateau Annexation)
• A resolution supporting efforts to save the Spirit of Washington Dinner Train
Approved the following:
o An agreement for a$5 million grant from Washington State Department of
Community, Trade and Economic Development for utility improvements for the
South Lake Washington Infrastructure Improvement project
o The establishment of a utility tax relief program
.,� o The issuance of$17,980,000 in Limited Tax General Obligation Bonds, 2006, to
provide part of the costs of constructing transportation and utility infrastructure and
improvements in the City
�• o Ten different preliminary plats for a total of 328 single-family lots on 99.61 acres
o Three separate annexations totaling 40.81 acres
o Five Final Plats for a total of 172 single-family lots on 29.51 acres
• Awarded contracts for
o The NE Sunset Blvd. (SR-900)/Duvall Ave. NE Intersection Improvements Project
o The Airport Entrance Rehabilitation Project
o The Airport Quonset Hut Building#790 Construction project
o The 2006 Citywide Sidewalk Project
' o The Maplewood Golf Course Driving Range Netting Replacement Project
o The Liberty Park Community Building Roof Replacement Project
o The Renton Community Center Storage Room Additions Project
' o The South Lake Washington Roadway Improvements Project
o The 2006 Street Overlay with Curb Ramps Project
' o The Henry Moses Aquatic Center Lighting Improvements Project
o The Carco Theatre Roof Replacement Project
o The new park construction at 233 Union Ave. NE
i Operating Budget—Legislative
3-9
o The Airport Airside/Landside Separation Improvement Project Phase 2 (Security
Gate Replacement)
o The Water Main Replacement Project '
Position Listing—Legislative
2004 2005 2006 2006 2007
Grade Title Actual Actual Adj Bdgt Actual Budget '
Legislative Services/City Council
City Council Members(Elected) 7.0 7.0 7.0 7.0 7.0
M17 City Council Liaison 0.0 0.0 1.0 1.0 1.0 '
N12 City Council Liaison 1.0 1.0 0.0 0.0 0.0
Total Legislative Services 8.0 8.0 8.0 8.0 8.0
Operating Budget—Legislative
3-10
Administrative, Judicial,
and Legal Services
�i
Administrative, Judicial, and Legal Services Department Organization
MAYOR
LKathy Keolker
CHIEF ADMINISTRATIVE COMMUNICATIONS
OFFICER Preeti Shridhar
Jay Covington Director
ASSISTANT CHIEF
ADMINISTRATIVE OFFICER
Marty Wine
Administrative t
Support
MAYOR'S ERK/ OURT SERVICES HEARING CITY
OFFI19!!
ANAGER EXAMINER ATTORNEY ,
See Position Listing for additional details on department staffing.
Administrative, Judicial,
and Legal Services
Mission Statement
Provide executive leadership and management for the City of Renton government to act
strategically, implement decisions timely and accurately, apply City policies uniformly, and
achieve City goals expeditiously.
Core Services
Mayor's Office
• Marshal the resources of City government for greatest effect at least cost to taxpayers
• Prepare and deliver information and analysis to support policy decision-making
• Assure consistent implementation of City policy,both directly and through City
departments
• Keep residents and businesses informed of City activities, goals and policies
• Facilitate communication among City government, its residents, businesses and
community-based organizations; ensure consistency and currency of message
• Provide opportunities for citizens to gather, share ideas, celebrate and create community
City Clerk
• Maximize citizen access to City government
,. • Support the City Council in its legislative and policy-making function
0 Maintain and provide public access to official City records
0 Manage the government access cable television channel
• Administer Renton's cable television franchise agreement
• Provide audio-visual services and equipment to enable effective communication
.• City Attorney
0 Provide day-to-day legal advice to the Council Executive staff and boards and
commissions; detect legal vulnerabilities and advise staff on preventive actions
• Review contracts and advise staff on form, and on protection of City interests
• Draft ordinances for consideration by the City Council
_ • Defend the City of Renton in the face of legal challenges; litigate on behalf of the City
Prosecute misdemeanor crimes committed within City jurisdiction
Hearing Examiner
• Provide a forum for the citizens to affect the look and livability of the City and its
neighborhoods
• Allow developers to present development proposals and speak to their benefits; and for
neighbors and other interested parties to argue the appropriateness of those projects
r
Operating Budget—Administrative,Judicial,and Legal Services
3-11
i
• Assess the consistency of land use proposals with standing City policies and regulations; ,
advise the City Council on specific land use and development proposals
• Advise the City Council on problems with interpretation or application of City Codes as
such problems present themselves in the course of hearings
• Hear appeals of the City's actions regarding code violations and property seizures
Renton Municipal Court Services
• Adjudicate violations of the Renton Municipal Code and impose appropriate sanctions
for convictions
• Provide a forum within which civil infraction cases and misdemeanor criminal matters
are fairly heard and justly decided
• Assure availability of and access to defense counsel for indigent citizens charged with
misdemeanor offenses
• Manage probation services
• Issue passports to Renton citizens, on contract with the U.S. Department of State
Administrative, Judicial, and Legal Services - Core Services Cost Resource
Allocation
.r
Mayor's Office
Court Services 20%
36%
1!
City Clerk
14%
Hearing
Examiner City Attorney
4% 26%
Operating Budget—Administrative,Judicial,and Legal Services
3-12
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Expenditure Budget by Division -Administrative, Judicial, and Legal Services Department
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Mayor's Office 793,771 833,734 1,057,433 916,278 913,785 -13.6%
City Clerk 411,386 466,562 555,582 519,807 644,393 16.0%
City Attorney 1,105,397 1,114,191 1,146,744 1,287,545 1,197,238 4.4%
Hearing Examiner 123,059 133,422 156,875 148,850 164,625 4.9%
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Court Services 1,296,172 1,376,675 1,601,202 1,522,600 1,687,823 5.4%
Operating Total 3,729,785 3,924,585 4,517,836 4,395,080 4,607,864 2.0%
re
Expenditure Budget by Category-Administrative, Judicial, and Legal Services Department
2004 2005 2006 2006 2007 Change
r Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 1,603,611 1,702,641 1,879,800 1,734,233 1,863,846 -0.8%
Part-Time Salaries 20,404 30,605 17,420 112,858 15,280 -12.3%
it Overtime 15,099 9,957 5,400 21,877 5,750 6.5%
Personnel Benefits 394,405 446,593 507,940 467,670 570,322 12.3%
Supplies 35,197 24,975 24,025 32,235 24,570 2.3%
r Other Services and Charges 1,590,336 1,658,578 1,808,987 1,751,948 1,814,095 0.3%
Intergovemmental Services 35,457 50,420 53,800 53,795 56,300 4.6%
Capital Outlay 35,277 815 0 0 0 N/A
r Interfund Payments 0 0 220,464 220,464 257,701 16.9%
Operating Total 3,729,785 3,924,585 4,517,836 4,395,080 4,607,864 2.0%
Staffing Levels by Division -Administrative, Judicial, and Legal Services
2004 2005 2006 2006 2007 Change
rr
Actual Actual Adj Budget Actual Budget 06/07
Mayor's Office 7.0 7.0 7.0 7.0 6.0 -14.3%
City Clerk 5.0 5.0 5.0 5.0 5.5 10.0%
Hearing Examiner 1.5 1.5 1.5 1.5 1.5 0.0%
rf
Court Services 15.0 14.0 14.0 14.0 14.0 0.0%
Total FTE 28.5 27.5 27.5 27.5 27.0 -1.8%
"' Department by Fund
Operating:
ow Fund/Dept
000/003 General Fund Mayor's Office
000/012 General Fund City Clerk
.. 000/006 General Fund City Attorney
000/011 General Fund Hearing Examiner
000/002 General Fund Court Services
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Operating Budget-Administrative,Judicial,and Legal Services
3-13
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ar
Mayor's Office
Mission Statement
Provide executive leadership and administrative direction for the City of Renton to serve the
interests of the community according to the mission,policies, and guidelines adopted by the
Renton City Council.
Outcomes
• Residents understand City policies and actions, feel the City is responsive to their
questions and concerns, and report favorably on the quality of life in their neighborhoods
• Regional decisions are consistent with Renton's interests
• City employees are committed to their work, are efficient and productive, and speak
positively about their work environment
• City policies are clearly articulated and consistently implemented
• City Council decisions are well supported with accurate information and timely analysis
• Residents, citizens and outside observers hold a positive image of the City of Renton
2006 Accomplishments
Administration
• Conducted workshops with the Mayor, Council, Department Administrators, and
employees to review and refine the City's Vision, Mission, and Business Plan Goals,
budget priorities, and prepare for emerging issues
• Provided executive management in the implementation of the 2006 portion of the City's
Business Plan as funded in the City's annual operating budget
• Worked with State and Federal legislators to shape laws and regulations aligned with
Renton's interests
• Provided strategic direction and oversight for City operations including the annual
Comprehensive Plan update, the preparation of the 2007 Budget, and City operations
• Initiated renewal of the City's cable television franchise
• Provided leadership and direction on major initiatives and regional issues including The
Landing development, local and regional transportation improvements, potential
annexations, and neighborhood revitalization
• Recruited and hired permanent replacements for key senior management positions,
including Police Chief, Fire Chief, Communications Director, and Assistant Chief
Administrative Officer
g
• Provided oversight on plans to address security concerns in the Municipal Court with
facility modifications and contract guard services
• Worked with communities in the City's potential annexation areas to understand their
interest in becoming part of Renton, and negotiated annexation interlocal agreements
with King County
• Provided oversight on the launch of the City's new website, designed to better reflect
Renton's image, vision, mission and messages, and create a more contemporary, user-
friendly site
Operating Budget—Administrative,Judicial,and Legal Services
3-14
Mayor's Office
• Coordinated and disseminated public information to internal and external customers
through press releases, a community newsletter(CitySource), daily electronic news for
employees (the e-Grapevine), and the City's website. Provided in-house consultation to
staff on public information dissemination, brochure and newsletter production
.. • Ensured responsiveness to and resolution of citizen concerns on a broad range of issues.
Responded to an estimated 5,500 combined phone calls and office visits,produced more
than 500 items of written correspondence from the Mayor, and sent out"New Resident
aw Welcome"packets at the request of hundreds of residents
2007 Goals
Administration
• Support the Mayor and Council, and coordinate input of Department Administrators, in
,,.. continuous refinement of the City's Business Plan
• Ensure achievement of the City's goals and objectives by appropriately placing authority,
assigning accountability, and monitoring performance
"' • Provide strategic leadership and oversight for the City's annual budget, Comprehensive
Plan, and business and operational plans scheduled for implementation during 2007
• Inform State and Federal legislators about Renton's needs and interests to gain maximum
"! legislative and funding assistance for the City
• Provide strategic leadership and direction on regional, state and national issues, including
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transportation, land use, annexation, sales tax streamlining
• Coordinate effective interdepartmental planning and intergovernmental agreements
related to potential annexations
�.. • Seek proposals for, and successfully negotiate, a contract for public defender services to
be effective in 2008
• Pursue renewal of the City's cable television franchise agreement through negotiations
with Comcast
Mayor's Office
• Provide direction and coordination for all Departments/Divisions to articulate desired
outcomes for core services, based on citizen understanding and input and on best
,.� management practices; manage City operations toward achievement of those outcomes
• Provide excellent service to internal and external customers. Ensure that citizen concerns
are addressed accurately, timely, and sensitively
•w • Seek input from City residents and potential annexation areas to understand the desired
level and quality of City services
• Assess the character of City services and programs and prepare recommendations to City
Council to guide decisions on level of effort and resource allocation
• Disseminate public information through press releases, community news sources,
employee news sources, the City's website and other media
• Continue the redesign of the City's website with a user-centered navigation,unified
image, and increased ability to interact with the City using up-to-date technology
Operating Budget—Administrative,Judicial,and Legal Services
3-IS
• Coordinate the City's messages and standardize formats and styles; find ways to reduce
cost while maintaining high quality
Expenditure Budget by Category- Mayor's Office
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 536,979 550,743 665,500 529,261 584,984 -12.1%
Part-Time Salaries 6,119 13,031 9,800 103,861 7,680 -21.6%
Overtime 4,956 6,632 0 17,479 0 N/A
Personnel Benefits 112,640 119,677 142,020 118,554 144,868 2.0%
Supplies 3,632 3,037 4,000 1,868 3,500 -12.5%
Other Services and Charges 129,445 140,615 181,500 90,642 106,600 -41.3%
Interfund Payments 0 0 54,613 54,613 66,153 21.1%
Operating Total 793,771 833,734 1,057,433 916,278 913,785 -13.6%
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Funding Decisions - Mayor's Office
2006 Adjusted Budget $1,057,433 r
2007 Budget Changes
Salaries -23,333
Benefits 17,594
Transfer of Community Relations Specialist to Community Services -74,049
Community Relations Contracts 15,000
Professional Services -90,400
Interfund Payments 11,540
2007 Total Budget $913,785
Staffing Levels (Full-Time Equivalent Employees -FTE) -Mayor's Office
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2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06107
Total FTE 7.0 7.0 7.0 7.0 6.0 -14.3%
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Operating Budget-Administrative,Judicial,and Legal Services
3-16
City Clerk
Mission Statement
The City Clerk Division is dedicated to preserving the City's official records, and maintaining
and providing accurate and timely information through a variety of media to meet the needs of
the community, the Council, and City Administration.
Outcomes
Customers receive timely and accurate information
• Public process ensured, for informed City decision-making
• City government complies with applicable laws, policies and mandates
• Residents have access to, and are informed of City and community issues and events via
cable television technology
• Presentations are enhanced through audio and video technology
2006 Accomplishments
�. • Processed and indexed contracts, claims, recorded documents, minutes, legislation and
other official records of the City; indexed and maintained closed City land use
application files
.� • Issued weekly agenda and minutes for regular Council meetings; made Council agenda
packets available electronically
• Managed and advertised city call-for-bids and conducted bid openings
• Coordinated codification of ordinances,policies and procedures and minutes
Performed annual records audit to identify documents for destruction
• Provided department-specific records retention and disposition schedules to all city
departments, and made schedules available and searchable electronically
• Completed extensive microfiche inventory review, resulting in archive of 1,281 security
microfilm rolls from 1975-2006
• Supported the cable franchise renewal process
0 Processed the City's first citizen initiative petition filing and special election
• Processed a record number of formal records requests in accordance with new Public
Records Act regulations
• Supervised Information Desk Volunteer program; recruited and trained two new
volunteers
• Coordinated and disseminated public information through cable channel 21 operations,
_ and produced local content by managing video production services
• Represented Renton at local, regional and national Clerk and records management
associations, and state and national telecommunications officers association
2007 Goals
• Improve access to public information and facilitate open public government
• Develop and maintain contract database; revise and update contract checklist, and policy
and procedure guidelines for bidding and contracting
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Operating Budget—Administrative,Judicial,and Legal Services
3-17
• Post adopted Resolutions to the City website
• Support cable franchise renewal process
• Research and select equipment for Cable TV channel 21 conversion to digital format
• Research options for document imaging and electronic records management
• Implement electronic records management policies and procedures
• Review Council meeting agenda preparation process and update agenda process manual
• Update Council manuals
• Audit various historical records; transfer historical and archival records to the regional 411111
archivist
• Design and communicate improved records management policies and procedures to
internal customers through a records management manual
• Video stream City Council meetings on City web site
Expenditure Budget by Category- City Clerk
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 229,673 269,420 286,000 276,639 316,801 10.8%
Part-Time Salaries 4,455 544 0 2,550 0 N/A
Personnel Benefits 64,173 85,569 95,100 87,682 131,854 38.6%
Supplies 8,357 6,503 6,600 5,856 7,700 16.7%
Other Services and Charges 46,661 54,105 57,000 36,203 59,650 4.6%
Intergovernmental Services 35,457 50,420 53,800 53,795 56,300 4.6%
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Capital Outlay 22,610 0 0 0 0 N/A
Interfund Payments 0 0 57,082 57,082 72,088 26.3%
Operating Total 411,386 466,562 555,582 519,807 644,393 16.0%
Funding Decisions - City Clerk
2006 Adjusted Budget $555,582
2007 Budget Changes
Salaries 8,529 4
Benefits 22,070
Records Management Specialist 36,956
Supplies 1,100
Professional Services 2,650
Voter Registration Costs 2,500
Interfund Payments 15,006
2007 Total Budget $644,393
Staffing Levels (Full-Time Equivalent Employees-FTE) - City Clerk
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Total FTE 5.0 5.0 5.0 5.0 5.5 10.0%
Operating Budget-Administrative,Judicial,and Legal Services
3-18
City Attorney
Mission Statement
Provide quality legal representation to the City and its employees in a timely, effective, and
positive manner.
Outcomes
• Within the jurisdiction of Renton City government,justice is administered efficiently,
effectively, and fairly
• City government administration is fully supported with excellent legal knowledge,
understanding and application
• Economic losses to the City are minimized through efficient, effective, and fair dispute
resolution mechanisms
2006 Accomplishments
• Provided ordinance drafting and contract review, in general on the first day after the
UW materials were submitted to the City Attorney's office
• Kept up with changes in the law and forwarded copies of the relevant cases or statutes to
the department head for dissemination within that department
• Obtained favorable settlements or dismissals in the BEFA and MT Development cases
• Drafted ordinances to support REACT, and negotiated compliance or successfully
prosecuted infractions and misdemeanors for REACT
• Successfully settled the challenge of Snohomish County ordinances limiting the location
of the Brightwater sewage treatment facility
• Won the first round of appeals on The Landing development
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2007 Goals
— • Provide ordinance drafting and contract review for routine matters on the first day after
receipt by City Attorney's office. Provide more complicated matters within the week.
Provide very complicated or extensive matters on a prearranged date
• Support the City Council and its committees with prompt research, legal opinions, draft
ordinances, and attendance at committee meetings
• Aggressively defend litigation matters alleging negligence, with a result favorable to the
.. City 80 percent of the time
0 Provide training to a City department on a substantive area of the law at least twice each
calendar year
• Keep up with changes in statutory and case law and provide information concerning the
changes to the department administrator for dissemination
• Aggressively defend and prevail on administrative appeals involving The Landing
Operating Budget—Administrative,Judicial,and Legal Services
3-19
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Expenditure Budget by Category- City Attorney irl►
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Supplies 15,745 9,008 3,300 5,008 3,399 3.0%
Other Services and Charges 1,089,652 1,105,184 1,138,000 1,277,093 1,192,140 4.8%
Interfund Payments 0 0 5,444 5,444 1,699 -68.8%
Operating Total 1,105,397 1,114,191 1,146,744 1,287,545 1,197,238 4.4%
Funding Decisions - City Attorney
2006 Adjusted Budget $1,146,744
2007 Budget Changes
Legal Staff Services 54,239
Interfund Payments -3,745
2007 Total Budget $1,197,238
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Operating Budget—Administrative,Judicial,and Legal Services
3-10
Hearing Examiner
Mission Statement
" Provide decisions and recommendations for the public and City Council through a fair, impartial,
open legal process. Provide compliance with laws, policies, and mandates. Provide a public
process that result in informed decision-making.
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Outcomes
• Reports of findings, conclusions and recommendations are timely, factual and useful to
the public and the City Council in judging land use projects proposed within the City
• Code enforcement actions and property seizures are fully consistent with City laws,
.. regulations and practice standards
• City Codes and regulations are clear,understandable and applicable to land use and
development proposals coming before the City
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2006 Accomplishments
• Reported out decisions in a timely fashion on land use permits
• Reported out decisions in a timely fashion on other administrative subjects, including
forfeiture and impoundment proceedings
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2007 Goals
• Consider and apply land use regulatory codes
• Hear appeals regarding SEPA or Administrative decisions
Expenditure Budget by Category-Hearing Examiner
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
rs Regular Salaries 105,469 114,525 119,200 118,638 122,660 2.9%
Overtime 441 161 0 396 0 N/A
Personnel Benefits 15,932 18,144 21,200 20,184 24,765 16.8%
Supplies 0 -15 725 116 971 33.9%
Other Services and Charges 1,217 607 7,475 1,241 7,475 0.0%
Interfund Payments 0 0 8,275 8,275 8,754 5.8%
Operating Total 123,059 133,422 156,875 148,850 164,625 4.9%
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Operating Budget—Administrative,Judicial,and Legal Services
3-21
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Funding Decisions -Hearing Examiner
2006 Adjusted Budget $156,875
2007 Budget Changes
Salaries 3,460
Benefits 3,565
Other 246
Interfund Payments 479
2007 Total Budget $164,625
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Staffing Levels (Full-Time Equivalent Employees -FTE) -Hearing Examiner
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Total FTE 1.5 1.5 1.5 1.5 1.5 0.0%
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Operating Budget—Administrative,Judicial,and Legal Services
3-22
Court Services
Mission Statement
Renton Municipal Court will perform all court functions in accordance with national standards,
for the benefit of court users and the general public.
Outcomes
• Users of the Court find its processes understandable and user-friendly
..� The Court is seen as a partner in implementation of the City's laws, and compliance with
those laws
• Justice is provided with dignity and timeliness
• Citizens consider the Court a neutral setting to resolve disputes regarding civil infractions
and criminal misdemeanors
2006 Accomplishments
• Replaced personal computers for court staff, reimbursed by State of Washington
.. • Studied collection of court fines and fees to ensure the highest levels of defendant
compliance
• Selected and implemented new jury management program and reduced term of jury
service from one month to one week
2007 Goals
• Continue staff training in response to changes in the City Code and the Revised Code of
Washington
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• Analyze Association of Washington Cities recommendations for probation and case
monitoring practices and procedures; implement as appropriate
• Implement court security measures as budgeted; assess user satisfaction
ys • Partner with the Administration to seek proposals for, and successfully negotiate, a
contract for public defender services to be effective in 2008
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Expenditure Budget by Category- Court Services
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 731,490 767,953 809,100 809,695 839,401 3.7%
Part-Time Salaries 9,830 17,030 7,620 6,447 7,600 -0.3%
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Overtime 9,701 3,164 5,400 4,002 5,750 6.5%
Personnel Benefits 201,660 223,203 249,620 241,250 268,835 7.7%
Supplies 7,463 6,442 9,400 19,387 9,000 -4.3%
Other Services and Charges 323,362 358,068 425,012 346,769 448,230 5.5%
Capital Outlay 12,666 815 0 0 0 N/A
Interfund Payments 0 0 95,050 95,050 109,007 14.7%
Operating Total 1,296,172 1,376 675 1,601,202 1,522,600 1,687 823 5.4%
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Operating Budget-Administrative,Judicial,and Legal Services
3-23
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Funding Decisions - Court Services
2006 Adjusted Budget $1,601,202
2007 Budget Changes
Salaries 28,313
Overtime 350
Benefits 18,875
Judicial Salary Reimbursement Adjustment 2,308
Conflict Public Defender Services 21,000
Judges Pro Tem 9,530
Security Officer 2,888
Interpreter/Diagnostic Fees -9,600
Other -1,000
Interfund Payments 13,957
2007 Total Budget $1,687,823
Staffing Levels (Full-Time Equivalent Employees -FTE) - Court Services
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Total FTE 15.0 14.0 14.0 14.0 14.0 0.0%
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Operating Budget—Administrative,Judicial,and Legal Services
3-24
.. Administrative, Judicial, and Legal Services -Performance and Workload Indicators (I of 2)
2004 2005 2006 2006 2007
Actual Actual Forecast Actual Forecast
Mayor's Office
Renton's Web Site Total Page Views for the Year 2,083,433 2,368,730 2,500,000 3,527 736 4,233,283
New Resident Welcome Packets Mailed Out 1,671 1,699 1,800 485* 500
City Clerk
Ordinances Processed 58 71 64 61 65
Resolutions Processed 48 56 59 53 55
New Contracts processed 160 203 195 206 220
Contract Addenda processed 52 59 74 70 70
New Index Cards(mainframe)input 788 821 838 778 850
Council/COW meeting videos produced 63 63 62 62
Videos Produced(excluding Council Meetings) 10 11 11 8 10
Council Agendas&Minutes Developed&Published 44 39 42 38 40
Documents for Recording processed 224 247 217 255 260
Public Hearing/Meeting posters prepared and posted 168 152 150
Public Hearing/Meeting notices mailed 3,406 10,157** 7,500
New resident packets compiled and mailed 444 270 3,500
Written requests for Public Records processed 198 200
*Process of packet distribution was changed in 2006 to provide packets on request to new residents
"Does not include West Hill
Legal Services[for Prosecution workload,see also trials set and heard,as reported under"Court Services"]
Ordinance Drafted or Reviewed 71 85
Resolutions Drafted or Reviewed 55 80
Contracts Reviewed 190 248
Contract Addenda Reviewed 70 28
Tort or Administrative Appeal Files Opened 34 38
Tort or Administrative Appeal Files Closed 34 25
Discovery Requests Received 3,216 3,848
Hearing Examiner
Total Cases 59 74(+18) 83 81 88
Property Forfeitures 9 4(+18) 6 11 10
Vehicle Impounds 10 13 14 9 14
SEPA Appeals 1 0 4
5 5
Administrative Appeals 3 4 4 6 5
Other Jurisdiction Cases 5 4 6 0 0
Conditional Use Permits 1 7 6 3 6
Preliminary Plats 13 20 15 15 15
Site Approvals 2 5 7 7 8
Short Plats 10 13 12 12 12
Variances 0 1 2 6 5
Special Permit for Fill and Grade 0 1 0 0 1
Waiver of Street Improvements 0 0 0 1 1
Rezones 1 1 2 1 2
Shoreline Management 1 1 3 1 2
Other 3 0 2 4 2
Operating Budget—Administrative,Judicial,and Legal Services
3-25
Administrative, Judicial, and Legal Services -Performance and Workload Indicators (2 of 2)
2004 2005 2006 2006 2007
Actual Actual Forecast Actual Forecast
Court Services
Jury Trials Set 918 943 950 1,009 1,000
Jury Trials Heard 26 19 25 19 20
Non-Jury Trials Set 232 170 200 246 225
Non-Jury Trials Heard 63 25 35 19 30
Interpreters Used 370 444 500 349 400
Cases Heard using Interpreters 1,174 1,439 1,700 1,192 1,500
Pre-Sentence and Evaluations 854 1209 1200 925 1,000
Probation(monthly average) 389 389 400 349 350
Court Cost Recoupment
Public Defense $114,351 $86,209 $90,000 103,798 105,000
Probation $139,588 $129,845 $135,000 118,198 115,000
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Operating Budget—Administrative,Judicial,and Legal Services
3-26
Administrative, Judicial, and Legal Services Position Listing
2004 2005 2006 2006 2007
Grade Title Actual Actual Budget Actual Budget
Mayor's Office
E10 Mayor(Elected) 1.0 1.0 1.0 1.0 1.0
M53 Chief Administrative Officer 1.0 1.0 1.0 1.0 1.0
M45 Assistant Chief Administrative Officer 0.0 0.0 0.0 1.0 1.0
M38 Communications Director 0.0 0.0 0.0 1.0 1.0
M30 Assistant to Chief Administrative Officer 1.0 1.0 1.0 0.0 0.0
M25 Community Relations Manager 1.0 1.0 1.0 0.0 0.0
M17 Executive Secretary 1.0 1.0 1.0 1.0 1.0
N15 Community Relations Specialist 1.0 1.0 1.0 1.0 0.0
N07 Secretary II 0.0 0.0 0.0 1.0 1.0
N05 Secretary 1 1.0 1.0 1.0 0.0 0.0
Total Mayor's Office 7.0 7.0 7.0 7.0 6.0
City Clerk Division
M30 City Clerk/Cable Manager 1.0 1.0 1.0 1.0 1.0
M17 Deputy City Clerk 1.0 1.0 1.0 1.0 1.0
Al2 Multimedia/Records Specialist 1.0 1.0 1.0 1.0 1.0
All Records Management Coordinator 1.0 1.0 1.0 -1.0 1.0
A09 Records Management Specialist 1.0 1.0 1.0 1.0 1.5
Total City Clerk Division 5.0 5.0 5.0 5.0 5.5
Hearing Examiner Services Division
M35 Hearing Examiner 1.0 1.0 1.0 1.0 1.0
A07 Hearing Examiner's Secretary 0.5 0.5 0.5 0.5 0.5
Total Hearing Examiner Division 1.5 1.5 1.5 1.5 1.5
Court Services
Ell Municipal Court Judge(Elected) 1.0 1.0 1.0 1.0 1.0
M30 Court Services Director 1.0 1.0 1.0 1.0 1.0
A18 Probation Officer 1.0 1.0 1.0 1.0 1.0
A15 Judicial Specialist(Lead) 2.0 2.0 2.0 2.0 2.0
A10 Judicial Specialist/Trainer 1.0 1.0 1.0 1.0 1.0
A08 Judicial Specialist 8.0 7.0 7.0 7.0 7.0
A08 Probation Clerk 1.0 1.0 1.0 1.0 1.0
Total Court Services Division 15.0 14.0 14.0 14.0 14.0
Total Administrative,Judicial,and Legal Services 28.5 27.5 27.5 27.5 27.0
' Operating Budget-Administrative,Judicial,and Legal Services
3-27
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Operating Budget—Administrative,Judicial,and Legal Services ,
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Economic Development, Neighborhoods, and Strategic Planning
Department Organization '
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ADMINISTRATOR '
Alex Pietsch
Administrative ,
Support
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ECONOMIC NEIGHBORHOODS STRATEGIC
DEVELOPMENT PLANNING
See Position Listing for additional details on department staffing.
Economic Development,
Neighborhoods,
and Strategic Planning
Mission Statement
Enhance the vitality and livability of the Renton community by promoting a prosperous economy
and quality neighborhoods.
Core Services
0 Economic Development
• Neighborhood Program
• Land Use and Planning
• Legislative Affairs
Economic Development, Neighborhoods, and Strategic Planning - Core Services
Cost Resource Allocation
Intergovernmental Capital Outlay
Other Services and
Services 0% Interfund Payments
6%
1� Charges 0%
16%
Supplies
Regular Salaries
55%
Personnel Benefits
20%
Overtime
0% Part-Time Salaries
2%
Operating Budget—Economic Development,Neighborhoods,and Strategic Planning
3-29
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Outcomes
• Broaden the City's tax base, diversify employment, and increase property values
• Improve Renton's image in the community and throughout the region
•
• Increase neighbor-to-neighbor and neighbor-to-City communication to foster a more
livable community
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• Promote neighborhood identification and beautification
• Provide a framework to direct growth consistent with City values and ensure
predictability for property owners through comprehensive planning and zoning, while
providing creative solutions to land uses
• Influence national and regional decisions that affect the City
2006 Accomplishments
• Successfully recruited the Seattle Seahawks in the establishment of Renton as its new
corporate headquarters and fostered the development of a state-of-the-art $62 million
team office and training facility to open in 2008
• Successfully recruited Providence Health System in the $47 million purchase of the
Southgate Office Park and the institution of Renton as its regional headquarters and home
to more than 650 employees
• Successfully recruited the Evergreen City Ballet in its transition from Auburn to a new
home in Downtown Renton
• Worked with Wizards of the Coast as it relocated to new offices within Renton
• Negotiated terms for The Landing to start construction on a new $300 million
shopping/entertainment/residential complex
• Worked with the University of Washington School of Architecture's Storefront Studio to
make recommended changes to the City's Downtown Sign Code ,
• Restructured the Department to create a new position, Community Development Project
Manager, to implement a Downtown Action Plan and stimulate further redevelopment of
Downtown Renton. Highlights of these efforts included coordination of a Downtown
Poker Tour and an Art&Antique Walk to promote local retailers and restaurants
• In partnership with community stakeholders,produced a video showcasing Renton as the '
"Center of Opportunity"that will be used by the City for business recruitment and
tourism promotion as well as made available to public and private entities for executive
recruitment
• Total sales tax revenue increased by a little over 10 percent, and Hotel/Motel tax revenue .r
dropped slightly, less than 1 percent
• Effective marketing and redevelopment efforts resulted in 250 news articles, including a
half page feature in the New York Times
• The Neighborhood Program is going strong,recognizing 30 Renton neighborhoods, 13 of
which hosted summer picnics in 2006
• The Neighborhood Grant Program funded$34,998 to neighborhoods for beautification
and communication projects '
• Processed 8 annexations totaling 461 acres of land and approximately 1,899 people
Operating Budget—Economic Development,Neighborhoods,and Strategic Planning
3-30
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• Secured a$2 million Federal Economic Development Administration grant to assist in
the South Lake Washington infrastructure project
• Secured a $1.2 million Federal Transportation earmark for the Sam Chastain Waterfront
"" Trail
• Lobbying efforts in the State Legislature resulted in establishment of annexation
assistance legislation that could assist the City in the fiscal implications of annexing its
i large Potential Annexation Areas
2007 Goals
• Continue to shepherd redevelopment plans for the South Lake Washington area,
including working with the property owner and other City departments to affect positive
r. results in this changing area. As part of implementing South Lake Washington
redevelopment, apply the Urban Center North Comprehensive Plan vision and design
guidelines
• Work with the Renton Housing Authority and private property owners to promote
redevelopment and other improvements in the Highlands Sub-Area
• Continue implementation of the Downtown Action Plan to stimulate further revitalization
°1 in Downtown Renton
• Attract new businesses to Renton to increase sales tax revenue and jobs and to promote
Renton's business investment opportunities
• Respond to annexation requests that benefit Renton and begin land use and infrastructure
planning in the City's Potential Annexation Area
,. • Increase the opportunity for resident participation in the community through consolidated
neighborhood picnics, more effective intra-neighborhood communication, and increased
participation in the Neighborhood Grant Program
• Promote Renton's interests and pursue funding opportunities for infrastructure and
economic development in partnership with the City's county, state, and federal
representatives
Operating Budget—Economic Development,Neighborhoods,and Strategic Planning
3-31
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Expenditure Budget by Category-Economic Development, Neighborhoods, and Strategic
Planning Department
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Regular Salaries 722,945 792,916 855,800 814,644 879,592 2.8%
Part-Time Salaries 570 3,265 34,600 854 34,600 0.0% A
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Overtime 2,345 460 2,800 0 2,800 0.0%
Personnel Benefits 159,644 196,254 229,120 218,017 316,976 38.3%
Supplies 17,344 12,005 12,000 5,403 12,360 3.0%
Other Services and Charges 178,075 183,106 172,000 173,488 252,150 46.6%
Intergovernmental Services 0 0 300,000 84,673 0 -100.0%
Capital Outlay 239 703 5,000 0 5,150 3.0%
Interfund Payments 0 30,099 88,416 88,926 90,748 2.6%
Operating Total 1,081,162 1 218 808 1,699,736 1,386,005 1,594,376 -6.2%
Funding Decisions -Economic Development, Neighborhoods, and Strategic Planning
Department
2006 Adjusted Budget $1,699,736
2007 Budget Changes
Salaries 23,792
Benefits(included 44.5%increase of retirement rate) 87,856
Census Enumeration 75,000
Other Services and Charges 5,660
HUD BEDI Grants(one-time item) -300,000
Interfund Payments 2,332
2007 Total Budget $1,594,376
Staffing Levels (Full-Time Equivalent Employees-FTE)-Economic Development,
Neighborhoods, and Strategic Planning Department
2004 2005 2006 2006 2007 Change
Actual Actual Budget Actual Budget 06/07 ,
Total FTE 12.0 12.0 12.0 12.0 12.0 0.0%
Department by Fund/Department
The EDNSP Department manages the following:
Operating Section '
000/023 General Fund EDNSP
110 Hotel/Motel Fund
Operating Budget-Economic Development,Neighborhoods,and Strategic Planning
3-32
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•• Economic Development, Neighborhoods, and Strategic Planning Department
Performance and Workload Indicators
2004 2005 2006 2006 2007
Actual Actual Forecast Actual Forecast
Neighborhood Liaisons to which training and support are
provided 20 18 20 20 20
Code Amendments adopted 12 8 8 0 0
Comp Plan Amendments completed 12.0 12.0 8.0 9.0 8.0
Annexations/Pre-zones analyzed and completed 6.0 5.0 8.0 8.0 8.0
Neighborhood Associations/Residents 34/11,678 32/12,000 32/12,000 32/12000 32/12000
Resident picnic attendance 1,550 1,800 1800 2,000 2000
Number of positive news articles 63 53 60 150 200
Economic Development, Neighborhoods, and Strategic Planning Department Position Listing
2004 2005 2006 2006 2007
Grade Title Actual Actual Budget Actual Budget
M49 Economic Development Administrator 1 0 1.0 1.0 1.0 1.0
M38 Economic Development Director 1.0 1.0 1.0 1.0 1.0
M33 Long Range Planning Manager 0.0 0.0 0.0 1.0 1.0
M32 Community Development Program Manager 1.0 1.0 1.0 1.0 1.0
M32 Principal Planner 1.0 1.0 1.0 0.0 0.0
A25 Neighborhood Program Coordinator 0.0 0.0 0.0 1.0 1.0
A24 Sr. Economic Development Specialist 0.0 0.0 0.0 1.0 1.0
A24 Senior Planner 0.0 0.0 0.0 2.0 2.0
A23 Senior Planner 3.0 2.0 2.0 0.0 0.0
A19 Associate Planner 0.0 1.0 1.0 0.0 0.0
A16 Assistannt planner 0.0 0.0 0.0 1.0 1.0
A16 Economic Development Specialist 1.0 1.0 1.0 0.0 0.0
A13 Planning Technician II 1.0 1.0 1.0 0.0 0.0
N11 Admin Secretary II/Economic Assistant 1.0 1.0 1.0 1.0 1.0
A09 Admin Secretary I 1.0 1.0 1.0 1.0 1.0
A09 Planning Technician 1 0.0 0.0 0.0 1.0 1.0
Al2 Neighborhood Coordinator 1.0 1.0 1.0 0.0 0.0
Total Regular Staffing 12.0 12.0 12.0 12.0 12.0
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Operating Budget—Economic Development,Neighborhoods,and Strategic Planning
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Finance and Information
Services
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Finance &Information Services Department Organization
ADMINISTRATOR
Mike Bailey
Administrative
Support
FINANCE INFORMATION
SERVICES ,
*Utility Billing Print& ,
Mail Services
*P/B/PWDepartment's Utility Systems Division funds pay for the 4 FTE's in Utility Billing.
See Position Listing for additional details on department staffing.
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Finance and Information Services
Mission Statement
The Finance and Information Services Department serves the Renton community by providing
the business processes and systems that enable the City to function as a unit in an efficient and
accountable manner in proactive compliance with all laws and regulations.
Core Services
Finance
• Financial Accountability and Transparency
• Financial Operations
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Information Services
• Network Data and Voice Communications Systems
Operations (Help Desk, database management,purchasing, etc.)
• Strategic Applications
• Print/Mail Services
Finance and Information Services - Core Services Cost Resource Allocation
Finance
Technical Print&Mail Operations
Support 7% 26%
10%
Applications
10%
Operating
Systems
13%
Voice/Data Accountability
7% 27%
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Expenditure Budget by Division -Finance and Information Services Department
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Finance 1,664,640 1,770,079 1,558,009 1,502,777 1,870,378 20.0%
Information Services 1,516,038 1,603,110 3,690,550 2,837,173 3,643,625 -1.3%
Operating Total 3,180,678 3 373 189 5,248 559 4,339,950 5,514,003 5.1%
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Expenditure Budget by Category-Finance and Information Services Department
2004 2005 2006 2006 2007 Change
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Actual Actual Adj Bdgt Actual Budget 06/07
Regular Salaries 1,879,467 1,939,271 1,928,539 1,873,290 2,167,639 12.4%
Part-Time Salaries 98,278 104,089 85,820 87,795 86,500 0.8%
Overtime 35,417 39,871 58,461 36,592 59,400 1.6%
Personnel Benefits 420,795 477,815 495,446 495,983 673,744 36.0%
Supplies/Small Tools 158,225 141,573 1,485,400 570,970 1,278,870 -13.9%
Other Services&Charges 582,651 669,457 956,784 851,255 982,630 2.7%
Intergovernmental Services 0 0 128,109 128,109 129,311 0.9%
Capital Outlay 5,845 1,114 110,000 295,956 135,909 23.6%
Operating Total 3,180,678 3,373,190 5,248,559 4,339,950 5,514,003 5.1%
Staffing Levels b Division-Finance and Information Services
ff g y
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Finance 21.5 20.5 16.0 16.0 17.0 6.3%
Information Services 13.0 13.0 13.5 13.5 14.5 7.4%
Total FTE 34.5 33.5 29.5 29.5 31.5 6.8%
Department by Fund/Department
The Finance and Information Services manages the following:
Operating Section
000/004 General Fund Finance
503/004 Information Services Fund
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Finance Division
Mission Statement
Provide a high level of support to the City's customers and operations through a centralized,
comprehensive and integrated financial management system by providing customer service;
training, monitoring and oversight; and accountability and transparency in order to enhance the
efficient use of community resources and maintain high credibility in City financial
management.
Outcomes
• Maintain a very high level of credibility in the City's financial management by meeting
,r federal, state, and local regulations by auditing, managing,paying, billing, and reporting
all City financial activity
• Provide citizens and decision makers the current and accurate financial information
+. Fulfill City directives by publishing a balanced budget and other financial information
tools on a timely and accurate basis for decision makers and citizens
• Maintain a very high level of confidence by City employees that they will be paid
"01 accurately and timely in an efficient manner. Meet the City's obligation to pay
employees accurately and timely while adhering to all internal and external guidelines to
minimize the risk of fraud and meet Federal and State requirements
• Minimize the risk of loss of community assets by maintaining internal controls that meet
or exceed federal and state requirements
• Manage all residential, commercial, and third party vendor utility customer needs in a
courteous, timely way and with respect
2006 Accomplishments
• Implemented new Financial Management Policies (2006 Goal)
• Implemented new Investment Policies
• Implemented a new business licensing system. Streamlined the process by adopting
annual verses quarterly licensing renewals. Developed on-line approval process (2006
Goal)
• Implemented a phone-tree for utility customers for improved payment processing and
customer service
• Implemented on-line payment process for utility billing payments via credit card, debit
card, or electronic check payments
• Began a series of improvements in budget development including more control and
accountability for City departments
• Interpreted and implemented all requirements of the Government Accounting Standards
Board(GASB) within their respective implementation dates
0 Conducted a review of the Chart of Accounts,which included the feasibility of
implementation of new business process systems such as: Project Accounting; Point of
Sale; Contact and Inventory Management; and Capital Asset tracking
• Reviewed Purchasing Policies and Procedures in conjunction with City departments to
improve Purchase Order and Account Payable business processes
Operating Budget—Finance and Information Services
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2007 Goals
• Implement new business processes such as: Project Accounting, Point of Sale, Contract
and Inventory Management, and Capital Asset tracking
• Implement approved recommendations from the 2006 Study Chart of Accounts Review
that standardizes the accounting methods across the City
• Implement direct data entry for Journal Entries Conduct departmental training sessions
in using the InForum Gold program
• Improve the management of the City's investment portfolio by implementing
recommendations of the Investment Committee
• Improve access to financial information via the City's web site
• Conduct internal audits of tax revenues and business processes
• Develop a recommendation on management and accountability of capital improvement
project reporting
• Establish processes for administration of City business licenses
• Implement process to protect the City's ratepayers by maintaining liens on delinquent
accounts
• Update and replace purchasing policies with modern business practices that meet the
operational needs of the City workforce and are efficient
• Routinely provide training to City personnel
Expenditure Budget by Category-Finance Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Regular Salaries 1,117,439 1,098,910 974,600 954,408 1,137,975 16.8%
Part-Time Salaries 36,677 40,610 20,000 23,384 20,600 3.0%
Overtime 14,255 13,453 28,900 9,575 29,800 3.1%
Personnel Benefits 253,375 274,398 253,500 253,543 354,367 39.8%
Supplies 35,463 14,705 13,900 13,360 14,570 4.8%
Other Services&Charges 207,431 328,003 139,000 120,398 157,846 13.6%
Intergovernmental Services 0 0 128,109 128,109 129,311 0.9%
Capital Outlay 0 0 0 0 25,909 100.0%
Operating Total 1,664,640 1 770 079 1,558,009 1,502,777 1,870,378 20.0%
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Funding Decisions -Finance Division
2006 Adjusted Budget $1,558,009
2007 Budget Changes
Salaries 91,140
Salaries and Benefits(Internal Auditor/Investment 1.0 FTE) 80,670
Overtime(include$10,000 in ordinance#5211 on going funding in 2006) 900
Intermittent(2006 on going funding in ordinance#5211) 20,000
Benefits 73,032
Supplies 670
Other Service Charges
Eden Systems-GL project 15,000
Other Services charges(include$10,000 in ordinance#5211 on going funding in 2006) 3,846
Intergovernmental Services 1,202
Capital Outlay
Eden Systems-Project Accounting modules 25,909
2007 Total Budget $1,870,378
Staffing Levels (Full-Time Equivalent Employees -FTE) -Finance Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Total FTE 21.5 20.5 16.0 16.0 17.0 6.3%
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Information Services
Mission Statement
Provide communication and data support to meet or exceed departmental requirements and
supply technical support services to all data and voice system users. Provide technological
leadership and vision in support of the City's business plan.
Outcomes
• Provide reliable voice and data communications to all City facilities
• Provide secure operational and database management systems as a foundation for file,
print services, and strategic applications
• Support City department strategic applications to enable departments to achieve their
goals in a timely and efficient manner
• Provide technical support and assistance to City users l
• Meet departments' document copying,printing, and mailing needs
2006 Accomplishments
• Assured telephone and voice mail systems, data network, and electronic mail were
operational 99 percent of the time
• Assured that strategic applications have an uptime of 99 percent and malfunctions cause
less than 8 hours of service interruption per application,per year
• Provided Help Desk service response levels so that:
o Routine requests were responded to by the end of the next business day and 73
percent of them are resolved within two business days
• Urgent requests were responded to within four business hours and 88 percent of them
were resolved within one business day
• Mission critical requests were responded to within thirty minutes and work began ,
within two hours. Of these incidents, 91 percent were resolved within 30 minutes
• Improved customer response times and availability of Help Desk staff to customers
• Assured that print/mail requests received a proof within two business days, and products
were delivered within four business days of proof approval
2007 Goals i
• Continue support services of new and existing enterprise software applications and
upgrades, such as the Police Department Management System, expanded web based
service options, and the Maintenance Task Management System, to provide improved
services for internal and external customers
• Expand coverage of the City's Wireless System; increase mobile access to all City
departments in support of their operational missions
• Provide a 50 percent split of Information Services' Business Systems Analyst position for
direct support to the Police and Fire Departments
• Assist in the development of citywide publishing standards to improve the City's
message, improve print production efficiency, and lower print production costs
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Operating Budget—Finance and Information Services
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Improve availability and/or response time of Help Desk staff to customers in response to
departmental survey of City staff
• Improve the ability to proactively manage potential problem areas by assessing the risk of
.. system downtime in the Help Desk and network areas due to staffing issues
• Develop an information technology strategic plan with input from all City departments
Expenditure Budget by Category-Information Services Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bd t Actual Budget 06/07
Regular Salaries 762,027 840,361 953,939 918,882 1,029,664 7.9%
Part-Time Salaries 61,601 63,479 65,820 64,411 65,900 0.1%
Overtime 21,162 26,418 29,561 27,017 29,600 0.1%
Personnel Benefits 167,421 203,417 241,946 242,440 319,377 32.0%
Supplies/Small Tools 122,762 126,868 1,471,500 557,610 1,264,300 -14.1%
Other Services&Charges 375,220 341,454 817,784 730,857 824,784 0.9%
Capital Outlay 5,845 1,114 110,000 295,956 110,000 0.0%
Operating Total 1,516,038 1,603,110 3,690,550 2,837,173 3,643,625 -1.3%
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Funding Decisions-Information Services Division
2006 Adjusted Budget $3,690,550
2007 Budget Changes
Salaries 24,283
M Salaries&Benefits(Help Desk 1.0 FTE) 80,243
Overtime 39
Benefits 48,710
in Supplies/Small Tools
Computer Replacement(including the reduction of the 2006 one time funding$14,000) 1,000
Application Project(including the reduction of the 2006 one time funding of$220,000) -397,000
us Operating Project 213,500
Network Projects(including the reduction of the 2006 one time funding$25,000) -24,700
Other Services&Charges 7,000
M 2007 Total Budget $3,643,625
M Staffing Levels (Full-Time Equivalent Employees -FTE) -Information Services Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Total FTE 13.0 13.0 13.5 13.5 14.5 7.4%
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Finance and Information Services Department
Performance and Workload Indicators
2004 2005 2006 2006 2007
Actual Actual Forecast Actual Forecast
Utility Billing
Total Customers 18,504 19,410 20,310 20,182 21,200
Payroll k.
Number of Employees Paid (per W2 count) 1,207 1,199 1,207 1,235 1,250
Print Shop
Mail Machine Production 343,000 355,370 360,000 395,745 420,000
Operations
Number of Accounts Receivable Billings 1,778 2,146 2,600 2,594 2,600
Number of Vendor Checks 10,650 10,674 11,000 11,644 12,000
Information Services
Calls for Service 3,155 3,119 3,200 3,436 3,600
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Operating Budget-Finance and Information Services
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AM Finance and Information Services Position Listing
2004 2005 2006 2006 2007
Grade Title Actual Actual Adj Bdgt Actual Budget
Finance Division
M49 Finance and Information Srvs Administrator 1.0 1.0 0.5 0.5 0.5
M38 Fiscal Services Director 1.0 1.0 1.0 1.0 1.0
M26 Finance Analyst Supervisor 0.0 0.0 2.0 2.0 2.0
M25 Finance Analyst Supervisor 3.0 2.0 0.0 0.0 0.0
M25 Senior Finance Analyst 0.0 0.0 0.0 0.0 1.0
A23 Business Systems Analyst 1.0 1.0 1.0 1.0 1.0
A19 Accounting Supervisor 1.0 1.0 1.0 1.0 1.0
A19 Utility Accounts Supervisor 1.0 1.0 0.0 0.0 0.0
A18 Payroll Analyst 1.0 1.0 1.0 1.0 1.0
N16 Finance Analyst III 2.0 2.0 2.5 2.5 2.5
A13 Grant Accountant 0.5 0.5 0.0 0.0 0.0
N13 Finance Analyst II 0.0 0.0 1.0 1.0 1.0
N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
N11 Payroll Analyst 0.0 0.0 1.0 1.0 1.0
N10 Accounting Technician(Payroll) 1.0 1.0 0.0 0.0 0.0
N10 Finance Analyst) 1.0 1.0 0.0 0.0 0.0
A09 Accounting Assistant IV 5.0 5.0 2.0 2.0 2.0
A07 Accounting Assistant III 2.0 2.0 2.0 2.0 2.0
Total Regular Staffing 21.5 20.5 16.0 16.0 17.0
Total Finance Division 21.5 20.5 16.0 16.0 17.0
Information Services Division
M49 Finance and Information Srvs Administrator 0.0 0.0 0.5 0.5 0.5
M34 Information Services Manager 1.0 1.0 1.0 1.0 1.0
A32 Network Systems Supervisor 1.0 1.0 1.0 1.0 1.0
A30 Application Support Supervisor 1.0 1.0 1.0 1.0 1.0
M30 Information Systems Supervisor 1.0 1.0 1.0 1.0 1.0
A24 Technical Support Coordinator 1.0 1.0 1.0 1.0 1.0
A24 Sr. Network Systems Specialist 1.0 1.0 1.0 1.0 1.0
A23 Business Analyst 1.0 1.0 1.0 1.0 1.0
A21 Systems Analyst 1.0 1.0 1.0 1.0 1.0
A20 Network Systems Specialist 1.0 1.0 1.0 1.0 1.0
A17 Help Desk Support Technician 0.0 0.0 0.0 0.0 1.0
A13 Print&Mail Coordinator 1.0 1.0 1.0 1.0 1.0
A10 Form/Graphic Technician 1.0 1.0 1.0 1.0 1.0
A09 Accounting Assistant IV 0.0 0.0 1.0 1.0 1.0
A07 Print&Mail Operator 1.0 1.0 1.0 1.0 1.0
A07 Accounting Assistant III 1.0 1.0 0.0 0.0 0.0
Total Regular Staffing 13.0 13.0 13.5 13.5 14.5
Total Information Services Division 13.0 13.0 13.5 13.5 14.5
Total Finance and Information Services 34.5 33.5 29.5 29.5 31.5
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Risk Management
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Human Services and Risk Management Department Organization
ADMINISTRATOR
Michael Webby
Administrative
Support
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HUMAN CIVIL SERVICE RISK
RESOURCES COMMISSION MANAGEMENT
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See Position Listing for additional details on department staffing.
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Human Resources and
- Risk Management
Mission Statement
Provide a broad range of employee and risk management services in a timely, responsive, and
reliable manner to employees, residents, and the general public.
Core Services
Administration and Civil Service
�,. • Recruitment and selection
• Classification and compensation
• Employee relations
• Employee training and development
Risk Management
• Property and liability insurance
• Workplace health and safety
.. • Employee benefits
Human Resources and Risk Management - Core Services Cost Resource Allocation
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Administration
Risk Mgmt,LC-0FF1 6% Civil Service
Retirees HC -
15% 1% Risk M9�
Property&Liability
19%
Risk Mgnt,
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59%
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Operating Budget-Human Resources and Risk Management
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Expenditure Budget by Division-Human Resources and Risk Management
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Administration 423,377 487,554 562,903 499,140 776,107 37.9%
Civil Service 77,352 45,972 73,850 56,494 78,126 5.8%
Risk Mgmt, Property&Liability 3,656,234 2,335,259 4,386,001 2,663,210 2,413,506 -45.0%
Risk Mgmt, Healthcare 5,407,028 6,014,340 7,024,904 7,174,350 7,352,814 4.7%
Risk Mgmt, LEOFF1 Retirees HC 760,624 1,238,217 1,748,130 1,161,368 1,898,067 8.6%
Operating Total 10,324,615 10,121,342 13,795,788 11,554,562 12,518,620 -9.3% '
Expenditure Budget by Category-Human Resources and Risk Management
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 471,445 465,669 503,300 498,672 623,731 23.9% '
Part-Time Salaries 9,101 25,266 39,360 50,838 29,360 -25.4%
Overtime 0 27,637 2,700 0 4,700 74.1%
Personnel Benefits 6,500,225 7,411,854 8,607,278 8,846,404 9,639,755 12.0% '
Supplies 8,391 22,251 13,900 378,130 16,200 16.5%
Other Services and Charges 2,114,559 2,043,529 4,443,200 1,597,968 2,050,294 -53.9%
Intergovernmental Services 1,094 1,736 3,500 0 3,500 0.0% '
Interfund Payments 1,219,800 123,400 182,550 182,550 151,080 -17.2%
Operating Total 10,324,615 10,121,342 13,795,788 11,554,562 12,518,620 -9.3%
Staffing Levels by Division-Human Resources and Risk Management
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Administration 4.1 3.0 3.0 3.0 5.0 66.7%
Civil Service 0.9 1.0 0.5 0.5 0.5 0.0% '
Risk Mgmt, Property&Liability 2.0 2.0 2.3 2.3 2.3 0.0%
Risk Mgmt, Healthcare 1.0 1.0 1.2 1.2 1.0 -16.7%
Risk Mgmt, LEOFF1 Retirees HC 0.0 0.0 0.0 0.0 0.2 100.0%
Total FTE 8.0 7.0 7.0 7.0 9.0 28.6%
Operating Budget-Human Resources and Risk Management '
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Department by Fund/Department
The Human Resources and Risk Management Department manages the following:
000/014 General Fund Administration
Civil Service Commission
502 Insurance Fund Risk Management
512 Heathcare Fund Risk Management
522 LEOFF 1 Retiree Risk Management
HealthCare Fund
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Operating Budget—Human Resources and Risk Management
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Administration and Civil Services Division '
Mission Statement ,
Provide a broad range of employee and risk management services in a timely, responsive, and
reliable manner to employees, residents, and the general public.
Outcomes
• Maintain an equitable and competitive salary structure '
• Maintain a positive work environment based on mutual trust and respect
• Provide City employee with a broad range of training programs
• Hire and retain a diverse workforce that is skilled and motivated
2006 Accomplishments
• Provided recruitment and selection services at about a 10% slower rate than the 2005
time line while meeting a 50% increase in requests
• Delivered employee training for supervisor/management positions at a level 50% greater
than 2005
• Implemented approximately 35 requests for reclassification
• Continued to update Human Resources & Risk Management policies '
• Continued to provide job related technical training and development at all employee
levels
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007 Goals
• Implement a new recruitment and selection process, which includes a behavioral '
component, standardized evaluator training, and standardized selection criteria
• Develop and propose a job related testing and selection process for all non-regular
positions '
• Provide employees/managers job related training and/or standardized guides/templates to
improve organizational processes
• Develop and implement a Labor/Employee Relations 101 training program for employees '
and managers
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Operating Budget—Human Resources and Risk Management
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Expenditure Budget by Category-Administration and Civil Service Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 314,827 297,302 259,700 258,583 376,170 44.8%
Part-Time Salaries 9,101 25,266 39,360 50,838 29,360 -25.4%
Overtime 0 0 2,700 0 4,700 74.1%
Personnel Benefits 64,375 68,315 73,670 71,284 142,489 93.4%
Supplies 8,391 5,885 13,900 8,950 16,200 16.5%
Other Services and Charges 104,035 136,758 203,100 121,656 216,431 6.6%
Interfund Payments 0 0 44,323 44,323 68,883 55.4%
Operating Total 500,729 533,526 636,753 555,634 854,233 34.2%
Funding Decisions -Administration and Civil Service Division
2006 Adjusted Budget $636,753
.. 2007 Budget Changes
Salaries 12,131
Personnel Benefits 9,054
Human Resource Analyst-Salaries&Benefits 1.0 FTE 93,210
HR&RM Administration Support-Salaries&Benefits 1.0 FTE 72,894
Miscellaneous Recruitment Costs-Personnel&Civil 3,000
Diversity Commission-Transfer to Community Services -2,000
New Hire Background Checks 1,000
Labor&Personnel Consultants 1,755
Advertising-Personnel&Civil 3,500
Entry Level and Promotional Exams 9,500
Labor&Personnel Consultants 24,560
Other -1,124
Intermittent Salaries&Wages(2006 Item) -10,000
2007 Total Budget $854,233
Stang Levels (Full-Time Equivalent Employees -FTE) -Administration and Civil Service
Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Administration 4.1 3.0 3.0 3.0 5.0 66.7%
Civil Service 0.9 1.0 0.5 0.5 0.5 0.0%
Total FTE 5.0 4.0 3.5 3.5 5.5 57.1%
Operating Budget-Human Resources and Risk Management
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Risk Management Division
Mission Statement '
Provide comprehensive loss control services by organizing, coordinating, and directing all
activities related to the Risk Management Division.
Outcomes
• Protect and preserve public assets '
• Maintain a comprehensive menu of affordable benefits
• Provide a safe workplace that minimizes occupational risk and financial loss
2006 Accomplishments
• Provided comprehensive information to City staff concerning their Workers' '
Compensation rights and responsibilities
• Implemented a Workplace Violence City policy and provided web-based training to the
majority of non-uniformed employees '
• Provided specialized safety training for select maintenance and inspection personnel in
excavation, trenching, and shoring
• Completed the update of the Employee Safety Manual and Policies ,
• Selected a third party administrator for Workers' Compensation through the RFP process
2007 Goals '
• Address the liability issues created by our current sidewalk maintenance program by
working with other city departments
• Convert the City's chemical safety database from paper to an electronic format and train
staff in its use
• Increase emphasis in employee health and wellness programs and activities '
Expenditure Budget by Category—Risk Management Division ,
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 156,618 168,367 243,600 240,089 247,561 1.6% ,
Overtime 0 27,637 0 0 0 N/A
Personnel Benefits 6,435,850 7,343,539 8,533,608 8,775,120 9,497,266 11.3%
Supplies 0 16,366 0 369,180 0 N/A ,
Other Services and Charges 2,010,524 1,906,771 4,240,100 1,476,312 1,833,863 -56.7%
Intergovernmental Services 1,094 1,736 3,500 0 3,500 0.0%
Interfund Payments 1,219,800 123,400 138,227 138,227 82,197 -40.5%
Operating Total 9,823,886 9,587,816 13,159,035 10,998,928 11,664,387 -11.4%
Operating Budget—Human Resources and Risk Management ,
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Funding Decisions—Risk Management Division
2006 Adjusted Budget $13,159,035
2007 Budget Changes
a Regular Salaries 3,961
Personnel Benefits 6,063
Healthcare Claims 941,347
Worker's Compensation 16,248
Professional Services -444,660
Property/Liability Claims -644,500
Insurance Premiums&Assessment Fees 82,923
Interfund Payments -56,030
Property/Liability Claims(2006 Item) -1,400,000
2007 Total Budget $11,664,387
Stang Levels (Full-Time Equivalent Employees -FTE) —Risk Management Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Total FTE 3.0 3.0 3.5 3.5 3.5 0.0%
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Performance and Workload Indicators
2004 2005 2006 2006 2007 ,
Actual Actual Forecast Actual Forecast
Training
General Training 1,875 3,794 3,800 2,605 2,500 '
Safety Training 2,301 3,036 2,450 551 600
Total Hours of Training 4,176 6,830 6,250 3,156 3,100
Applications
Processed 2,920 1,699 1,700 1,375 1,500
%that were Women&Minorities 43% 68% 70% 75% 75% '
Employees Hired/Promoted
Hired/Promoted 34 35 40 40 50
%that were Women&Minorities 24% 57% 60% 58% 58%
Claims
Risk Management 122 111 125 95 95
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Operating Budget—Human Resources and Risk Management
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Human Resources and Risk Management Position Listing
2004 2005 2006 2006 2007
Grade Title Actual Actual Adj Bd t Actual Budget
Administration/Civil Service Commission
M49 Human Resources/Risk Management Administrator 1.0 1.0 0.5 0.5 0.5
M30 Human Resources Manager 1.0 1.0 1.0 1.0 1.0
M20 Human Resources Analyst 1.0 1.0 1.0 1.0 2.0
N11 Assistant Human Resources Analyst 1.0 0.0 0.0 0.0 0.0
N11 Human Resources Systems Technician 1.0 1.0 1.0 1.0 1.0
N07 Secretary II 0.0 0.0 0.0 0.0 1.0
Total Administration/Civil Service Commission 5.0 4.0 3.5 3.5 5.5
Risk Management
M49 Human Resources/Risk Management Administrator 0.0 0.0 0.5 0.5 0.5
M20 Safety Officer 1.0 1.0 1.0 1.0 1.0
M20 Employee Benefits Analyst 1.0 1.0 1.0 1.0 1.0
go N11 Admin Secretary II/Risk Mgmt Assistant 1.0 1.0 1.0 1.0 1.0
Total Risk Management 3.0 3.0 3.5 3.5 3.5
Total Human Resources and Risk Management 8.0 7.0 7.0 7.0 9.0
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� Police Department
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Police Department Organization
POLICE CHIEF p
Kevin Milosevich
Administrative Information/
Support Media
Chaplains/
Volunteers
DEPUTY CHIEF
PATROL PATROL INVESTIGATIONS ADMINISTRATIVE
OPERATIONS SERVICES SERVICES
Animal Community
Control Programs
School Resource '
Officers Program
Training
STAFF AUXILIARY
SERVICES SERVICESl
M
See Position Listing for additional details on department staffing.
Police Department
i
Mission Statement
The Renton Police Department, in partnership with our community, is dedicated to preventing
crime, enforcing laws, arresting offenders, resolving community problems, and improving the
quality of life.
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Core Services
Administration
• Maximize department effectiveness with focused deployment of resources resulting in the
reduction of crime
• Provide outstanding service to our community
• Identify and prepare resources for successful response to local, regional, and national
public safety needs
Patrol Operations
• Prevent criminal conduct
i • Enforce laws and ordinances
• Investigate criminal offenses
r • Detect and preserve evidence and property
• Apprehend offenders
• Resolve critical incidents
Patrol Services
• Provide traffic enforcement
• Investigate major motor vehicle accidents
• Enforce parking
• Resolve animal complaints
• Plan and organize special events
• Organize Special Response Team services
Investigations
• Conduct criminal investigations
' • Collect and disseminate intelligence
• Recover stolen property
• Arrest and prosecute offenders
i • Process, store, and release evidence and property
Administrative Services
• Provide department personnel services
• Provide crime prevention and community relations programs
• Provide personnel and department equipment needs
Operating Budget—Police Department
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• Administer a volunteer staff
• Planning and research ,
• Administer Student Resource Officer Program
• Maintain professional standards
Staff Services ,
• Record and disseminate information to Department members and other agencies
• Organize and store information ,
• Provide service to the public
• Provide security for City Hall
Auxiliary Services
• Maintain a safe, secure, and contraband free jail environment
• Evaluate inmate health and living conditions
• Provide a cost effective and safe Electronic Home Monitoring Program
Police - Core Services Cost Resource Allocation
Auxiliary Services Administration
17% 13%
Staff Services
5%
Admnistrative
Services — Patrol Operations
o
8/0 33%
Investigations Patrol Services
14% 10%
Operating Budget–Police Department
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Expenditure Budget by Division-Police Department
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Administration 1,616,210 1,656,761 2,500,081 2,476,430 2,654,694 6.2%
Patrol Operations 5,403,724 5,659,611 6,597,900 5,997,821 6,743,552 2.2%
Patrol Services 1,129,911 1,340,033 1,519,800 1,668,538 1,876,483 23.5%
Investigations 2,331 108 2,538,175 2552 410 2,611,956 2 674667 4.8%
Administrative Services 1,039,042 1,252,556 1,415,800 1,406,274 1,569,424 10.9%
Staff Services 602,564 633,809 896,200 740,587 908,592 1.4%
Auxiliary Services 2,314,334 2,777,379 3 012400 3,060,349 3322 644 10.3%
Operating Total 14,436 893 15,858,324 18,494,591 17,961,955 19,750,056 6.8%
Expenditure Budget by Category-Police Department
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 7,805,315 8,625,836 9 718 000 9,011,088 10 189 282 4.8%
Part-Time Salaries 0 0 7,310 0 0 -100.0%
Overtime 855,765 822,988 792,000 1,036,795 955,053 20.6%
Personnel Benefits 2,286,102 2,620,594 3,149,400 2,905,677 3,527,664 12.0%
Supplies 414,240 399,346 496,200 562,256 444,540 -10.4%
Other Services and Charges 1,371,577 1,355,982 1,403,100 1,336,889 1,543,741 10.0%
Intergovernmental Services 1,703,894 2,033 578 2,126,060 2321 035 2,312,287 8 8%
Capital Outlay 0 0 25,000 10,694 55,000 120.0%
Interfund Payments 0 0 777,521 777,521 722,489 -7.1%
Operating Total 14,436,893 15,858,324 18,494,591 17,961,955 19,750,056 6.8%
.� Staffing Levels by Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Administration 4.0 4.0 4.0 4.0 4.0 0.0%
Patrol Operations 56.0 48.0 58.0 58.0 60.0 3.4%
Patrol Services 11.2 19.8 14.8 14.8 14.8 0.0%
Investigations 21.0 22.0 22.0 22.0 22.0 0.0%
Admin Services 10.0 11.0 11.0 11.0 11.0 0.0%
Staff Services 11.0 12.4 12.4 12.4 12.4 0.0%
Auxiliary Services 17.0 17.0 17.0 17.0 19.0 11.8%
Total FTE 130.2 134.2 139.2 139.2 143.2 2.9%
Department by Fund/Department
The Police Department manages the following:
IOperating Section
000/008 General Fund Police Department
Operating Budget-Police Department
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Administration Division
Mission Statement ,
To meet the vision of being a nationally recognized and regional leader in providing
comprehensive,professional law enforcement services by preventing crime, enforcing laws,
arresting offenders,resolving community problems, and improving the quality of life.
Outcomes
• The number of violent crimes committed per thousand population will be below the
national rate
• Achieve a 25 percent clearance ratio of all reported crimes
• Ensure 85 percent of our customers will rate our service as satisfactory
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2006 Accomplishments
• Implemented a self-serve web-based reporting program and a phone-reporting unit within
the Department. This allows citizens to report minor crimes when the suspect is not
known. This program reduces the amount of committed time for patrol officers and
allows them to spend more pro-active time in the community
• Redirected resources within the Department to form a directive patrol to respond to auto
thefts and vehicle prowls in Renton
• Increased the use of crime analysis to direct police efforts
2007 Goals `
• Implement a new staffing plan for the department to better utilize available staff during
the peak hours
• Enhance the Department's ability to provide rapid deployment of officers to provide pro-
active response to crime trends as identified by crime analysis
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Operating Budget—Police Department
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Expenditure Budget by Category-Administration Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 330,001 355,961 355,300 285,817 343,013 -3.5%
Overtime 392 625 5,500 475 5,700 3.6%
Personnel Benefits 68,926 77,231 85,500 69,753 104,255 21.9%
Supplies 8,346 8,200 12,600 5,658 10,450 -17.1%
Other Services and Charges 192,110 157,501 141,000 194,781 165,500 17.4%
Intergovernmental Services 1,016 435 1,057,243 1097660 1,131,731 1 278 287 16.5%
Capital Outlay 0 0 25,000 10,694 25,000 0.0%
Interfund Payments 0 0 777,521 777,521 722,489 -7.1%
Operating Total 1,616,210 1,656,761 2500 081 2,476,430 2 654694 6.2%
Funding Decisions-Administration Division
2006 Adjusted Budget $2,500,081
2007 Budget Changes
Salaries -12,087
Benefits 18,755
Equipment Repair&Replacement 2,400
Computer Maintenance Contract(New World) 15,500
Cell Phones/Pagers 7,000
Contracts, Valley Communications 176,627
Contracts, Harbor Patrol 1,800
`II Information Services Charges -55,032
Other -350
2007 Total Budget $2,654,694
Staffing Levels (Full-Time Equivalent Employees-FTE)-Administration Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Total FTE 4.0 4.0 4.0 4.0 4.0 0.0%
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Operating Budget-Police Department
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Patrol Operations Division
Mission Statement '
To meet the vision of being a nationally recognized and regional leader in providing
comprehensive,professional law enforcement services by preventing crime, enforcing laws,
arresting offenders,resolving community problems, and improving the quality of life.
Outcomes
• For the following types of calls, maintain an average response time of.
Priority I 3.50 minutes
Priority 11 8.00 minutes
Priority 111 12.00 minutes
Priority IV 21.00 minutes
• Achieve a 25 percent clearance ratio of all UCR Part I crimes reported
• Control violent crime as defined by the UCR Part I crimes below the national average per
100,000 population
• Ensure that 85 percent of our customers rate our service as satisfactory
2006 Accomplishments
• Achieved the following response times:
Priority 1 2.71 minutes
Priority 11 8.00 minutes
Priority 111 12.29 minutes
Priority IV 23.43 minutes
• Responded to approximately 63,000 calls-for-service
• Implemented web-based reporting for minor property crimes
2007 Goals I
• Reduce unnecessary uniform response to calls-for-service
• Continue to utilize computer statistics and crime analysis to more effectively deploy
resources
• Continue to improve"quality of life" issues in Downtown and Transit Center areas
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Operating Budget—Police Department
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Expenditure Budget by Category—Patrol Operations Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 3,459,016 3,732,513 4,301,700 3,835,102 4,320,558 0.4%
Overtime 454,474 371,905 475,700 486,106 504,500 6.1%
Personnel Benefits 1,004,041 1,108,860 1,379,900 1,223,937 1,501,294 8.8%
Supplies 22,737 30,693 25,000 36,917 34,400 37.6%
Other Services and Charges 452,687 415,640 415,600 415,759 382,800 -7.9%
Intergovernmental Services 10,769 0 0 0 0 N/A
Operating Total 5,403,724 5,659,611 6 597900 5,997,821 6 743 552 2.2%
Funding Decisions—Patrol Operations Division
2006 Adjusted Budget $6,597,900
2007 Budget Changes
Salaries -36,342
Benefits 85,394
Salaries and Benefits, Police Officers(2.0 FTE) 120,000
Supplies, CDU/CBRNE and K-9 9,400
Equipment Repair and Replacement -34,500
Other 1,700
2007 Total Budget $6,743,552
Staffing Levels (Full-Time Equivalent Employees -FTE)—Patrol Operations Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Total FTE 56.0 48.0 58.0 58.0 60.0 3.4%
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Operating Budget—Police Department
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Patrol Services Division
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing
comprehensive,professional law enforcement services by preventing crime, enforcing laws,
arresting offenders, resolving community problems, and improving the quality of life.
Outcomes
• Provide enforcement so vehicle speed does not exceed the posted speed limit by 20
percent, 80 percent of the time,per engineering speed studies
• Achieve a 75 percent clearance ratio on all accidents where crime was determined to have
been committed
• Reduce red light running and speeding in designated school zones through the use of
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2006 Accomplishments L
• Combined Bicycle Patrol with REACT officers to concentrate on information derived
from crime analysis
• Developed and maintained the "Top Ten" list of code enforcement issues citywide
• Researched the feasibility of a red light photo-enforcement program
2007 Goals i
• Continue to direct traffic enforcement using both speed study and accident data
• Increase enforcement of animal control complaints
• Implement the use of photo enforcement at designated intersections and school zones
• Effectively manage the overtime monies allocated by Council for focused traffic patrols
in residential neighborhoods
Operating Budget—Police Department
3-62
•• Expenditure Budget by Category-Patrol Services Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 695,134 837,991 915,300 1,003,704 1,043,053 14.0%
Overtime 70,499 71,345 126,000 107,198 131,825 4.6%
Personnel Benefits 218,158 264,648 325,100 330,396 369,705 13.7%
Supplies 15,063 12,431 8,800 69,769 8,800 0.0%
Other Services and Charges 121,512 140,209 137,000 144,879 309,900 126.2%
Intergovernmental Services 9,545 13,409 7,600 12,592 13,200 73.7%
Operating Total 1,129,911 1,340,033 1519 800 1,668,538 1 876 483 23.5%
Funding Decisions-Patrol Services Division
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2006 Adjusted Budget $1,519,800
2007 Budget Changes
Salaries 133,578
Benefits 44,605
Equipment Repair&Replacement 27,100
Traffic Camera Program 136,800
Professional Services/ESU, Emergency Tow Services 9,000
Humane Society Fees 5,600
.. 2007 Total Budget $1,876,483
Stang Levels (Full-Time Equivalent Employees-FTE)-Patrol Services Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Total FTE 11.2 19.8 14.8 14.8 14.8 0.0%
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Investigatn Division Investigation
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing
comprehensive,professional law enforcement services by preventing crime, enforcing laws,
arresting offenders, resolving community problems, and improving the quality of life.
Outcomes
• Recover 65 percent of the value of all stolen property
• Achieve a 75 percent clearance ratio of cases assigned for follow-up investigation
• Return found property to its rightful owner within 30 days of the owner being identified
• Reduce by 10 percent the number of items held by the division by destruction of firearms,
destruction of narcotics, and disposal via auction
2006 Accomplishments
• Processed, investigated and prosecuted a case of a Renton Police Officer involved
shooting to a successful resolution
• The Investigation Division achieved a 20% clearance ratio of all Class I crimes reported
in 2006
• The department recovered 52% of the value of all stolen property in 2006
• Achieved an 83%clearance ratio of cases assigned for follow-up
• Continued providing real time crime analysis information to support directed activity for
other divisions
• Increased focus on top offenders through dissemination of real time crime information
reducing the percentage of vehicle thefts and thefts from vehicles
• Increased the training and obtained equipment for use of Evidence Technician(CSI) at
crime scenes to assist detectives in processing evidence scenes
• Increased our ability to check guns for stolen status with the implementation of ar
WEB/MSS
2007 Goals
• Implement the Pawn and Evidence modules of the Records Management System to
increase clearance ratios of property crimes,recovery of stolen property and reduce
property inventory
• Continue training and using Evidence Technicians to respond to major crimes to assist
detectives and other investigators in processing the scene for evidence at
• Focus on habitual vehicle theft violators through participation in the King County Car
Theft Initiative
• Provide needed staffing, investigations and follow-up to help reduce salvage thefts (wire, Ni
scrap metal, etc.)
Operating Budget—Police Department
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Expenditure Budget by Category—Investigation Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 1,525,150 1,616,941 1,699,100 1,638,384 1,759,916 3.6%
Part-Time Salaries 0 0 7,310 0 0 -100.0%
Overtime 192,975 207,509 106,900 258,475 121,448 13.6%
Personnel Benefits 463,107 514,864 556,700 542,825 603,059 8.3%
Supplies 16,709 14,111 18,500 28,670 18,501 0.0%
Other Services and Charges 133,167 184,750 163,900 143,602 171,743 4.8%
Operating Total 2,331,108 2,538,175 2552410 2,611,956 2 674667 4.8%
Funding Decisions—Investigation Division
2006 Adjusted Budget $2,552,410
2007 Budget Changes
Salaries 68,054
Benefits 46,359
Equipment Repair&Replacement 3,900
Other 3,944
2007 Total Budget $2,674,667
Staffing Levels (Full-Time Equivalent Employees -FTE) —Investigation Division
2004 2005 2006 2006 2007 Change
rr Actual Actual Adj Budget Actual Budget 06/07
Total FTE 21.0 22.0 22.0 22.0 22.0 0.0%
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Operating Budget—Police Department
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Administrative Services Division
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing
comprehensive,professional law enforcement services by preventing crime, enforcing laws,
arresting offenders, resolving community problems, and improving the quality of life.
Outcomes
• Complete employee background investigations within 30 days of assignment
• Provide a minimum of 30 hours of in-service training to all commissioned members
• Coordinate 10 Block-watch meetings, 4 Crime Resistant Multi-Housing Program training i
sessions, 2 Citizen Academy training sessions, 1 Youth at Risk Program, and 1 Youth at
Risk fundraiser
• Provide replacement authorization for equipment and uniforms within two weeks of the
request
• Maintain and coordinate a volunteer force '
• Review and update Multi-Year plan
• Maintain accreditation through Commission on Accreditation for Law Enforcement
Agencies, Inc. (CALEA) and Washington Association of Sheriffs and Police Chiefs
(WASPC)
2006 Accomplishments
• Every commissioned member received at least 30 hours of in-service training. The
Department continues to see a reduction in the number of incidents where the use of force
was used
• Completed the mapping of all Renton schools as part of a computer program to aid Police
and Fire in school violence preparedness
• Trained all department members in the federally mandated National Incident ari
Management System
2007 Goals "t
• Conduct school violence training with the Fire Department using the new"Prepared
Responder"program developed by the Washington Association of Sheriffs and Police
Chiefs
• Support the Department's Community Education Outreach through community programs
and crime prevention activities
• Coordinate on-site re-accreditation with Commission on Accreditation for Law
Enforcement Agencies, Inc. (CALEA) and Washington Association of Sheriffs and
Police Chiefs (WASPC)
• Establish and maintain entry level and lateral level employment lists sufficiently to
support department wide growth due to potential annexations
Operating Budget—Police Department
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Expenditure Budget by Category-Administrative Services Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 548,057 707,000 814,400 740,219 923,204 13.4%
Overtime 59,854 68,849 32,300 81,879 83,125 157.4%
Personnel Benefits 158,125 227,087 248,500 254,642 287,512 15.7%
Supplies 193,356 159,865 223,800 239,455 156,683 -30.0%
Other Services and Charges 79,650 89,755 96,800 90,079 88,900 -8.2%
Capital Outlay 0 0 0 0 30,000 100.0%
Operating Total 1,039,042 1,252,556 1415 800 1,406,274 1569 424 10.9%
Funding Decisions-Administrative Services Division
2006 Adjusted Budget $1,415,800
2007 Budget Changes
Salaries 159,629
Benefits 39,012
Supples and Uniforms, 1x item(Jailers 2.0 FTE) 8,000
Youth Program Supplies,true-up -44,600
Equipment Repair&Replacement -2,300
Volunteer Travel/Meal Allowance,true-up -8,000
Parking Enforcement Vehicle, 1x item 30,000
Other -1,117
Supplies and Uniforms, (2006 Item) -27,000
2007 Total Budget $1,569,424
Staffing Levels (Full-Time Equivalent Employees -FTE) -Administrative Services Division
2004 2005 2006 2006 2007 Change
' Actual Actual Adj Budget Actual Budget 06/07
Total FTE 10.0 11.0 11.0 11.0 11.0 0.0%
Operating Budget-Police Department
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Staff Services Division
Mission Statement '
To meet the vision of being a nationally recognized and regional leader in providing
comprehensive,professional law enforcement services by preventing crime, enforcing laws,
arresting offenders, resolving community problems, and improving the quality of life.
Outcomes
• Achieve a"low risk"rating in the semi-annual WACIC-NCIC audit
• Ensure record's procedures are in compliance with the Revised Code of Washington
• Ensure records are secure and maintained in files, microfilm, and computer databanks ,
• Ensure 80 percent of customers rate our service as satisfactory
2006 Accomplishments
• Processed over 13,000 case reports
• Achieved a successful bi-annual WACIC-NCIC audit '
• Implemented records retention schedule in accordance with City policy
• Implemented telephone-reporting program within the Division
• Implemented web-based police reporting '
2007 Goals
• Assist with the transition to the new records management system
• Migrate from existing Uniform Crime Reporting to Incident Based Reporting
• Expand the telephone-reporting program to provide for twenty-four hour reporting
capabilities
Operating Budget—Police Department
3-68
- Expenditure Budget by Category-Staff Services Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 396,821 427,377 580,800 526,378 598,702 3.1%
Overtime 25,512 36,495 18,500 19,248 39,255 112.2%
Personnel Benefits 125,482 135,842 216,600 158,669 218,463 0.9%
Supplies 21,880 10,156 15,900 17,308 18,727 17.8%
Other Services and Charges 32,869 23,939 64,400 18,984 33,445 -48.1%
Operating Total 602,564 633,809 896,200 740,587 908,592 1.4%
Funding Decisions-Staff Services Division
2006 Adjusted Budget $896,200
2007 Budget Changes
Salaries 17,902
Benefits 1,863
Overtime, Division Reallocation 20,755
Other Services and Charges, Division Reallocation -30,955
Other 2,827
2007 Total Budget $908,592
Stang Levels (Full-Time Equivalent Employees -FTE) -Staff Services Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Total FTE 11.0 12.4 12.4 12.4 12.4 0.0%
Operating Budget-Police Department
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Auxiliary Services Division
Mission Statement i
To meet the vision of being a nationally recognized and regional leader in providing
comprehensive,professional law enforcement services by preventing crime, enforcing laws, i
arresting offenders, resolving community problems, and improving the quality of life.
Outcomes i
• Facilitate 3,000 bookings and 20,000 jail days
• Manage 12,000 jail days served by Electronic Home Detention clients
• Ensure 50 percent of our inmate fingerprints are transmitted to King County AFIS i
through the automated Live Scan system
2006 Accomplishments i
• Migrated to enhanced live-scan fingerprinting system
• Received an excellent review from the Department of Justice regarding juveniles held in i
custody
• Implemented video court for inmates with court matters in other jurisdictions
2007 Goals i
• Maximize the jail capacity between the Renton Jail and contracted county jails to ensure
efficiency and effectiveness
• Assist in the transition to a new booking system
• Incorporate new transport officer positions within the jail
• Identify long-term solutions to address jail capacity needs
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Operating Budget—Police Department
3-70
Expenditure Budget by Category-Auxiliary Services Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 851,136 948,053 1,051,400 981,484 1,200,836 14 2%
Overtime 52,059 66,260 27,100 83,414 69,200 155.4%
Personnel Benefits 248,263 292,062 337,100 325,455 443,376 31.5%
Supplies 136,149 163,890 191,600 164,479 196,979 2.8%
Other Services and Charges 359,582 344,188 384,400 328,805 391,453 1.8%
Intergovernmental Services 667,145 962,926 1,020,800 1 176 712 1,020,800 0 0%
Operating Total 2,314,334 2,777 379 3,012,400 3 060349 3,322,644 10 3%
�. Funding Decisions-Auxiliary Services Division
2006 Adjusted Budget $3,012,400
2007 Budget Changes
Salaries 35,855
Benefits 45,900
Overtime, Department Reallocation 40,000
W Salaries and Benefits,Jailers(2.0 FTE) 176,057
Equipment Repair&Replacement -2,700
Inmate Medical 19,508
Other -4,376
2007 Total Budget $3,322,644
Staffing Levels (Full-Time Equivalent Employees -FTE)-Auxiliary Services Division
' 2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Total FTE 17.0 17.0 17.0 17.0 19.0 11.8%
Operating Budget-Police Department
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Police -Performance
De artment and Workload Indicators
P
2004 2005 2006 2006 2007
Actual Actual Forecast Actual Forecast '
Patrol Services
Calls for Service 64,317 65,936 67,000 63,072 65,000
Traffic Accidents Investigated 1,880 2,058 1,900 2,166 2,100 1
Investigation
Clearance Ratio,% 82.0% 100.0% 80.0% 83.0% 80.0%
Total Crimes Investigated 9,893 10,172 9,800 9,083 9,500 1
Staff Services
Case Reports 13,357 15,032 15,000 13,891 15,000 1
Citations 12,910 12,849 12,500 11,499 12,000
Auxiliary Services
Electronic Home Detention(EHD) '
EHD Days 11,455 14,448 15,000 12,829 15,000
Average Daily Population 31 39 40 35 40
Jail ,
Bookings 3,554 3,817 4,000 3,511 4,000
Jail Days 60,626 80,717 85,000 70,840 85,000
Average Daily Population 57 67 69 61 69 1
Average Daily Outplacement 80 113 120 95 120
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Operating Budget-Police Department ,
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Police Department-Position Listing(1 of 2)
2004 2005 2006 2006 2007
Grade Title Actual Actual Budget Actual Budget
Administration
Commissioned Officers
M49 Police Chief 1.0 1.0 1.0 1.0 1.0
M45 Police Deputy Chief 1.0 1.0 1.0 1.0 1.0
Total Commissioned Officers 2.0 2.0 2.0 2.0 2.0
Non-Commissioned Personnel
PN55 Police Administrative Assistant 0.0 1.0 1.0 1.0 1.0
N11 Administrative Secretary II 1.0 0.0 0.0 0.0 0.0
PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0
Total Non-Commissioned 2.0 2.0 2.0 2.0 2.0
Total Administration Division 4.0 4.0 4.0 4.0 4.0
Patrol Operations
Commissioned Officers
M36 Commander 2.0 2.0 2.0 2.0 2.0
PC61 Sergeant 6.0 4.0 4.0 4.0 4.0
PC60 Police Officer-Corporal Assignments 1.0 1.0 1.0 1.0 1.0
PC60 Police Officer-Patrol 43.0 40.0 46.0 46.0 48.0
PC60 Police Officer-Patrol* 0.0 1.0 1.0 1.0 1.0
PC60 Police Officer-Bicycle Patrol 4.0 0.0 4.0 4.0 4.0
Total Commissioned Officers 56.0 48.0 58.0 58.0 60.0
Total Patrol Operations Division 56.0 48.0 58.0 58.0 60.0
Patrol Services
Commissioned Officers
M36 Commander 1.0 1.0 1.0 10 10
PC61 Sergeant 1.0 3.0 2.0 2.0 2.0
PC60 Police Officer-Traffic 6.0 6.0 6.0 6.0 6.0
PC60 Police Officer 0.0 2.0 3.0 3.0 3.0
PC60 Police Officer-Bicycle Patrol 0.0 4.0 0.0 0.0 0.0
Total Commissioned Officers 8.0 16.0 12.0 12.0 12.0
Non-Commissioned Personnel
A21 Code Compliance Inspector 0.0 1.0 0.0 0.0 0.0
PN62 Animal Control Officer 0.0 2.0 0.0 0.0 0.0
PN52 Animal Control Officer 2.0 0.0 2.0 2.0 2.0
PN50 Traffic Controller 1.2 0.8 0.8 0.8 0.8
Total Non-Commissioned 3.2 3.8 2.8 2.8 2.8
Total Patrol Services Division 11.2 19.8 14.8 14.8 14.8
' Investigations
Commissioned Officers
M36 Commander 1.0 1.0 1.0 10 10
PC61 Sergeant 2.0 2.0 2.0 2.0 2.0
PC61 Sergeant-VNET 0.0 0.0 1.0 1.0 1.0
PC60 Police Officer/Detectives 10.0 10.0 10.0 10.0 10.0
PC60 Police Officer/Detectives* 1.0 1.0 1.0 1.0 1.0
PC60 Police Officer-Gambling Tax Enforcement 1.0 1.0 1.0 1.0 1.0
PC60 Police Officer-VNET 1.0 1.0 0.0 0.0 0.0
PC60 Police Officer-Customs and Immigration* 0.0 1.0 1.0 1.0 1.0
' Total Commissioned Officers 16.0 17.0 17.0 17.0 17.0
Non-Commissioned Personnel
PN61 Crime Analyst 1.0 1.0 1.0 1.0 1.0
PN60 Domestic Violence Victim Advocate 1.0 1.0 1.0 1.0 1.0
' Operating Budget-Police Department
3-73
Police Department-Position Listing(2 of 2)
2004 2005 2006 2006 2007
Grade Title Actual Actual Budget Actual Budget ,
PN53 Evidence Technician 2.0 2.0 2.0 2.0 2.0
PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0
Total Non-Commissioned 5.0 5.0 5.0 5.0 5.0
Total Investigations Division 21.0 22.0 22.0 22.0 22.0
Administrative Services
Commissioned Officers
M36 Commander 1.0 1.0 1.0 1.0 1.0
PC61 Sergeant 1.0 1.0 1.0 1.0 1.0
PC60 Police Officer-Youth Programs 2.0 2.0 2.0 2.0 2.0
PC60 Police Officer-SRO 2.0 2.0 2.0 2.0 2.0 '
PC60 Police Officer-Training 1.0 1.0 1.0 1.0 1.0
PC60 Police Officer-CJTC Instructor* 0.0 1.0 1.0 1.0 1.0
Total Commissioned Officers 7.0 8.0 8.0 8.0 8.0
Non-Commissioned Personnel ,
PN54 Police Community Program Coordinator 2.0 2.0 2.0 2.0 2.0
PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0
Total Non-Commissioned Personnel 3.0 3.0 3.0 3.0 3.0 ,
Total Administrative Services Division 10.0 11.0 11.0 11.0 11.0
Staff Services
Non-Commissioned Personnel '
PN58 Police Service Specialist Supervisor 1.0 1.0 1.0 1.0 1.0
PN57 Police Service Specialist Lead 1.0 1.0 1.0 1.0 1.0
PN62 Police Svc Specialist-Gambling Tax Enforcement 0.0 0.0 1.0 1.0 1.0
PN62 Police Service Specialist 0.0 0.0 9.4 9.4 9.4
PN51 Police Svc Specialist-Gambling Tax Enforcement 1.0 1.0 0.0 0.0 0.0
PN51 Police Service Specialists 8.0 9.4 0.0 0.0 0.0
Total Non-Commissioned 11.0 12.4 12.4 12.4 12.4
Total Staff Services Division 11.0 12.4 12.4 12.4 12.4
Auxiliary Services(Jail)
Non-Commissioned Personnel
M36 Police Manager 0.0 1.0 1.0 1.0 1.0
M34 Police Manager 1.0 0.0 0.0 0.0 0.0
PN59 Jail Sergeant 2.0 2.0 2.0 2.0 2.0
PN52 Jailer 10.0 10.0 10.0 10.0 12.0
PN52 Jailer* 1.0 1.0 1.0 1.0 1.0
PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0
Total Non-Commissioned Personnel 15.0 15.0 15.0 15.0 17.0
Total Auxiliary Services(Jail) 15.0 15.0 15.0 15.0 17.0
Auxiliary Services(Electronic Home Detention)
Non-Commissioned Personnel
PN56 Electronic Home Detention Jailer 2.0 2.0 2.0 2.0 2.0
Total Non-Commissioned Personnel 2.0 2.0 2.0 2.0 2.0
Total Auxiliary Services(Electronic Home Detention) 2.0 2.0 2.0 2.0 2.0
Total Auxiliary Services Division 17.0 17.0 17.0 17.0 19.0
Total Commissioned Officers 89.0 91.0 97.0 97.0 99.0
Total Non-Commissioned Personnel 41.2 43.2 42.2 42.2 44.2
Total Police Department 130.2 134.2 139.2 139.2 143.2
Note: *Includes 4.0 FTE's to fill existing vacancies due to military commitments and temporary assignments
to other public agencies.
Operating Budget-Police Department
3-74
1
1
1
� Fire Department
1
1
1
1
1
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1
1
1
1
1
1
1
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1
Fire Department Organization
.W
FIRE CHIEF
I. David Daniels
Administrative
Support
.r
DEPUTY CHIEF DEPUTY CHIEF
Operations Administration/ Chaplains/
Support Services Volunteers
r
EMERGENCY ADMINISTRATION TRAINING / PREVENTION DISASTER
RESPONSE SUPPORT BUREAU MANAGEMENT
SERVICES
I
Fire Business Emergency
Fire Management Suppression Inspections Coordination
Suppression and
Training Center(ECC)
Response Planning
Emergency Investigations Disaster
Emergency Data Medical Drills
Medical Management Training
Response
Technical Plans Citizen/ Business
Technical Fire Rescue Review Preparedness
Rescue Station Training Training
Response Operations
Public
Apparatus/ Education
Equipment
w
i
See Position Listing for additional details on department staffing.
Fire Department
Mission Statement
Provide protection and service with excellence: Life - Property - Environment
Core Services
Administration
• Management and planning
• Data management
• Apparatus/equipment
• Fire station operations
Emergency Response
• Fire suppression response
�. • Emergency medical response
• Technical rescue response
Prevention
• Business inspections
1 • Investigations
• Plans review
• Public education
Training
• Emergency medical training
• Fire suppression training
• Technical rescue training
Disaster Management
• Emergency Coordination Center(ECC)response
• Disaster drills
• Community disaster training
1
Operating Budget—Fire Department
3-75
as
Fire - Core Services Cost Resource Allocation Will
Training/Support Disaster ,
Services Management
3% °
Prevention 1% Administration
Emergency
Response
78%
y
Expenditure Budget b Division-Fire Department ,
p g
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07 ,
Administration 622,400 727,908 1,179,645 1,164,816 1,442,250 22.3%
Communications 156,187 150,402 208,450 160,690 237,700 14.0%
Total Administration 778,587 878,310 1,388,095 1,325,506 1,679,950 21.0%
Emergency Response
Suppression 9,540,586 10,517,747 11,198,281 10,978,130 11,674,073 4.2%
Facilities 57,699 47,254 48,100 45,913 55,750 15.9%
Haz-Mat 15,288 95,529 18,700 29,188 18,700 0.0%
Dive Team 36,279 36,886 27,200 31,754 29,300 7.7%
EMS Life Support 56,587 63,163 68,250 70,251 66,800 -2.1%
Total Emergency Response 9,706,439 10 760 579 11 360,531 11,155,236 11,844,623 4.3%
Fire Prevention 862,213 914,753 1,029,400 953,867 1,096,155 6.5%
Training 384,195 433,590 446,100 485,295 461,786 3.5%
Disaster Management 38,974 11,077 41,500 31,782 197,842 376.7%
Operating Total 11,770,408 12,998,309 14,265,626 13,951,686 15,280,356 7.1%
fill
Operating Budget-Fire Department
3-76
�. Expenditure Budget by Category-Fire Department
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 8,058,138 8,748,435 9,236,300 9,110,138 9,517,722 3.0%
Part-Time Salaries 0 0 0 18,217 0 N/A
Overtime 904,258 1,003,791 1,052,781 1,081,449 919,100 -12.7%
Personnel Benefits 1,746,934 2,002,846 2,263,600 2,142,053 2,451,558 8.3%
Supplies 276,888 280,796 254,000 264,394 244,050 -3.9%
Other Services and Charges 646,194 834,243 899,891 840,345 1,077,600 19 7%
Intergovernmental Services 115,706 122,199 174,500 131,473 204,400 17.1%
Capital Outlay 22,290 5,999 24,900 4,323 339,200 1262.2%
Interfund Payments 0 0 359,654 359,294 526,726 46.5%
Operating Total 11,770,408 12,998,309 14,265,626 13,951,686 15,280,356 7.1%
Staffing Levels by Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Administration 7.0 7.0 7.0 7.0 8.0 14.3%
Emergency Response 99.0 99.0 99.0 99.0 99.0 0.0%
Fire Prevention 10.0 10.0 11.0 11.0 11.0 0.0%
Training/Support Services 3.0 3.0 3.0 3.0 3.0 0.0%
Disaster Management 0.0 0.0 0.0 0.0 1.0 100.0%
Total FTE 119.0 119.0 120.0 120.0 122.0 1.7%
Department by Fund/Department
The Fire Department manages the following:
Operating Section
000/009 General Fund Fire Department
010 Fire Memorial Fund
011 Fire Health and Wellness Fund
Non-operating(Refer to Budget by Fund Section)
304 Fire Mitigation
' Operating Budget-Fire Department
3-77
V
Administration Division
Mission Statement ,
Provide management and direction for the City of Renton Fire Department and assist the City in
meeting its mission to maintain a safe environment for the citizens of Renton.
Outcomes ,
• Provide financial management of all budget accounts
• Manage personnel relations
• Develop plans and policies '
• Conduct governmental relations within and outside the City
• Manage and analyze data records
• Manage emergency apparatus assignments and maintenance '
• Control emergency apparatus equipment inventories
• Manage current fire station operations and maintenance
• Plan and build new fire stations as appropriate
2006 Accomplishments
• Standard Operating Procedures were reviewed and reissued
• Emergency vehicles received preventive maintenance and annual testing as required by
WAC (Washington Administrative Code) 296-305-04507 (3)(b)
• All fire stations were inspected monthly as required by WAC (Washington
Administrative Code) 296-305-01505
• Tested, inspected and certified all fire hoses,personal protective equipment, self-
contained breathing apparatus,per standards as dictated by National Fire Protection
Association or Washington Administrative Codes ,
2007 Goals
• Re-visit Department Vision, Mission and Values L
• Revise Standard Operating Procedures to make them more relevant, efficient and
effective
• Re-align special projects to create efficiency and cost reduction as necessary
• Initiate a process to improve administrative efficiency
• Acquire"CAD Analyst" Software
• Evaluate new member selection processes
• Conduct"company officer candidate school"
• Conduct"Chief Officer Development" series from (Jan.—May, Sept.—Dec.)
• Chief Officer Candidate training
• Conduct"Company Officer Development" series ,
• Initiate IMS qualification process and lead the city's NIMS compliance efforts
Operating Budget—Fire Department
3-78
Expenditure Budget by Category-Administration Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 462,409 534,845 555,600 531,811 615,439 10.8%
Part-Time Salaries 0 0 0 18,217 0 N/A
Overtime 248 724 0 977 0 N/A
Personnel Benefits 76,908 97,437 120,600 116,256 172,485 43.0%
Supplies 8,393 16,771 20,650 18,371 18,000 -12.8%
Other Services and Charges 92,633 106,334 157,091 149,107 142,900 -9.0%
Intergovernmental Services 115,706 122,199 174,500 131,473 204,400 17.1%
Capital Outlay 22,290 0 0 0 0 N/A
Interfund Payments 0 0 359,654 359,294 526,726 46.5%
Operating Total 778,587 878,310 1,388,095 1325506 1,679,950 21 0%
Funding Decisions-Administration Division
2006 Adjusted Budget $1,388,095
2007 Budget Changes
Salaries 13,186
Benefits 22,394
Salaries and Benefits,Administrative Secretary 1 (1.0 FTE) 76,144
Equipment Repair and Replacement 4,500
Contracts,Valley Communications Dispatch 29,900
Information Services Charges 167,432
Other -2,360
Supplies, Small Tools and Equipment, (2006 Item) -3,550
FDM Repair/Maintenance, (2006 Item) -15,791
2007 Total Budget $1,679,950
Stang Levels (Full-Time Equivalent Employees-FTE)-Administration Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Total FTE 7.0 7.0 7.0 7.0 8.0 14.3%
I
1
1
1 Operating Budget-Fire Department
3-79
Emergency Response Division
Mission Statement
Provide protection of life and property in the greater Renton area through rapid professional
response of Fire, Emergency Medical and Technical Teams year round, 24 hours a day.
Outcomes
• Rapidly suppress all fires
• Rapidly provide emergency medical care
• Provide technical rescue services
2006 Accomplishments '
• No death of firefighters or volunteer rescuers while working on emergency incidents or
fire incidents
• Fires were contained to the room of origin 28 percent of the time
• Fire loss was less than$45 per$100,000 of assessed value
• Fire Department Aid Cars transported 43 percent of patients requiring transport to local
hospitals
• Six minutes or less for units in 74 percent of emergency responses within their"first-due"
districts, excluding mutual aid
2007 Goals
• Develop department incident management teams
• Evaluate special operations service delivery for efficiency and effectiveness purposes
• Conduct major exercises on each shift
• Initiate operational efficiency study
• Create shift commander SOPs ,
• Develop community resource kits for operations crews in cooperation with CRR
• Develop "prototype fire station"document
• Refine station emergency preparedness strategy ,
1
t
Operating Budget—Fire Department
3-80
.. Expenditure Budget by Category—Emergency Response Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 6,717,580 7,268,255 7,677,100 7,572,774 7,706,820 0.39%
Overtime 841,630 922,234 984,881 984,448 851,200 -13.57%
Personnel Benefits 1,469,916 1,675,830 1,871,100 1,781,785 1,939,853 3.67%
Supplies 196,736 230,047 177,350 202,646 189,850 7.05%
Other Services and Charges 480,577 658,214 650,100 613,583 856,900 31.81%
Capital Outlay 0 5,999 0 0 300,000 100.00%
Operating Total 9,706,439 10,760,579 11,360,531 11,155,236 11,844,623 4.26%
Funding Decisions—Emergency Response Division
2006 Adjusted Budget $11,360,531
2007 Budget Changes
Salaries 42,420
Benefits 68,753
Supplies 12,500
Equipment Repair and Replacement 212,000
Capital Outlay, PPE and Hose replacement 300,000
Other 13,300
Overtime, (2006 Item) -146,381
Health and Wellness, (2006 Item) -18,500
2007 Total Budget $11,844,623
Staffing Levels (Full-Time Equivalent Employees -FTE)—Emergency Response Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
' Total FTE 98.0 99.0 99.0 99.0 99.0 0.0%
Operating Budget—Fire Department
3-81
Prevention Division
Mission Statement 1
Keeping our community fire-safe at home,work and play
Outcomes 1
• Reduce death and injuries
• Reduce environmental damage ,
• Increase public awareness
• Reduce property loss
• Increase customer satisfaction 1
2006 Accomplishments 1
• Conducted annual fire safety inspections for all businesses, including licensed adult care
family home facilities and businesses with regulated hazardous materials,with all
violations followed to conclusion
• All fires referred to the Bureau were investigated to determine their cause, arson fires
were forwarded to the Police Department, and referred juvenile fire setters were offered
intervention 1
• All plans submitted for either new construction or tenant remodels were reviewed and
field inspected to ensure compliance with the Fire Code
2007 Goals 1
• Add structure to inspection programming to better define roles
• Formalize department processes for participation in special events 1
• Prepare process for adoption of 2006 International Fire Code
• Develop hazmat and technical risk reduction programming ,
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1
1
1
1
Operating Budget—Fire Department 1
3-82
Expenditure Budget by Category-Prevention Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 599,591 644,830 692,600 666,023 755,632 9.10%
Overtime 37,855 45,478 39,800 49,855 39,800 0.00%
Personnel Benefits 154,723 175,260 210,200 177,823 241,423 14.85%
Supplies 21,679 15,711 21,500 18,817 14,400 -33.02%
Other Services and Charges 48,365 33,474 40,400 37,026 44,900 11.14%
Capital Outlay 0 0 24,900 4,323 0 -100.00%
Operating Total 862,213 914,753 1,029,400 953 867 1,096,155 6.48%
Funding Decisions-Prevention Division
2006 Adjusted Budget $1,029,400
2007 Budget Changes
_ Salaries 63,032
Benefits 31,223
Other -1,250
Equipment Repair and Replacement 6,800
Supplies, Other Services and Charges, Capital Outlay, (2006 Item) -33,050
2007 Total Budget $1,096,155
Staffing Levels (Full-Time Equivalent Employees -FTE) -Prevention Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Total FTE 10.0 10.0 11.0 11.0 11.0 0.0%
Operating Budget-Fire Department
3-83
r
Training Division
Mission Statement ,
Provide realistic training that emphasizes safety for all uniform department members in the areas
of fire suppression, emergency medical services, and technical rescue.
Outcomes
• Operate and maintain the Fire Training equipment and educational materials
• Conduct regular evaluations of skills based on regional and national standards
• Provide regular live fire training
• Administer the Annual Training Objectives program to comply with WAC 296-305 ,
• Document all completed training,utilizing the Fire Department using the Integrated
Records Management System(IRMS) ,
• Update the Fire Department Training materials
• Actively pursue outside funding for training and department wide programs
• Maintain Hazardous Materials Operation Level certification
• Ongoing support of the Joint Apprenticeship Training(JATC) program
• Provide training and certification to personnel in Firefighter Level II, and Fire Officer I
and II
• Certify all company officers as incident safety officers using the Fire Department
Incident Safety Officer curriculum and test ,
• Ensure NAPD certification is maintained for applicable personnel
• Ensure 100 percent participation of emergency response personnel in monthly training
• Secure grant funding for department programs
• Provide ongoing Peer Fitness Training
2006 Accomplishments '
• All engine, ladder and aid companies participated in monthly training sessions supervised
by training officers or their designee
• All firefighters, through the rank of Captain, completed the entire Annual Training
Objectives program as required by WAC 296-305, Zone 3 of the King County Chiefs
Association, and Renton Fire Department standards '
• All firefighters,through the rank of Captain, completed the six required Emergency
Medical Technician Competency Based Training(CBT) classes, three required Cardiac
Defibrillation classes, annual blood borne and air borne pathogens awareness training '
• All required training data was recorded and tracked in the IRMS training software to
ensure completion, and reported to King County Emergency Medical Services (KCEMS)
• Provided training based on identified hazards within our jurisdiction
• Conducted all required quarterly Rope Rescue, Haz Mat, and Dive Technician training
and participated in the quarterly Zone 3 drills as appropriate
Operating Budget—Fire Department
3-84
2007 Goals
• Modify IRMS training database reporting
• Recertify all drivers using the NAPD driver's curriculum
• Promote regional partnerships with other agencies to improve emergency services and
training:
o King County Training Officers
o Zone III Training Officers
o Zone III Ops Chiefs
r" o Officer Development Academy
o Quarterly training with Tukwila Fire Department, KCFD#20, and KCFD #40
o Police/Public Works Education Sessions
• Participate with other Zone 3 Agencies in joint exercises designed to increase cognitive
and manipulative skills abilities
• Conduct chief officer candidate training and chief officer development
• Evaluate organizational capability in critical areas for both effectiveness and efficiency
�I.
Expenditure Budget by Category- Training Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 278,558 300,505 311,000 339,530 325,191 4.56%
Overtime 24,525 35,355 28,100 46,169 28,100 0.00%
• Personnel Benefits 45,387 54,319 61,700 66,189 69,995 13.44%
Supplies 11,345 8,561 15,500 11,440 11,000 -29.03%
Other Services and Charges 24,380 34,850 29,800 21,967 27,500 -7.72%
Operating Total 384,195 433,590 446,100 485,295 461,786 3.52%
Funding Decisions- Training Division
2006 Adjusted Budget $446,100
2007 Budget Changes
Salaries 14,191
' Benefits 8,295
Supplies,Other Services and Charges,Department reallocation -6,800
2007 Total Budget $461,786
Staffing Levels (Full-Time Equivalent Employees -FTE)- Training Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Total FTE 3.0 3.0 3.0 3.0 3.0 0.0%
Operating Budget-Fire Department
3-85
Disaster Management Division
Mission Statement ,
Provide direction and control over the City's activities before, during, and after a disaster or
threat such as a flood, earthquake, volcanic eruption, or terrorist activity. ,
Outcomes
• Save lives '
• Reduce injury
• Reduce environmental impact
• Reduce economic impact ,
• Reduce property loss
• Reduce emotional impact on families '
• Increase coordination of city resources
• Increase inter-agency cooperation
2006 Accomplishments ,
• Participated in Integrated Emergency Management Course (IEMS)training at the
Emergency Management Institute (EMI)with city,private and public partners ,
• Amateur radio operators received ECC training bi-annually
• ECC training was offered to key City personnel bi-annually, including pandemic flu and
terrorism scenarios
• Self-help disaster training was provided to those individuals that requested training
• Updated the Renton Emergency Management Strategic Plan
• Implemented a revised Renton ECC City Resources Directory
• Awarded a satellite phones grant,purchased the phones and completed installation
• Completed draft of the Continuity of Operations Plan with the Pandemic Flu annex ,
2007 Goals ,
• Evaluate the level of community expectation regarding emergency preparedness
• Evaluate the level of verifiable preparedness of the community
• "Community Conversations"with Neighborhood Associations
• Conduct four Community Awareness Campaigns
• Select an Emergency Management Director
• Develop administrative emergency preparedness strategy ,
Operating Budget—Fire Department
3-86
.• Expenditure Budget by Category—Disaster Management Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 0 0 0 0 114,640 100.00%
Personnel Benefits 0 0 0 0 27,802 100.00%
Supplies 38,735 9,706 19,000 13,120 10,800 -4316%
Other Services and Charges 239 1,371 22,500 18,662 5,400 -76.00%
Capital Outlay 0 0 0 0 39,200 100.00%
Operating Total 38,974 11,077 41,500 31,782 197,842 376.73%
Funding Decisions—Disaster Management Division
r 2006 Adjusted Budget $41,500
2007 Budget Changes
Salaries and Benefits, Emergency Management Director(1.0 FTE) 142,442
Capital Outlay,Vehicle and Workstation 39,200
Supplies, Other Services and Charges 1,100
Emergency Mgmt Supplies, Key Official Training, (2006 Item) -26,400
2007 Total Budget $197,842
Staffing Levels (Full-Time Equivalent Employees -FTE) —Disaster Management Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Budget Actual Budget 06/07
Total FTE 0.0 0.0 0.0 0.0 1.0 100.0%
Operating Budget—Fire Department
3-87
Fire Apparatus by Station
Year Scheduled for
Station Purchased Replacement
Station 11
Aid Car 1999 2008
Engine 1998 2020
Ladder 1999 2015 ,
Commander Car 2001 2009
Haz Mat 1990 2008
Reserve Engine 1998 2018
Reserve Ladder 1992 2011
Reserve Command Car 1995 2008
Station 12
Aid Car 1999 2008
Engine 1999 2014
Dive Rig 1999 2009
Dive Boat 1999 2014
Reserve Engine 1989 2007
Station 13
Aid Car 1999 2008
Engine 1999 2015
Reserve Engine 1996 2011
Station 14
Aid Car 1999 2008 ,
Engine 1999 2015
Reserve Engine 1996 2011
Station 16(Owned by District 25)
Aid Car 2000 2008 ,
Engine 2003 2018
Reserve Engine 1996 2011
Fire Apparatus by Vehicle
First Run Reserve Total
Vehicles Vehicles Apparatus
Vehicles
Aid Cars 5 0 5
Engines 5 5 10
Ladder 1 1 2
Command Car 1 1 2
Haz Mat 1 0 1
Total 13 7 20
Dive Rig and Boat '
Dive Rig 1
Dive Boat 1
Total 2
Operating Budget—Fire Department
3-88
Fire Department—Performance and Workload Indicators
2004 2005 2006 2006 2007
,. Actual Actual Forecast Actual Forecast
Emergency Response Operations
Fire Rating(Washington Survey and Rating Bureau) 3 3 3 3 3
Number of Fire Stations(Includes District No.25) 5 5 5 5 5
Average Response Time—Fire, Minutes* 5.2 5.1 5.3 5.1 5.3
Average Response Time—Aid, Minutes* 4.4 5.2 5.4 4.2 4.4
Responses
Life Support 6,428 6,798 6,963 7,368 7,607
Structure Fires 118 106 109 116 120
Vehicle Fires 73 65 67 68 70
Other Fires 204 152 156 234 242
Overpressure Ruptures 64 63 65 67 69
Hazardous Conditions 242 197 202 211 218
Service 495 436 447 542 560
Good Intent 437 435 446 433 447
False Alarms—Malicious 106 84 86 73 75
False Alarms—Other 799 849 870 858 886
All Other 18 17 17 126 130
Total Responses 8,984 9,202 9,428 10,096 10,424
Fire Prevention
IFC Inspections** 2,539 3,438 3,500 3,505 3,500
IFC Reinspections** 1,217 1,351 1,400 1,473 1,500
Fire Protection/Plans Reviewed 703 877 750 876 750
Hazardous Materials(HazMat)Plans Reviewed 79 28 35 35 35
Public Education Programs 152 118 154 282 290
Fires Investigated 50 48 48 49 50
Actual and Budgeted Revenues $107,311 $113,158 $182,000 $211,093 $220,000
*Response time calculation: Effective 2005 time starts when the 911 call was received by the dispatch center to
when the first unit is on scene. Prior to 2005 time starts when the emergency units were dispatched to when the
first unit is on scene.
**IFC Inspections and IFC Reinspections: Effective 2005 annual business inspections/reinspections are per building
and suite address. Prior to 2005 inspections/reinspections were per business address.
Operating Budget—Fire Department
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Fire Department Position Listing (I of 2)
2004 2005 2006 2006 2007
Grade Title Actual Actual Budget Actual Budget ,
Administration
Commissioned Officers
M49 Fire Chief(Non-Union Salary Matrix) 1.0 1.0 1.0 1.0 1.0
M45 Deputy Chief(Emergency Response) 1.0 1.0 1.0 1.0 1.0
Deputy Chief(Administrative and Support Svcs,
M45 Disaster Management) 1.0 1.0 1.0 1.0 1.0
Total Commissioned Officers 3.0 3.0 3.0 3.0 3.0 ,
Non-Commissioned Personnel
Nl l Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
A09 Administrative Secretary 1 0.0 0.0 0.0 0.0 1.0
A07 Data Base Systems Technician 1.0 1.0 1.0 1.0 1.0
A05 Secretary 1 1.0 1.0 1.0 1.0 1.0
A05 Office Assistant 111 0.0 0.0 1.0 1.0 1.0
A05 Office Assistant III (LT) 1.0 1.0 0.0 0.0 0.0
Total Non-Commissioned 4.0 4.0 4.0 4.0 5.0
Total Administration Division 7.0 7.0 7.0 7.0 8.0
Emergency Response(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 13.0 13.0 13.0 13.0 13.0
F70 Firefighter 78.0 78.0 78.0 78.0 78.0
Total Emergency Response Division 99.0 99.0 99.0 99.0 99.0
Prevention
Commissioned Officers
F73 Battalion Chief(Fire Marshal) 1.0 1.0 1.0 1.0 1.0
Total Commissioned Officers 1.0 1.0 1.0 1.0 1.0 ,
Non-Commissioned Personnel
M26 Assistant Fire Marshal 0.0 0.0 0.0 0.0 1.0
M23 Assistant Fire Marshal 1.0 1.0 1.0 1.0 0.0
A24 Lead Fire Inspector 0.0 0.0 0.0 0.0 1.0
A23 Fire Plans Examiner/Fire Inspector III 0.0 0.0 0.0 0.0 1.0
A21 Hazardous Materials Specialist 0.0 0.0 0.0 0.0 1.0
A21 Fire Inspector III 0.0 0.0 0.0 0.0 2.0 4
A20 Hazardous Materials Specialist 1.0 1.0 1.0 1.0 0.0
A20 Fire Inspector 111 2.0 2.0 3.0 3.0 0.0
A20 Fire Plan Reviewer 1.0 1.0 1.0 1.0 0.0
A19 Fire Inspector 11 0.0 0.0 0.0 0.0 1.0
A18 Fire Inspector 11 1.0 1.0 1.0 1.0 0.0
A17 Fire Inspector 1 0.0 0.0 0.0 0.0 1.0
A16 Fire Inspector 1 1.0 1.0 1.0 1.0 0.0
A09 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0
A03 Office Assistant 11 1.0 1.0 1.0 1.0 1.0
Total Non-Commissioned 9.0 9.0 10.0 10.0 10.0
Operating Budget-Fire Department
3-90
Fire Department Position Listing (2 of 2)
2004 2005 2006 2006 2007
Grade Title Actual Actual Budget Actual Budget
Total Prevention Division 10.0 10.0 11.0 11.0 11.0
Training
Commissioned Officers
F73 Battalion Chief(Training) 1.0 1.0 1.0 1.0 1.0
F72 Captain 1.0 1.0 10 10 10
F71 Lieutenant 1.0 1.0 1.0 1.0 10
Total Training Division 3.0 3.0 3.0 3.0 3.0
Disaster Management
Non-Commissioned Personnel
M38 Emergency Management Director 0.0 0.0 0.0 0.0 1.0
Total Disaster Management Division 0.0 0.0 0.0 0.0 1.0
Total Commissioned Officers 106.0 106.0 106.0 106.0 106.0
IIIc Total Non-Commissioned Officers 13.0 13.0 14.0 14.0 16.0
Total Fire Department 119.0 119.0 120.0 120.0 122.0
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Community Seryices Department Organization ,
M
ard
FACILITIES PARKS RECREATION HUMAN
SERVICES
Facilities Parks Recreation =Development
Maintenance Maintenance Services Services
Leased Maplewood =CoRenton Human Services
City Properties Golf Course Advisory
Committee
Capital Capital Renton Senior
Improvement Improvement Activity Center
Projects Projects
i
Municipal Non-Motorized Senior
Arts Transportation Advisory
Commission Committee Board
LIBRARY RENTON HISTORY COMMUNITY
MUSEUM RELATIONS/
SPECIAL EVENTS
Library Museum Advisory
Board Board Commission on
Diversity
See Position Listing for additional details on department staffing.
" Community Services
Mission Statement
Promote and support a more livable Renton community by providing recreation, library,
museum, human services programs,modern parks and facilities, and undisturbed natural areas.
Core Services
Administration—Provide leadership, support, and resources
• Develop, protect, and maintain City of Renton community assets
• Communicate with Mayor's office, City Council, Boards and Commissions, and the
Renton School District and partners
ow Provide opportunities for community involvement and volunteerism
• Offer high quality services and programs that meet the needs of the residents
• Through training, recruitment, and accreditation, retain professional employees
"` • Measure and evaluate department services
• Advocate for those in need and support all areas of diversity
• Support healthy lifestyles and wellness initiatives
Facilities - Development and management
• Asset protection
• Building performance
• Efficient services delivery
Capital Improvement Project(CIP)management
• Property lease management
Parks
• Manage,maintain, and improve City parks, and other identified city-owned grounds, and
urban vegetation
• Preserve and protect city-owned open space and natural areas
• Park and open space planning, acquisition, and development
• Coordinate and provide information
Maplewood Golf Course
• Manage, maintain and improve the public golf facility to include driving range, full-
service pro shop, restaurant/lounge and banquet facility
• Preserve and protect open space and natural areas
• Program a variety of golf activities to include tournaments,junior camps, lessons and
'r clinics
• Coordinate with and provide information to the Board of Park Commissioners, City
Council, Boards and members of the Maplewood Golf Course Men's Club and Ladies
Club, Administration and the public
Operating Budget—Community Services
3-93
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Recreation
r
• Offer a variety of well-balanced, diverse programs that reflect the needs and interests of
the community
• Provide high quality leadership and well-maintained equipment to encourage
participation in physical activities promoting fitness and wellness
• Encourage social interaction and quality of life
• Provide exposure to the arts
• Provide opportunities for enjoying aquatic activities
Human Services
• Provide information and referral services
• Maintain affordable housing through the Housing Repair Assistance Program
• Support a network of services targeted to the needs of low-and-moderate income
individuals and families, as well as those with disabilities, through a competitive funding
process
• Coordinate with other funders, service providers, and community organizations to
facilitate an effective and efficient service delivery system
Library
• Convenient access to information and library materials,with assistance by expert library
staff
• A managed collection of materials in a variety of formats to meet the informational needs
and interests of the community
• Programs that introduce children to the library,books and reading
• Information and reader advisory services to adults and children
Community Resources and Events
• Provide opportunities for community involvement and volunteerism
• Coordinate large scale city wide special events
• Identify community partnerships and supporting resources
• Foster community relations
Museum
• Create exhibits, programs, and publications that educate citizens young and old about the
history and culture of greater Renton
• Preserve and store collections according to best museum practices
• Document the history of greater Renton through photographs, oral histories, research, and
collection activities
• Encourage research into Renton history by making resources and professional assistance
widely available
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Operating Budget—Community Services
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Community Services - Core Services Cost Resource Allocation
Golf Course Administration
13% 10%
Museum
1% Facilities
Library 20%
10%
...
Human
Services/CDB G Community
5% Recreation \ Resources&
Events
Services Parks 1%
20% 20%
Expenditure Budget by Division - Community Services
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Administration 814,651 872,238 1,597,338 1,540,545 1,794,299 12.3%
Facilities 3,140,587 3,190,549 3,878,656 3,471,307 3,760,138 -3.1%
Community Resources&Events 0 0 0 0 100,898 100.0%
Parks 3,214,002 3,183,349 3,448,700 3,285,913 3,787,459 9.8%
Recreation Services 3,783,349 3,855,484 3,447,690 3,781,356 3,712,617 7.7%
Human Services/CDBG 788,331 824,306 914,483 887,277 1,008,853 10.3%
Library 1,483,604 1,945,079 1,695,931 1,675,439 1,952,085 15.1%
Museum 76,953 64,726 125,998 86,963 109,927 -12.8%
Golf Course 2,255,714 2,464,453 2,441,880 2,311,700 2,464,465 0.9%
Operating Total 15,557,190 16,400,182 17,550,676 17,040,500 18,690,741 6.5%
Expenditure Budget by Category- Community Services
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Regular Salaries 5,093,877 5,471,019 5,866,555 5,692,335 6,328,080 7.9%
Part Time Salaries 2,149,200 2,078,901 2,005,099 2,038,922 2,135,480 6.5%
Overtime 71,868 65,318 111,500 99,982 106,034 -4.9%
Personnel Benefits 1,776,170 1,945,378 2,131,608 2,054,908 2,477,921 16.2%
Supplies 1,045,678 1,123,372 1,048,454 1,157,116 1,146,574 9.4%
Other Services&Charges 3,318,090 3,742,074 4,354,515 4,049,863 4,488,641 3.1%
Intergovernmental Services 740,250 914,799 150,000 150,000 236,500 57.7%
Capital Outlay 339,046 242,635 279,096 143,925 106,000 -62.0%
Debt Service 520,611 490,587 481,500 471,101 474,200 -1.5%
Interfund Payments 502,400 326,100 1,122,349 1,182,349 1,191,311 6.1%
Operating Total 15,557,190 16,400,182 17,550,676 17,040,500 18,690,741 6.5%
Operating Budget-Community Services
3-95
Staffing Levels by Division- Community Services ,
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Administration 9.0 10.0 10.0 10.0 11.0 10.0%
Facilities 24.0 24.0 24.0 24.0 24.0 0.0%
Parks 23.0 22.0 22.0 22.0 24.0 9.1%
Recreation Services 18.0 17.0 17.0 17.0 17.0 0.0%
Human Services/CDBG 5.0 5.0 5.0 5.0 5.0 0.0%
Library 14.0 13.0 14.0 14.0 14.0 0.0%
Museum 1.0 1.0 1.0 1.0 1.0 0.0%
Golf Course 10.0 10.0 10.0 10.0 10.0 0.0%
Total FTE 104.0 102.0 103.0 103.0 106.0 2.9%
Department by Fund
Operating Funds:
Fund/Dept
000/020 General Fund Human Services
001 Community Services
004 Community Development Block Grants
006 Library &Museum Fund
108 Leased City Properties
404 Municipal Golf Course
Non-Operating Funds:
P g
Fund/Dept
118 Reserve for Paths & Trails
125 1% for Art
131 Park Memorial Fund
301 Garage Capital Improvement Project
303 Community Development Impact Mitigation Fund '
307 Henry Moses Family Aquatic Center
316 Municipal Facilities Capital Improvement
424 Municipal Golf Course System Capital Improvement
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Operating Budget-Community Services
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�• Administration Division
Mission Statement
Provide leadership, guidance, and resources to allow the various divisions within the department
to perform their respective functions in accordance with the City Business Plan, Administration
and Council policy directives, and the general needs of the populations they serve.
Outcomes
0 Implemented Division programs and activities that are consistent with the City Business
Plan and departmental philosophy and goals
• Quality and timely support in responding to community concerns and questions
r • Provide quality internal customer service to all City departments
2006 Accomplishments
• Hired new Library Director and Museum Supervisor
0 Moved Diversity Commission to Community Services Department from Human
Resources
• Transferred special events and Sister City programs to Community Services from the
Mayor's office
.. • Hosted"Movies in the Park at Liberty Park," transitioning from Piazza location
• Supported National Parks and Recreation Congress in Seattle
• Renewed National Parks Accreditation
• Conducted training for Boards/Commission members
• Established Volunteer Program
2007 Goals
• Redevelop management plan for special events
• Finalize Coulon Study
• Complete and maintain accurate budget
• Recognize community partners and volunteers
• Finalize business plans and department Master Plans
• Seek grants and financial support for development, acquisition, and programs
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Expenditure Budget by Category-Administration Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06107
Regular Salaries 604,284 654,947 771,300 717,229 906,039 17.5%
Part Time Salaries 10,450 1,920 3,610 0 13,610 277.0%
Overtime 0 97 0 0 0 N/A
Personnel Benefits 141,400 151,864 190,610 164,778 234,312 22.9%
Supplies 6,765 7,779 7,500 8,902 7,725 3.0%
Other Services&Charges 51,752 55,631 55,400 80,718 77,000 39.0%
Interfund Payments 0 0 568,918 568,918 555,613 -2.3%
Operating Total 814,651 872,238 1,597,338 1,540,545 1,794,299 12.3%
Funding Decisions -Administration Division
2006 Adjusted Budget $1,597,338
2007 Budget Changes
Salaries 75,436
Transfer of Community Relations Specialist from Executive Office 74,049
Part Time Salary Increase 10,000
Benefits 28,956
Cell Phones&Pagers Consolidation 18,900
Equipment Rental 6,100
Interfund Payments -13,305
Other -3,175
2007 Total Budget $1,794,299
Staffing Levels (Full-Time Equivalent Employees -FTE) -Administration Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Total FTE 9.0 10.0 10.0 10.0 11.0 10.0%
Operating Budget-Community Services
3-98
.• Facilities Division
Mission Statement
Develop and maintain City buildings and manage the delivery of building-related services to the
public and the City workforce in a safe, customer-focused manner.
Outcomes
• Protect the value of City buildings and their contents
• Provide the best possible places in which to work and recreate
• Deliver services in a friendly and professional manner
• Anticipate and develop a practical Capital Improvement Project Program
• Complete projects on schedule
_ 2006 Accomplishments
• Completion of major maintenance projects for operational, leased, and public properties
• Major projects included RCC storage buildings, HMAC lights, Tiffany Park recreation
,. building, and public restroom renovations at Teasdale Park and Kiwanis Park in a
difficult construction bidding atmosphere
• Cooperative realignment of 2007-2011 Capital Improvement Project Budget
• Maintained strong relations with City property tenants and re-signed 200 Mill Building
tenant
• City Hall hot and cold calls reduced to level of insignificance
2007 Goals
• Improve City Building Maintenance standards
• Develop a proposal for 200 Mill Building rehabilitation
• Break ground on Parks Maintenance Facility
• Implement CIP program as budgeted
• Support functional consolidation of all facility management and City leased properties
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Expenditure Budget by Category-Facilities Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Regular Salaries 1,112,023 1,186,156 1,243,900 1,180,346 1,266,909 1.8%
Part Time Salaries 79,325 91,558 100,220 94,385 103,226 3.0%
Overtime 14,576 20,878 14,900 15,389 17,582 18.0%
Personnel Benefits 365,096 407,034 452,410 423,322 493,705 9.1%
Supplies 133,193 154,857 150,500 162,353 153,647 2.1%
Other Services&Charges 938,951 1,035,674 1,665,370 1,390,312 1,511,369 -9.2%
Intergovernmental Services 0 0 0 0 86,500 100.0%
Capital Outlay 64,624 75,192 116,956 0 0 -100.0%
Debt Service 52,800 19,200 14,400 25,200 7,200 -50.0%
Interfund Payments 380,000 200,000 120,000 180,000 120,000 0.0%
Operating Total 3,140,587 3,190,549 3,878,656 3,471,307 3,760,138 -3.1%
Funding Decisions-Facilities Division
2006 Adjusted Budget 3,878,656
2007 Budget Changes
Salaries 28,697
Benefits 41,295
Electricity&Gas 18,540
Repairs and Maintenance -75,100
Upgrades/Improvements-200 Mill Avenue -116,956
Interfund Loan Repayment -7,200
HVAC Contracted Services 2,109
Equipment Rental 2,600
Other 5,813
Balance Transfer from Fund 007 to Fund 000 86,500
Property Management Services(2006 Item) -42,816
Electricity(2006 Item) -62,000
2007 Total Budget $3,760,138
Stang Levels (Full-Time Equivalent Employees -FTE) -Facilities Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Total FTE 24.0 24.0 24.0 24.0 24.0 0.0%
Operating Budget-Community Services
3-100
Parks Division
Mission Statement
Provide a safe, clean, attractive, accessible, and well-maintained environment for the public's
enjoyment of active and passive recreational opportunities along with natural resource and
wildlife preservation and stewardship.
Outcomes
• Safe, accessible, clean, attractive, and well-maintained environment
• Natural resources protected and preserved for future generations
• Park and open space facilities that meet public demand
• Informed and satisfied public
2006 Accomplishments
• Routinely maintained parks, open space, trails, street trees and other identified City
facilities
• Provided support for special events and volunteer projects
• Completed and continued work on Capital Improvement Projects
• Utilized a variety of sources to communicate information and involve the public
2007 Goals
• Routinely maintain parks, open space, trails, street trees and other identified City
r facilities. Add one (1)new Parks Maintenance Worker position
• Provide support for special events and volunteer projects
• Complete and continue work on Capital Improvement Projects. Add one (1) Limited
Term Capital Project Coordinator position
• Continue to utilize a variety of sources to communicate information and involve the
public
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Expenditure Budget by Category-Parks Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Regular Salaries 1,081,445 1,138,005 1,228,000 1,221,105 1,389,347 13.1%
Part Time Salaries 252,981 299,597 320,540 291,255 329,390 2.8%
Overtime 18,361 15,747 17,950 30,565 22,575 25.8%
Personnel Benefits 352,343 395,212 444,210 426,839 549,202 23.6%
Supplies 202,418 206,719 221,200 264,430 236,400 6.9%
Other Services&Charges 956,454 1,043,282 1,216,800 1,051,719 1,260,545 3.6%
Intergovernmental Services 350,000 84,787 0 0 0 N/A
Operating Total 3,214,002 3,183,349 3,448,700 3,285,913 3,787,459 9.8%
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Funding Decisions-Parks Division
2006 Adjusted Budget $3,448,700
2007 Budget Changes
Salaries 70,274
Park Maintenance Worker-Salary&Benefits 68,210
Capital Project Coordinator LT-Salary&Benefits 94,879
Benefits 46,451
Supplies 15,200
Equipment Repair&Replacement 28,400
Utilties 9,100
Maintenance for RR signals 3,445
Environmental Safety Programs 30,400
Maintenance Landscaping 5,700
Other 8,100
Cell Phone Pagers -9,400
Professional Svcs/Park Facilities(2006 Item) -32,000
2007 Total Budget $3,787,459
Stang Levels (Full-Time Equivalent Employees -FTE)-Parks Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Total FTE 23.0 22.0 22.0 22.0 24.0 9.1%
Operating Budget-Community Services
3-102
Parks Division — Maplewood Golf Course
Mission Statement
MW Provide a safe, clean, attractive, accessible, and well-maintained environment for the public's
enjoyment of active and passive recreational opportunities along with natural resource and
wildlife preservation and stewardship.
Outcomes
• Maintain a financially solvent golf facility
• Safe, accessible, clean, attractive, and well-maintained environment
0 Natural environment preserved and protected for future generations
• Increased opportunities for skill enhancement and golf enjoyment
• Informed and satisfied public
s 2006 Accomplishments
0 Maintained a financially solvent golf facility
.w • Completed or reprogrammed all scheduled Major Maintenance items to obtain an
attractive and safe facility
Improved/enhanced golf course playable areas, and programs to meet growing service
demands
0 Utilized a variety of sources and media to communicate golf and restaurant activities
"' 2007 Goals
• Continue to implement and explore successful business practices to maintain a financially
solvent golf facility
• Follow the golf course Master Plan through Capital Improvement Projects and Major
Maintenance identified items to maintain and improve the entire facility
• Continue implementation of equipment purchase program to provide quality work and
safety of employees and guests
• Continue to promote golf and restaurant activities through a variety of communication
sources
Operating Budget—Community Services
3-103
Expenditure Budget by Category-Maplewood Golf Course
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Regular Salaries 418,647 534,530 570,300 580,731 592,083 3.8%
Part Time Salaries 275,183 244,920 274,180 223,464 282,147 2.9%
Overtime 3,870 2,099 3,560 3,329 3,460 -2.8%
Personnel Benefits 205,197 236,196 275,940 246,380 292,846 6.1%
Supplies 264,975 291,806 287,200 295,526 295,240 2.8%
Other Services&Charges 128,882 160,027 187,500 144,515 164,740 -12.1%
Intergovernmental Services 270,000 310,000 150,000 150,000 150,000 0.0%
Capital Outlay 98,749 87,387 100,000 95,754 100,000 0.0%
Debt Service 467,811 471,387 467,100 445,901 467,000 0.0%
Interfund Payments 122,400 126,100 126,100 126,100 116,949 -7.3%
Operating Total 2,255,714 2,464,453 2,441,880 2,311,700 2,464,465 0.9%
Funding Decisions -Maplewood Golf Course
2006 Adjusted Budget $2,441,880
2007 Budget Changes
Salaries 29,650
Benefits 16,906
Supplies 8,040
Cell phones/pagers -5,900
Utilities 2,635
Repairs&Maintenance 505
Debt Service -100
Interfund Payments -9,151
Professional Svcs-Water Rights Attorney Fees(2006 Item) -20,000
2007 Total Budget $2,464,465
Staffing Levels (Full-Time Equivalent Employees -FTE) -Maplewood Golf Course
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Total FTE 10.0 10.0 10.0 10.0 10.0 0.0%
Operating Budget-Community Services
3-104
Recreation Division
Mission Statement
The Recreation Division of the Community Services Department promotes and supports a more
livable community by providing opportunities for the public to participate in diverse recreational,
cultural, athletic, and aquatic programs and activities.
Outcomes
• Provide programming that will enable participants to enjoy a healthy lifestyle, provide
artistic outlets, and learn new skills or refine old skills
• Increase opportunities for youth and adults to interact with their peers within a social
environment that is economical, diverse, and non-threatening
• Increase the ability of the public to be involved with recreational opportunities through
volunteerism, partnering, sponsorships, and donations
n.
2006 Accomplishments
_ • Developed an inclusive after-school recreation program for children/teens with and
without special needs
• Developed and implemented an evaluation process for ball field rentals to capture
customer/staff satisfaction and concerns
• Sustained a substantial increase in fitness/wellness activities. All fitness instructors are
now certified by the American Council on Exercise or the Aerobic Fitness Association
• In conjunction with the Parks Division, a remote light control program was implemented;
saving travel time to remote sites and realizing reduced staff costs
2007 Goals
• Partner with other City divisions to enhance recreational opportunities
• Ensure that participants recreate within an environment that is safe, has healthy
outcomes, and secure in nature
• Provide training opportunities that will enable staff to enhance their areas of expertise,
thus providing above-standard recreational opportunities to the public
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Expenditure Budget by Category-Recreation Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Regular Salaries 921,876 998,540 974,500 929,132 998,701 2.5%
Part Time Salaries 1,300,375 1,226,666 1,097,980 1,230,191 1,215,487 10.7%
Overtime 25,761 21,801 71,490 35,273 31,327 -56.2%
Personnel Benefits 447,295 473,709 426,760 476,555 506,802 18.8%
Supplies 183,802 217,725 135,200 179,569 177,360 31.2%
Other Services&Charges 734,877 917,044 741,760 930,843 782,940 5.6%
Capital Outlay 169,363 0 0 -206 0 N/A
Operating Total 3,783,349 3,855,484 3,447,690 3,781,356 3,712,617 7.7%
Funding Decisions-Recreation Division
2006 Adjusted Budget $3,447,690
2007 Budget Changes
Salaries 53,212
Benefits 65,616
Increase in Intermittent Salaries&Wages 97,759
Holiday Lighting 50,000
Concessions 24,000
Unarmed Security 6,400
Self Sustaining Programs-Community Center 18,080
Class Software Training 6,910
Senior Center Health Support 3,000
Equipment Rental 4,700
Transfer in from Human Services 000/020-Scholarship Program 10,000
Supplies 11,750
Utilities 3,444
Transfer Out to Other Divisions -16,300
Aquatics Overtime(2006 Item) -35,000
Self Sustaining Programs-Recreation Svcs(2006 Item) -38,760
Other 116
2007 Total Budget $3,712,617
Staffing Levels (Full-Time Equivalent Employees-FTE)-Recreation Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Total FTE 18.0 17.0 17.0 17.0 17.0 0.0%
Operating Budget-Community Services
3-106
Human Services Division
Mission Statement
The City of Renton Human Services Division, in partnership with the community, helps provide
services, resources and opportunities so that residents have food, clothing and shelter, are healthy
and safe, and develop to their fullest capacity.
Outcomes
,. Increased knowledge of available resources
• Informed public
• Improved feeling of safety
Increased support to continue living independently
• Accountable service providers that deliver quality services
�. 2006 Accomplishments
• A total of 783 families filed tax returns at the one Earned Income Tax Credit site and four
.. AARP sites in Renton and received$237,145 in earned income tax credits
• The new funding criteria for human services was developed and used in the funding
allocation process
• Raised over$6,500 for the City of Renton Community Services Scholarship Program
• New South King County application for human services funding was used
2007 Goals
• Refine the funding criteria, and develop funding criteria for capital projects
• Update the Changing Faces of Renton
• Train agencies that receive funding to tie performance measures to results
• Raise funds for the Housing Repair Assistance Program
' Operating Budget—Community Services
3-107
Expenditure Budget by Category-Human Services Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Regular Salaries 129,396 148,235 145,300 148,160 161,522 11.2%
Part Time Salaries 4,735 5,850 0 0 0 N/A
Overtime 274 0 0 753 0 N/A
Personnel Benefits 29,160 34,839 37,600 44,871 54,522 45.0%
Supplies 0 800 300 898 400 33.3%
Other Services&Charges 325,995 324,868 321,700 300,867 464,123 44.3%
Intergovernmental Services 10,250 0 0 0 0 N/A
Interfund Payments 0 0 75,749 75,749 47,372 -37.5%
Operating Total 499,810 514,592 580,649 571,298 727,939 25.4%
Expenditure Budget by Category- CDBG
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07 '
Regular Salaries 132,519 92,625 145,155 145,971 147,123 1.4%
Part Time Salaries 24,211 517 0 349 0 N/A
Overtime 618 0 1,000 44 1,000 0.0%
Personnel Benefits 31,214 20,743 44,900 43,117 49,040 9.2%
Supplies 11,295 6,013 10,254 8,417 13,777 34.4%
Other Services&Charges 82,354 109,761 71,385 69,704 69,974 -2.0%
Capital Outlay 6,310 80,056 61,140 48,377 0 -100.0%
Operating Total 288,521 309,714 333,834 315,979 280,914 -15.9%
Operating Budget-Community Services
3-108
aw
.. Funding Decisions—Human Services Division
2006 Adjusted Budget $580,649
2007 Budget Changes
Salaries
8,292
Benefits
16,192
Contracted Services 160,723
Day Camp Scholarship Program -6,500
Other
-800
Interfund Payments -28,377
Summer Lunch Program -45,000
Intermittent Salaries&Benefits(2006 Item) 8,660
Contracted Services(2006 Item) -2,500
Summer Lunch Program(2006 Item) 36,600
2007 Total Budget $727,939
Funding Decisions— CDBG
.. 2006 Adjusted Budget $333,834
2007 Budget Changes
Salaries 1,968
Benefits 4,140
Housing Repair Program Supplies 7,424
Consultants/Emergency Repair 11,683
CDBG Public Services -8,383
Others 1,825
CIP Plan(2006 Item) -61,140
Operating Supplies(2006 Item) -4,401
Consultants/Emergency Repair(2006 Item) -7,756
Others(2006 Items) 1,720
2007 Total Budget $280,914
i
Stang Levels (Full-Time Equivalent Employees-FTE)—Human Services Division and CDBG
' 2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Regular-Human Services 2.0 2.0 2.0 2.0 2.0 0.0%
' Regular-CDBG 3.0 3.0 3.0 3.0 3.0 0.0%
Total FTE 5.0 5.0 5.0 5.0 5.0 0.0%
Operating Budget-Community Services
3-109
Library Division
Mission Statement ,
Renton Public Library supports lifelong learning for the public by anticipating and responding to
community needs for information and by inspiring and encouraging the community's desire to '
read.
Outcomes '
• The Library will have a Master Plan that establishes directions for the development of
services and facilities
• The community will be well informed about the services provided by the Library
• The community will have convenient access to library materials and services
• Library services will be provided to the community by well-trained, library/customer
service expert staff
2006 Accomplishments ,
• Hired a new Library Director
• Installed and implemented Horizon, an up-graded graphical, integrated library
automation system
• Selected, acquired, cataloged and processed 11,712 books,475 magazine subscriptions,
799 videos, 717 DVDs, 277 CDs, and circulated 482,840 items
• Attracted 15,250 participants to special activities and programs with over 10,000 children
attending story times
• Assessed,up-dated and expanded business information materials, career information
materials and magazine subscriptions „r
• Developed and implemented a new system of providing information for volunteers
2007 Goals
• Through the Master Plan process,the community's needs and desires for library services
will be ascertained; current services and facilities will be evaluated; and
recommendations for the future will be developed
• An informational campaign will be planned and implemented to inform the community
about the services provided by the library
• Professional development and training opportunities will be available to all library staff
• The library's collection of books, databases, periodicals and other media will continue to ,
be developed
• Additional methods of providing access to library materials will be developed and
implemented as needed
Operating Budget—Community Services ,
3-110
Expenditure Budget by Category-Library Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Regular Salaries 644,825 680,451 734,000 736,310 813,194 10.8%
Part Time Salaries 193,691 197,574 197,960 188,928 163,586 -17.4%
Overtime 8,409 4,696 2,600 14,414 28,940 1013.1%
Personnel Benefits 185,509 209,193 234,220 220,930 281,496 20.2%
Supplies 243,231 237,674 236,300 237,021 245,025 3.7%
Other Services&Charges 97,940 95,479 93,200 81,186 96,650 3.7%
Intergovernmental Services 110,000 520,012 0 0 0 N/A
Capital Outlay 0 0 1,000 0 6,000 500.0%
Interfund Payments 0 0 196,651 196,651 317,194 61.3%
Operating Total 1,483,604 1,945,079 1,695,931 1,675,439 1,952,085 15.1%
Funding Decisions-Library Division
2006 Adjusted Budget $1,695,931
2007 Budget Changes
Salaries 13,481
Benefits 17,145
Librarian 87,810
Library Materials-Books, databases 8,725
Other Services&Charges 3,450
Capital Outlay 5,000
Interfund Payments 120,543
2007 Total Budget $1,952,085
Staffing Levels (Full-Time Equivalent Employees -FTE)-Library Division
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Total FTE 14.0 13.0 14.0 14.0 14.0 0.0%
Operating Budget-Community Services
3-111
Community Resources and Events
Mission Statement ,
Provide opportunities for individuals, groups, and businesses to partner with the City to facilitate
funding and services that support or improve the quality of our operations, and provide ,
leadership and direction for large scale city-wide events, volunteers, and multi-cultural programs
in which citizen involvement celebrates community and enhances the quality of life for Renton
citizens. ,
Outcomes
• Increase volunteer opportunities and involvement '
• Funding identified through grants, donations, and sponsorships
• Focused development of Boards and Commissions
• Events and special programs developed to reflect the interests of our citizens ,
• Foster community relations, showcase public amenities, and strengthen Renton's positive
image '
2006 Accomplishments
• Developed City Volunteer Coordinators group to establish needs '
• Updated Volunteer Forms with Human Resources and Risk Management to ensure
compliance with City of Renton policies
• Secured grant funding for"New" Park Playground equipment through partnership with
Renton Kiwanis and Starbucks as well as "Special Population's Community Service
Club, through King County DDD Grant
• Updated web site to include sponsorship opportunities, and spotlight community
volunteer efforts
• Over 26,000 community volunteer service hours contributed to the City ,
• Provided leadership and direction for the 21"Annual Renton River Days Community
Festival and Renton's fourth annual 4th of July Celebration& Fireworks at Gene Coulon
Memorial Beach Park
• Management of Renton's Sister City programs and activities
o Organized the ten day Sacred Art Exhibit from Mexico
o Coordinated logistics to donate a surplused Renton police car to Cuautla
o Maintained relationships with Nishiwaki, Japan, Cuautla, Mexico, Renton Chamber �+
of Commerce (Linyi, China) and Renton Community Foundation(Sister City Fund)
2007 Goals
• Work with Risk Management and Human Resources to update City volunteer policies
• Develop and launch volunteer recruitment campaign
• Coordinate training and meeting schedule for City volunteer coordinators group
• Work with staff to identify needs that match resources available through grants,
sponsorships, and donations *�
• Provide leadership and coordination for large scale city-wide events
Operating Budget—Community Services
3-112
•. • Provide ongoing Sister City relations,program facilitation, and delegation coordination
• Implement and evaluate a Community Services Special Programs & Events Team
• Strengthen community relations and positive City image through programs and events
that encourage citizen involvement and participation
Expenditure Budget by Category— Community Resources &Events Division
2004 2005 2006 2006 2007 Change
ar
Actual Actual Adj Bdgt Actual Budget 06/07
Part Time Salaries 0 0 0 0 20,000 100.0%
Overtime 0 0 0 0 1,150 100.0%
Personnel Benefits 0 0 0 0 2,848 100.0%
Supplies 0 0 0 0 17,000 100.0%
Other Services&Charges 0 0 0 0 59,900 100.0%
M Operating Total 0 0 0 0 100,898 100.0%
,r Funding Decisions— Community Resources &Events Division
2006 Adjusted Budget $0
2007 Budget Changes
w Salaries 21,150
Benefits 2,848
Volunteer&Other Supplies 17,000
r Training&Schools&Printing 2,900
Self Sustaining Programs 4,000
Fourth of July 25,000
Renton River Days 10,000
Sister City Program 8,000
Boards&Commissions 10,000
2007 Total Budget $100,898
I
Operating Budget—Community Services
3-113
r Museum
Renton History
Mission Statement ,
The mission of the Renton History Museum is to preserve, document, interpret, and educate
about the history of greater Renton in ways that are accessible to diverse people of all ages.
Outcomes
• Establish and maintain the highest professional standards in all aspects of museum ,
operations
• Create exhibits and programs that reflect the community's rich history
• Collect,preserve, and document historical resources according to best museum practices ,
• Educate young and old about the history of greater Renton through exhibits,programs,
and outreach
• Establish and maintain facilities appropriate to the accomplishment of our mission
2006 Accomplishments
• Hired new Museum Supervisor
• Hired full-time Collection Manager funded by Renton Historical Society
• Instituted regular spring and autumn calendars of events
• Installed new sign with plantings to increase museum's visibility from the street
• Continued cataloguing of museum's permanent collection in PastPerfect collection
software
• Started refurbishment of the Fey's Roxy vintage theater sign
2007 Action Plan
• Continue making progress toward accreditation by the American Association of
Museums
• Establish the Museum as a resource for heritage education,preservation, and as
interpretation initiatives
• Increase the museum's visibility inside and outside the City
• Enhance the diversity of the Museum's exhibits,programming, collections, and +.r
membership
• Complete refurbishment and installation of the Fey's Roxy vintage theater sign,
enhancing the Museum's interpretation of downtown history
• Undertake a Museum Master Plan to plan for Museum's long-term growth
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Operating Budget—Community Services
3-114
Expenditure Budget by Category—Renton History Museum
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Regular Salaries 48,862 37,530 54,100 33,350 53,162 -1.7%
Part Time Salaries 8,250 10,300 10,609 10,350 8,034 -24.3%
Overtime 0 0 0 216 0 N/A
Personnel Benefits 18,957 16,589 24,958 8,116 13,148 -47.3%
Other Services&Charges 884 307 1,400 0 1,400 0.0%
Interfund Payments 0 0 34,931 34,931 34,183 -2.1%
Operating Total 76,953 64,726 125,998 86,963 109,927 -12.8%
Funding Decisions—Renton History Museum
2006 Adjusted Budget $125,998
2007 Budget Changes
Salaries 7,096
Benefits -10,352
Interfund Payments -748
Intermittent Salary&Benefits(2006 Item) -12,067
2007 Total Budget $109,927
Stang Levels (Full-Time Equivalent Employees—FTE) Renton History Museum
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
ITotal FTE 1.0 1.0 1.0 1.0 1.0 0.0%
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Operating Budget—Community Services
3-115
Community Services Department--Performance and Workload Indicators (I of 3)
2004 2005 2006 2006 2007
Actual Actual Forecast Actual Forecast
Facilities
Work Orders Processed 3,857 3,752 3,875 3,784 3,800
Event Setups and Teardowns-Senior Activity Center 1,976 2,248 2,450 2,531 2,450
Renton City Hall 271 279 285 288 288
Renton Community Center 1,076 1,098 1,125 1,106 1,100
Vandalism Repair$ $8,894 $3,187 $6,000 $1,652 $2,000 ,
Total Square Feet Maintained in City Buildings 799,855 799,855 807,865 827,349 827,949
City Custodial Staff: Number of Square Feet Per Custodian
Per Day 22,515 22,875 23,190 23,190 23,190 ,
Parks-Maintenance
Maintenance Facilities
Developed Parks-Acres Maintained 243.6 243.6 258.5 243.6 258.5
Developed Parks Maintained 26 26 28 26 28
Open Space-Acres Maintained 723.45 723.45 812.72 723.45 812.72
Municipal Building Grounds-Acreage 13.98 13.98 13.98 14.98 14.98
Municipal Building Grounds-Number of Sites 12 12 12 14 14
Hanging Baskets-Qty. 116 116 116 116 116
Flower Pots-Qty. 17 17 17 17 17 ,
Trail Miles 12.5 13 13 13 13
Mowing,Acres 164 164 171 164 171
Bark Beds,Square Feet 282,819 282,819 315,489 315,489 317,000
Ball Fields,Qty 14 14 14 14 14
Number of Field Preparations 350 539 550 911 911
Soccer Fields 6 6 6 6 6
Number of Field Preparations 548 153 200 122 125
Street Miles Maintained 10.5 10.5 10.5 10.5 10.5
Volunteer Maintained Traffic Circles-Qty. 4 4 4 4 4
Contracted Maintenance Services/Sites 27 27 29 29 31
Contracted Maintenance Services Miles/Acres 24.5/30.2 24.5/30.2 24.5/45.1 24.5/45.1 25/45.1
Parks-Maplewood Golf Course
Revenue from Green Fees $1,152,490 $1,126,200 $1,305,280 $1,193,503 $1,331,386
Number of Golf Rounds 63,886 64,139 68,000 64,467 68,000
Revenue from Driving Range $343,742 $337,364 $366,600 $320,840 $373,900 ,
Number of Driving Range Tokens Sold 94,220 88,400 99,000 84,015 95,000
Revenue from Banquet Facility,Restaurant,and Lounge $176,413 $184,285 $211,000 $180,161 $211,000
Revenue from Sale of Merchandise $183,728 $192,491 $190,000 $217,997 $193,400
Revenue from Golf Cart, Pull Cart,and Club Rentals $246,949 $261,085 $252,000 $287,444 $253,279
Miscellaneous Revenue/Investment Interest $86,469 $116,931 $97,000 $144,247 $101,500
Operating Budget-Community Services
3-116
.� Community Services Department--Performance and Workload Indicators (2 of 3)
2004 2005 2006 2006 2007
Actual Actual Forecast Actual Forecast
Recreation-Recreation Services
Athletic Programs 156,707 155,000 150,000 155,000 150,000
Teen Programs 5,399 5,100 5,000 3,998 5,000
Highlands Neighborhood Center 86,473 84,500 75,000 71,500 72,000
North Highlands Neighborhood Center 53,748 40,250 40,000 37,395 38,000
Summer Programs 51,000 45,000 45,000 43,455 44,000
Developmentally Disabled 16,260 17,250 15,000 11,266 13,000
Picnic Shelter Rentals 29,685 29,685 30,000 33,100 32,000
After-School/Neighborhood Programs and Park Use 132,000 125,514 115,000 130,192 131,000
Special Events 29,997 20,160 20,000 18,460 20,000
Carco/Theatre/Cultural Arts Program 29,321 30,786 30,000 27,191 28,000
Renton Community Center 200,000 200,000 200,000 202,000 200,000
Recreation-Renton Community Center
Fitness(weight room) 32,890 40,956 41,000 30,622 30,000
Gym Programs 58,355 52,983 55,000 51,500 52,000
Racquetball/Wallyball 3,636 2,749 3,000 2,848 3,000
Classroom Rentals 5,218 5,929 6,000 7,066 7,000
Banquet Room Rentals 17,109 21,453 21,000 19,827 20,000
Classes 38,049 38,291 40,000 38,540 40,000
Special Events 17,280 15,400 15,000 14,626 15,000
Aquatic Center 76,662 67,878 80,000 71,351 85,000
Recreation-Renton Senior Activity Center
Renton Senior Activity Center 128,000 120,000 115,000 105,000 100,000
Total Lunch Meals Served 21,265 20,724 20,000 19,998 20,000
Medical Clinic(total visits) 1,475 1,300 1,250 1,100 1,200
Foot Care(total visits) 1,238 1,065 1,050 1,179 1,200
Blood Pressure by Volunteer Nurses 3,400 3,268 3,300 3,010 3,100
Meals on Wheels 30,855 31,156 32,000 26,747 27,000
Mental Health(total visits) 130 124 120 50 0
Transportation(one-way trips provided) 4,320 4,589 4,600 4,090 4,100
Human Services
Renton Resource Directories Distributed 19,101 28,000 30,000 60,000 45,000
Scholarships Distributed 105 N/A N/A 126 N/A
Households Assisted by the Housing Repair Assistance
Program 161 161 165 168 183
Number of Critical Emergency Repairs/Housing Repair
Assistance Program 904 772 775 591 667
7�
Operating Budget-Community Services
3-117
L
Community Services Department--Performance and Workload Indicators (3 of 3)
2004 2005 2006 2006 2007
Actual Actual Forecast Actual Forecast
Library
Registered Library Card Holders 38,205 40,177 40,000 46,036 45,000
Registered City Card Holders 27,506 29,054 29,000 32,760 32,000
Registered King County Library System Card Holders 10,699 10,027 10,000 12,127 12,000
Total Library Circulation 512,059 491,470 500,000 464,333 475,000
Total Holdings Added 13,082 12,845 12,000 12,834 12,000
Total Holdings 165,406 190,011 180,000 191,077 190,000
Total Titles Added 8,802 8,375 8,000 8,341 8,000
Total Titles 123,627 126,566 125,000 128,602 128,000
Titles Borrowed From Other Libraries-Interlibrary Loan 347 381 380 330 330
Renton Library Titles Loaned 2,855 2,844 2,900 2,083 2,500
Interlibrary Loan Borrowing Libraries 1001 1096 1200 1081 1000
Internet 39,946 40,022 40,000 41,331 40,000
Museum
Museum Outreach 825 850 900 1,130 1,300 '
Museum Visitors 2,600 2,453 2,500 3,348 4,100
Group Tours 15 11 18 24 30
Website Visitors 2,040 2,922 4,500 13,016 15,000
Research Requests 49 74 80 94 105
Operating Budget-Community Services
3-118
wM
Community Services Position Listing(1 of 3)
2004 2005 2006 2006 2007
Grade Title Actual Actual Budget Actual Budget
Administration Division
M49 Community Services Administrator 1.0 1.0 1.0 1.0 1.0
M38 Recreation Director 1.0 1.0 1.0 1.0 1.0
M38 Parks Director 1.0 1.0 1.0 1.0 1.0
M38 Facilities Director 1.0 1.0 1.0 1.0 1.0
M28 Recreation Manager 1.0 1.0 1.0 1.0 1.0
M25 CS Resource&Funding Manager 0.0 1.0 1.0 1.0 1.0
N15 Community Relations Specialist 0.0 0.0 0.0 0.0 1.0
N11 Administrative Secretary EX 1.0 1.0 1.0 1.0 1.0
A07 Secretary II 3.0 3.0 3.0 3.0 3.0
Total Administration Division 9.0 10.0 10.0 10.0 11.0
Facilities Division
Facilities
M28 Facilities Manager 1.0 1.0 1.0 1.0 1.0
A25 Facilities Coordinator 1.0 1.0 1.0 1.0 1.0
A21 Facilities Supervisor 1.0 1.0 1.0 1.0 1.0
A19 HVAC Systems Technician 1.0 1.0 1.0 1.0 1.0
A17 Custodial Services Supervisor 2.0 2.0 2.0 2.0 2.0
A13 Facilities Technician 3.5 3.5 3.5 3.5 3.5
A07 Maintenance Custodian 7.0 7.0 7.0 7.0 7.0
A04 Lead Custodian 1.0 1.0 1.0 1.0 1.0
A01 Custodian 5.0 5.0 5.0 5.0 5.0
Total Facilities Division 22.5 22.5 22.5 22.5 22.5
Leased City Properties
A13 Facilities Technician 0.5 0.5 0.5 0.5 0.5
A01 Custodian 1.0 1.0 1.0 1.0 1.0
Total Leased City Properties 1.5 1.5 1.5 1.5 1.5
Total Facilities Division 24.0 24.0 24.0 24.0 24.0
Parks Division
Parks
M28 Park Maintenance Manager 1.0 1.0 1.0 1.0 1.0
A25 Capital Project Coordinator 2.0 1.0 1.0 1.0 1.0
A25 Capital Project Coordinator(LT) 0.0 0.0 0.0 0.0 1.0
A21 Park Maintenance Supervisor 1.0 2.0 2.0 2.0 2.0
A16 Lead Park Maintenance Worker 2.0 2.0 2.0 2.0 2.0
Al2 Park Maintenance Worker III 15.0 14.0 14.0 14.0 14.0
A08 Park Maintenance Worker II 1.0 1.0 2.0 2.0 3.0
A04 Park Maintenance Worker 1 1.0 1.0 0.0 0.0 0.0
Total Parks 23.0 22.0 22.0 22.0 24.0
Operating Budget-Community Services
3-119
.ir
Community Services Position Listing (2 of 3)
2004 2005 2006 2006 2007
Grade Title Actual Actual Budget Actual Budget
Golf Course
Golf Course Administration
M32 Golf Course Manager 1.0 1.0 1.0 1.0 1.0
A08 Golf Course Operations Specialist 1.0 1.0 1.0 1.0 1.0
A07 Maintenance Custodian 1.0 1.0 1.0 1.0 1.0
Total Golf Administration 3.0 3.0 3.0 3.0 3.0
Golf Course Maintenance
M21 Golf Course Supervisor 1.0 1.0 1.0 1.0 1.0
A16 Lead Golf Course Maintenance Worker 1.0 1.0 1.0 1.0 1.0
A13 Grounds Equipment Mechanic 0.0 0.0 1.0 1.0 1.0
Al2 Golf Course Maintenance Worker III 0.0 1.0 1.0 1.0 1.0
All Grounds Equipment Mechanic 1.0 1.0 0.0 0.0 0.0
A08 Golf Course Maintenance Worker II 1.0 0.0 0.0 0.0 0.0
Total Golf Maintenance 4.0 4.0 4.0 4.0 4.0
Pro-Shop/Driving Range
M20 Golf Professional 1.0 1.0 1.0 1.0 1.0
N11 Assistant Golf Professional 1.0 1.0 1.0 1.0 1.0
A04 Pro Shop Assistant 1.0 1.0 1.0 1.0 1.0
Total Pro-Shop/Driving Range 3.0 3.0 3.0 3.0 3.0
Total Golf Course 10.0 10.0 10.0 10.0 10.0
Total Parks Division 33.0 32.0 32.0 32.0 34.0
Recreation Division
Recreation Services
M25 Recreation Supervisor 1.0 0.0 0.0 0.0 0.0
A18 Recreation Program Coordinator 2.0 2.0 2.0 2.0 2.0
A14 Recreation Specialist II 4.0 4.0 4.0 4.0 4.0
Total Recreation Services 7.0 6.0 6.0 6.0 6.0
Community Center&Aquatics
M25 Recreation Supervisor 1.0 1.0 1.0 1.0 1.0
M20 Community Center Coordinator 1.0 1.0 1.0 1.0 1.0
A18 Recreation Program Coordinator 2.0 2.0 2.0 2.0 2.0
A14 Recreational Specialist II 1.0 1.0 1.0 1.0 1.0
Al2 Desktop Publishing Operator 1.0 1.0 1.0 1.0 1.0
A08 Lead Office Assistant 1.0 1.0 1.0 1.0 1.0
A05 Office Assistant III 1.0 1.0 1.0 1.0 1.0
Total Community Center 8.0 8.0 8.0 8.0 8.0
Renton Senior Activity Center
M20 Senior Services Coordinator 1.0 1.0 1.0 1.0 1.0
A14 Recreation Specialist II 1.0 1.0 1.0 1.0 1.0
A07 Secretary II 1.0 1.0 1.0 1.0 1.0
Total Senior Activity Center 3.0 3.0 3.0 3.0 3.0
Operating Budget-Community Services
3-120
4w
Community Services Position Listing (3 of 3)
2004 2005 2006 2006 2007
Grade Title Actual Actual Budget Actual Budget
Total Recreation Division 18.0 17.0 17.0 17.0 17.0
Human Services Division
Human Services
M28 Human Services Manager 1.0 1.0 1.0 1.0 1.0
A07 Secretary II 1.0 1.0 1.0 1.0 1.0
Total Human Services 2.0 2.0 2.0 2.0 2.0
Community Development Block Grants(CDBG)
A20 Housing Repair Coordinator 0.0 1.0 1.0 1.0 1.0
A18 Housing Assistant Specialist 1.0 0.0 0.0 0.0 0.0
A18 CDBG Specialist 1.0 1.0 1.0 1.0 1.0
A08 Housing Repair Technician 0.0 1.0 1.0 1.0 1.0
A07 Housing Maintenance Worker 1.0 0.0 0.0 0.0 0.0
Total CDBG 3.0 3.0 3.0 3.0 3.0
Total Human Services Division 5.0 5.0 5.0 5.0 5.0
Library Division
Library Administration
M38 Library Director 1.0 1.0 1.0 1.0 1.0
M27 Assistant Library Director 0.0 0.0 1.0 1.0 1.0
M23 Assistant Library Director 1.0 0.0 0.0 0.0 0.0
A07 Secretary II 1.0 1.0 1.0 1.0 1.0
Total Library Administration 3.0 2.0 3.0 3.0 3.0
Library Services
A22 Librarian 3.0 3.0 3.0 3.0 3.0
A17 Library Supervisor 2.0 2.0 2.0 2.0 2.0
A07 Library Technical Assistant 1.0 1.0 1.0 1.0 1.0
A03 Library Assistant 1 4.0 4.0 4.0 4.0 4.0
A09 Library Assistant 11 1.0 1.0 1.0 1.0 1.0
Total Library Services 11.0 11.0 11.0 11.0 11.0
Total Library Division 14.0 13.0 14.0 14.0 14.0
Museum Division
N12 Museum Supervisor 1.0 1.0 1.0 1.0 1.0
Total Museum Division 1.0 1.0 1.0 1.0 1.0
Total Department Regular Staffing 104.0 102.0 103.0 103.0 106.0
Total Community Services Department 104.0 102.0 103.0 103.0 106.0
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Operating Budget-Community Services
3-121
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Operating Budget—Community Services
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Planning, Building, and
Public Works
Planning/Building/Public Works Department Organization 04
ADMINISTRATOR ,
Gregg Zimmerman
Administrative '
Support
DEVELOPMENT MAINTENANCE TRANSPORTATION *UTILITY
SERVICES SERVICES SYSTEMS SYSTEMS
Development Street/ Operations Water
Planning Solid Waste
PW Inspections Waste Water/ Design Surface Water
and Permits Surface Water
Building Water Planning Waste Water/
Inspections Technical
and Permits Services
Fleet i Airport Solid ,
Waste
*Utility Systems Division funds pay for four(4)FTE's that work in the Finance Division
of the Finance&IS Department.
See Position Listing for additional details on department staffing.
Planning/Building/Public Works
Mission Statement
The Planning/Building/Public Works Department manages and maintains Renton's utility and
transportation systems and conducts land use permitting and code compliance services in a
skillful,professional, and caring manner so as to improve the lives of our residents and business
customers.
Core Services
`• Administration—Provide management and direction
• Prepare department budget
r. • Prepare piped utility rates
• Provide regional influence
• Provide leadership and direction
• Provide political liaison
• Prepare annual department work plans
.. Development Services—Create and maintain a safe and pleasant physical
environment
• Provide public information
• Provide permit plan intake services
• Provide plan review services
• Issue permits and collect associated fees
• Provide inspection services
• Provide code compliance services
r
Maintenance Services—Operate and maintain the City's infrastructure
• Division administration
EL • Street maintenance
• Water maintenance
• Wastewater(sewer/storm)maintenance
• Fleet maintenance
• Solid waste maintenance
Operating Budget—Planning/Building/Public Works
3-123
W
it
Transportation Systems—Plan, design, construct, operate, and maintain a
transportation system
• Division administration and oversight
• Regional transportation representation
• Transportation planning and programming expertise
• Traffic operations and maintenance
• Design and construction management
• Airport operations and maintenance
• Bridge inspection and maintenance
Utility Systems— Ensure the public health and safety of the water,wastewater,
surface water, and solid waste systems
• Utility engineering, planning, and plan review
• Capital improvement program implementation
• Garbage collection management
• Data and database management and Geographical Information Systems (GIS)
• Property management
• Regulatory compliance and monitoring
• Environmental education ,
• Regional representation and coordination
Planning/Building/Public Works - Core Services Cost Resource Allocation
.r�
Administration Development
Utility System_
% Services
40% 7% r
Maintenance am
Services
40%
Transportation
System
12%
t
Operating Budget—Planning/Building/Public Works
3-124
Expenditure Budget by Division—Planning/Building/Public Works Department
2004 2005 2006 2006 2007 %Chg
Actual Actual Adj Budget Actual Budget 06/07
Administration 302,738 309,596 601,822 589,957 636,653 5.79%
Development Services 3,159,450 3,328,496 3,525,800 3,524,301 3,860,891 9.50%
Maintenance Services 16,652,589 18,815,582 19,896,214 20,013,098 23,032,821 15.76%
Transportation Systems 4,924,601 4,557,727 6,707,721 6,068,076 6,741,121 0.50%
Utility Systems 19,639,793 25,655,669 23,813,292 23,159,168 23,974,676 0.68%
Operating Total 44,679,170 52 667,069 54,544,849 53 354,600 58,246 162 6.79%
Expenditure Budget by Category—Planning/Building/Public Works Department
2004 2005 2006 2006 2007 %Chg
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 8,996,223 9,752,319 10,772,510 10,275,269 11,323,009 5.11%
Part Time Salaries 262,040 276,823 308,350 380,879 333,779 8.25%
Overtime 200,524 261,077 226,520 308,129 256,240 1312%
Personnel Benefits 2,451,733 2,829,228 3,369,194 3,096,451 3,956,911 1744%
Supplies 1,715,235 1,750,025 2,316,395 2,163,055 2,314,549 -0.08%
Other Services&Charges 18,772,291 20,088,940 20,874,044 21,478,927 23,164,561 10.97%
Intergovernmental Services 2,959,062 3,048,569 3,680,721 3,252,006 3,805,383 3.39%
Capital Outlay 1,170,032 1,433,648 2,896,943 2,543,374 2,245,400 -22.49%
Debt Service 3,294,075 3,593,322 4,189,626 4,095,649 4,137,646 -1.24%
Interfund Payments 4,857,955 9,633,118 5,910,546 5,760,861 6,708,684 13.50%
Operating Total 44,679,170 52,667,069 54,544,849 53,354 600 58,246,162 6.79%
Staffing Levels by Division
2004 2005 2006 2006 2007 %Chg
Actual Actual Adj Budget Actual Budget 06/07
Administration 4.0 3.8 3.8 3.8 3.8 0.00%
Development Services 38.7 38.7 38.7 38.7 43.7 12.92%
Maintenance Services 62.0 62.0 65.0 65.0 67.0 3.08%
Transportation Systems 34.5 34.5 35.5 35.5 35.5 0.00%
Utility Systems 25.8 25.8 29.8 29.8 29.3 -1.68%
Total FTE 165.0 164.8 172.8 172.8 179.3 3.76%
j
1
Operating Budget—Planning/Building/Public Works
3-125
t
Department by Fund/Department
The Planning/Building/Public Works Department manages the following:
Operating Section
000/007 General Fund Development Services
000/015 General Fund Administration
000/017 General Fund Technical Services
003/016 Street Fund Transportation Systems
003/019 Street Fund Street Maintenance Services
402/016 Airport Operating Fund
403/018 Solid Waste Fund Solid Waste Systems
403/019 Solid Waste Fund Solid Waste Maint Services
405/018 Water Utility Utility System
405/019 Water Utility Utility Maintenance
406/018 Wastewater Utility Utility System
406/019 Wastewater Utility Utility Maintenance
407/018 Storm Water Utility Utility System
407/019 Storm Water Utility Utility Maintenance
416 King County Wastewater Treatment Fund
501 Equipment Repair and Replacement Fund
Non-Operating Section
102 Arterial Streets Fund
305 Transportation Impact Mitigation Fund
317 Transportation Capital Improvement Project Fund
318 South Lake Washington Infrastructure Project Fund
422 Airport CIP Fund
425 Water Utility CIP Fund
426 Wastewater Utility CIP Fund
427 Surface Water Utility CIP Fund
451 WaterWorks Revenue Bond Fund
461 WaterWorks Bond Reserve Fund
471 WaterWorks Rate Stabilization Fund
i
t
L
Operating Budget—Planning/Building/Public Works
3-126
Administration Division
Mission Statement
' Provide leadership,resources, and regional influence to enable the Department to meet its
responsibilities in a manner that is responsive to the needs of its customers and consistent with
rr
the City Business Plan goals.
Outcomes
.. • Implement City Business Plan goals
• Incorporate City of Renton perspectives and needs into regional policy decisions
• Policy makers supportive of Department activities
• Establish Department activity goals and service levels
• Acquire sufficient funding to perform duties at accepted service levels
• Establish progress tracking/reporting system
• Department staff understands policy objectives
• Department staff follows policy directions
• Establish sufficient revenue stream to manage piped utilities at established service levels
• Low utility rates for customers
• Provide superior customer service
2006 Accomplishments
• Completed plans and began construction of the street and utility infrastructure of The
Landing Project, the major shopping mall and multi-family development on the old
Boeing property in North Renton
r• • Obtained a $4.7 million grant for the SW 27th/Strander Blvd Project. This will enable
the City to build the next segment of the project: moving the Union Pacific Railroad
tracks to make a bridge structure possible
• Assisted the Community Services Department to obtain $900,000 of federal grant
funding for the Sam Chastain Trail
• Completing the improvements to the intersection of Duvall Ave NE and Sunset Blvd NE.
Will start the improvements to Duvall Ave NE from Sunset Blvd NE to the north city
limits at the end of 2006 or beginning of 2007
• Will begin the construction of the Phase II improvements to SR 169 (1-405 access
improvements) at the end of 2006 or beginning of 2007
• As Chair of the King County Project Evaluation Committee working for the Puget Sound
Regional Council, lead the effort to distribute $30 million in federal grant funding for
transportation and non-motorized projects in King County
• Finalizing the comprehensive utilities rate study for presentation to the City Council in
2006. Completing review of public works fees, which are also scheduled for presentation
to Council in 2006
' Operating Budget—Planning/Building/Public Works
3-117
• Worked with the Washington State Department of Transportation(WSDOT) to obtain
approval of a 130-acre wetland mitigation bank,which will preserve this area as high
quality wetland in perpetuity. This is the first urban wetland mitigation bank in the State
of Washington
• Coordinating the I-405 corridor improvements with WSDOT. Three hundred million in
improvements to the corridor through Renton will be under construction starting in 2007 i
• Participating in the planning for large-scale potential annexations of Fairwood, the East
Renton Plateau, Cascade Vista, and West Hill into Renton. Worked to establish staff
resources needed for these annexations, and participated in transition planning to
establish equipment and non-human resources needed for the annexations
• Implemented the Mayor's REACT code enforcement program with the Police
Department. The average code compliance resolution is within 18 days, and 65 percent
or more of code compliance requests are resolved through voluntary compliance
• Implemented the Mayor's Clean Sweep Renton solid waste collection events including
Stop and Swap,Neighborhood Cleanup, and Curbside Collection in June
• Starting up the Maplewood Water Treatment Facility, which will provide the City with
adequate water supply well beyond the year 2020. The facility is working well, and we
have received very few water quality (taste/odor) complaints
2007 Goals
• Design the Rainier Ave/Hardie Ave road improvements, which will introduce a new bus
route along Hardie Ave
• Will take in and provide services to the 1,600 residents in the expanded Maplewood
Addition annexation, and other large annexations that may move forward in the East
Renton Plateau, Fairwood, Cascade Vista, and West Hill areas
• Construction on the WSDOT 1-405 Corridor Improvements (as paid for by the Nickel and
the Transportation Partnerships state taxes in Renton)will start in 2007. These
improvements will lead to reduced traffic congestion along the I-405 corridor
• Participate regionally in putting together project lists for Sound Transit 2 and the
Regional Transportation Investment District(RTID) as we move toward a potential 2007
ballot issue. Work to maintain RTID funding for the 1-405 corridor between SR 169 and
I-90, and to acquire funding for HOV/HOT ramps at the I-405/SR 167 Interchange
• Install street improvements along Ripley Lane to accommodate the Seahawks new
headquarters in Renton
• Complete construction of major projects including The Landing Infrastructure Project,
the SR 169 improvements, and the Duvall Ave improvements
• Begin construction in late 2007 or early 2008 for the next segment of SW 27th/Strander
Blvd and the Rainier Ave/Hardie Ave Project. Continue to obtain funding for future
phases of the project
• Continue evaluation of a corporate jet center for the Renton Municipal Airport,provide a
public process for this initiative, and complete the Airport Layout Plan Update to the
Master Plan
• Negotiate a contract with Waste Management for enhanced solid waste and recycling
services including single stream recycling
Operating Budget—Planning/Building/Public Works
3-128
s
• Participate in multi-department efforts to pursue the Mayor's goal of improving the
appearance of Renton's major transportation corridors
• Continue to provide superior customer services in Renton by maintaining the streets
Overall Condition Index rating of 80 or above, and by having 85 percent of the citizens
contacting the Maintenance Services Division rate its services as satisfactory or better.
Continue to have 80 percent of the completed customer survey cards for the Development
01t Services Division rate its services as good or better, and continue to review 95 percent of
the single-family residence building permit applications within two weeks
rrs
Expenditure Budget by Category Administration Division
2004 2005 2006 2006 2007 %Chg
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 254,167 255,161 279,400 275,689 286,474 2.53%
Part Time Salaries 0 2,000 2,470 0 2,470 0.00%
Overtime 0 0 1,600 0 1,840 15.00%
Personnel Benefits 45,310 48,067 60,570 59,661 76,232 25.86%
W Supplies 1,395 2,413 3,100 3,156 3,100 0.00%
Other Services&Charges 1,866 1,955 5,200 1,970 5,200 0.00%
Interfund Payments 0 0 249,482 249,482 261,337 4.75%*
s Operating Total 302,738 309,596 601,822 589,957 636,653 5.79%
Funding Decisions-Administration Division
2006 Adjusted Budget $601,822
2007 Budget Changes
Salaries
7,314
Benefits 15,662
Information Services Charges 11,855
2007 Total Budget $636,653
Staffing Levels (Full-Time Equivalent Employees-FTE)-Administration Division
2004 2005 2006 2006 2007 %Chg
Actual Actual Adj Budget Actual Budget 06/07
Total FTE 4.0 3.8 3.8 3.8 3.8 0.00%
Operating Budget-Planning/Building/Public Works
3-129
it
Development Services Division
Mission Statement
Create and maintain a safe and pleasant physical environment by ensuring compliance with
codes and land use regulations and assisting the public and the development community through
the regulatory process in a polite,professional, and helpful manner.
Outcomes
• Ninety-five percent or more of new single-family permit applications are reviewed within
two weeks
• Ninety percent of new commercial or industrial permit applications are reviewed within
five weeks
• Ninety percent or more of inspection requests are responded to within 24 hours
• Average code compliance resolution will be within 15 days
• Sixty-five percent or more of the code compliance requests will be resolved through
voluntary compliance
• Ninety percent or more of the pre-application requests are completed within three weeks
• Ninety percent or more of the administrative decisions are issued within six weeks of
complete application
• Ninety percent or more of the Hearing Examiner decisions will be completed within 12
weeks of complete application; 75 percent or more will be completed within 10 weeks
• Ninety-five percent or more of the required testing of public works improvements are
completed and verified prior to acceptance of the project
2006 Accomplishments
• All pre-application requests were completed within three weeks; 90 percent of the new
single-family permit applications were reviewed within two weeks; and all new
commercial permit applications were reviewed within five weeks
• Ninety-five percent or more of inspection requests were responded to within 24 hours
• Average code compliance resolution was within 18 days; and 65 percent of the code
compliance requests were resolved through voluntary compliance
• Ninety percent of administrative decisions were issued within six weeks of complete
application
• Ninety percent of the Hearing Examiner decisions were completed within 12 weeks of
complete application; 70 percent were completed within 10 weeks
2007 Goals
• Ninety percent or more of pre-application requests are completed within three weeks
• Ninety-five percent of new single-family permit applications are reviewed within two
weeks and 90 percent of new commercial permit applications are reviewed within five
,
weeks
• Ninety percent or more of inspection requests are responded to within 24 hours
Operating Budget—Planning/Building/Public Works
3-130
yrs
+�• • Average code compliance resolution will be within 15 days, and 65 percent or more of
code compliance requests will be resolved through voluntary compliance
• Contact is made with the customer requesting assistance from code enforcement within
one working day of receiving the request 90 percent of the time or more
• Code compliance will continue to become more pro-active,with over 50 percent of our
code compliance cases generated without a private citizen request
• All sites with verified code compliance violations in the last year will be checked at least
every three months to verify continued code compliance
• Ninety percent or more of administrative decisions are issued within six weeks of
complete application
• Ninety percent or more of Hearing Examiner decisions will be completed within 12
r weeks of complete application; 75 percent or more will be completed within 10 weeks
Irr Expenditure Budget by Category Development Services Division
2004 2005 2006 2006 2007 %Chg
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 2,256,577 2,340,541 2,510 100 2,460,247 2678 736 6.72%
Part Time Salaries 24,821 75,037 15,240 87,795 15,240 0.00%
Overtime 28,532 62,392 28,900 47,255 33,235 15.00%
Personnel Benefits 556,046 638,493 725,760 683,009 845,780 16.54%
Supplies 28,883 17,150 25,400 23,173 27,400 7.87%
Other Services&Charges 264,590 194,883 220,400 222,823 235,500 6.85%
Capital Outlay 0 0 0 0 25,000 100.00%
Operating Total 31159,450 3,328,496 3,525,800 3,524,301 3,860,891 9.50%
ra
Funding Decisions-Development Services Division
2006 Adjusted Budget $3,525,800
2007 Budget Changes
Salaries
111,073
Salaries and Benefits 1.0 FTE Construction Inspector 92,275
Benefits
89,643
Supplies/Small Equipment 2,000
Other Services&Charges 15,100
ars Capital Outlay y(vehicle for new hire) 25,000
2007 Total Budget $3,860,891.
ars
Staffing Levels (Full-Time Equivalent Employees-FTE)-Development Services Division
2004 2005 2006 2006 2007 %Chg
Actual Actual Adj Budget Actual Budget 06/07
Total FTE 38.7 38.7 38.7 38.7 43.7 12.92%
' Operating Budget-Planning/Building/Public Works
3-131
is
Maintenance Services Division
Mission Statement
Support the operating sections of the Public Works Maintenance Division:
• Provide planning,budgeting, goal setting, and management '
• Provide purchasing and inventory support
• Establish effective liaison and project coordination
• Perform administrative, customer service contact, and record systems management
Outcomes
• Eighty-five percent of the citizens contacting the division rate our service as satisfactory
• A street Overall Condition Index(OCI) rating of 80 is maintained
• High-quality water is provided in sufficient quantity
• Surface water flooding and sewer overflows are minimized
• Ensure safe, available, and reliable vehicles and equipment
• Within the resource provided, keep Renton's right-of-ways clean '
2006 Accomplishments
Street Maintenance
• The street overall condition index rating (OCI) of 82.2 was maintained, resulting in a '
lower number of paid claims
Wastewater Maintenance
• The cost of pipe system and lift station preventative maintenance was within 5 percent of
the previous three-year average
• The number of emergency call outs was within 5 percent per capita
• City risk was minimized by maintaining the number of paid claims at five per year, at
34-inches of rain annually
Water Maintenance
• Water quality met or exceeded federal and state regulatory requirements
• Restored water service within four hours during emergency shut downs 98 percent of the
time
• Drop-in meters were installed within five working days from the customer request
98 percent of the time
• New water service meters were installed within three weeks from the customer request
98 percent of the time
• Responded to customer requests for service on water leaks within three working days
98 percent of the time
Operating Budget—Planning/Building/Public Works
3-132
Equipment Rental
• City vehicles and motorized equipment"uptime"was 90 percent
• Unscheduled repairs were reduced by 10 percent
• Maintenance cost was maintained at 25 percent below local private vendors
.. 2007 Goals
Street Maintenance
• Eighty-five percent of the citizens contacting the division rate our service as satisfactory
• A street Overall Condition Index (OCI) rating of 80 is maintained
• Within the resource provided, keep Renton's right-of-ways clean
Water Maintenance
• High-quality water is provided in sufficient quantity
Wastewater Maintenance
• Surface water flooding and sewer overflows are minimized
.. Fleet Maintenance
• Ensure safe, available, and reliable vehicles and equipment
Expenditure Budget by Category—Maintenance Services Division
2004 2005 2006 2006 2007 %Chg
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 2,898,361 3,204,004 3,556,410 3,335,381 3,801,459 6.89%
Part Time Salaries 63,347 67,160 117,530 68,417 122,808 4.49%
Overtime 107,726 116,357 135,220 147,569 151,855 12.30%
Personnel Benefits 920,871 1,089,532 1,298,354 1,177,928 1,533,379 18.10%
Supplies 1,463,381 1,552,174 2,076,400 1,935,262 2,076,754 0.02%
Other Services&Charges 10,016,006 10,815,919 10,874,200 11,530,791 12,172,090 11.94%
Capital Outlay 530,785 1,246,651 1,134,700 1,180,290 2,220,400 95.68%
Debt Service 0 0 0 1,575 0 N/A
r
Interfund Payments 652,110 723,785 703,400 635,887 954,076 35.64%
Operating Total 16,652,589 18,815,582 19,896,214 20,013,098 23,032,821 15.76%
�r
r
Ir
Operating Budget—Planning/Budding/Public Works
3-133
r
Funding Decisions—Maintenance Services Division
2006 Adjusted Budget $19,896,214
2007 Budget Changes
Salaries 116,651
Salaries and Benefits of Maintenance Workers(1.0 FTE for Street,1.0 FTE for Water,1.0 FTE for Surface Water) 239,384
Benefits 145,952
Supplies:
Asphalt cost increases due to petroleum price increases 20,000
New workstation for new hiring 5,000 ,
Other-included reduction of one time items -49,646
Other Services and Charges:
Utilities-electricity,gas,dump fees,etc. 46,240 '
King County Wastewater Charge-pass through 1,082,000
Other 169,650
Capital Outlay: '
Fleet vehicles for replacement and new positions 1,159,400
Other-Machinery&Equip(included utility pumps replacement) 21,300
Water Utility equipment -70,000 '
Interfund Payment 250,676
2007 Total Budget $23,032,821
Staffing Levels (Full-Time Equivalent Employees -FTE)—Maintenance Services Division
2004 2005 2006 2006 2007 %Chg
Actual Actual Adj Budget Actual Budget 06/07
Total FTE 62.0 62.0 65.0 65.0 67.0 3.08%
Operating Budget—Planning/Building/Public Works
3-134
Transportation Systems Division
Mission Statement
To plan, design, construct, operate, and maintain the City's transportation system to assure the
public health and safety of the general public in a skillful, professional, and caring manner, so as
to enhance the lives of its residents and business customers. The Division aggressively pursues
mobility improvements that benefit Renton and the region consistent with the Six-Year Business
Plan.
Outcomes
• Proactive regional transportation representation to achieve the City's Business Plan
• Aggressive pursuit and securement of grant funding for transportation needs
• Effective operation and maintenance of a safe citywide transportation system
• Construction of new transportation infrastructure within allocated budgets
r Operation and maintenance of the Renton Airport to provide a safe, fully leased facility
that is compatible with City policy
.. Maintain safe bridge structures
2006 Accomplishments
Design
• Completed construction for Phase I, SR-169 Project
,r Completed final plans for Phase II, SR-169 Project
• Completed second year monitoring of the Oakesdale Phase II Wetlands
• Completed construction for Phase I of SW 27th/Strander Blvd
• Completed construction on the Sunset/Duvall intersection
• Completed 2006 Overlay and Slurry Seal
• Completed design, awarded contract, and began construction on the South Lake
Washington Project
• Continued design on the Rainier Ave (S 4th St to SW 7th St) Project
• Continued design on the Rainier/Hardie Project
• Completed second phase of the Highlands and Maplewood sidewalk projects
• Completed Airport Layout Plan(ALP)
" • Completed the 2006 Renton Airport Security Gate Replacement Project
• Completed load ratings on Houser, Logan, and Wells bridges
r
• Repainted Houser Bridge
• Began design of May Creek Bridge replacement
NO
Operating Budget—Planning/Building/Public Works
3-135
r
Operations and Maintenance
• Completed 6,621 work orders from internal and external(citizen and other agency) '
customers
• Obtained acceptance of ITS Master Plan
• Completed modification of traffic signals and channelization for South Lake Washington '
Roadway Improvement detour
• Completed installation of light emitting diode (LED) indications at 20 signalized
intersections '
• Installed 10 mobile radios, sirens, and VRMs in new Police Department vehicles;
installed one mobile radio siren and VRM for Fire Department apparatus; and installed
four local government mobile radios ,
• Installed UPS (uninterruptible power supply) at six major intersections
• Completed traffic signal design for NE 4th St and Hoquiam Ave NE ,
• Installed the new tone alerting systems in all fire stations
• Refurbished traffic signal poles and mast arms on S 3rd St and S 2nd St
Planning and Programming '
• Provided internal and external coordination on proposed WSDOT I-405 Improvements in
Renton(those funded and those in planning) ,
• Provided other significant staff support for regional coordination efforts with the South
County Area Transportation Board(SCATBd), Regional Transportation Improvement
Districts (RTID), Eastside Transportation Program(ETP), Sound Transit(ST), King
County Metro(transit services), King County Road Services, and other regional agencies
to secure funding for the Rainier Ave corridor and SW 27th(Phase I and Phase II)
• Completed NE 3rd and 4th Corridor Study; secured grant funding for major ,
improvements on Maple Valley Highway and SW 27th/Strander Blvd(state and federal)
• Completed Rainier Ave Corridor Study; pursued grant funding for Rainier Ave,
Hardie Ave SW,NE 3rd/4th St, and sidewalk improvements ,
• Initiated Sunset Blvd and Grady Way corridor studies
Airport ,
• Completed tenant leases
• Continued removal of unneeded facilities as a result of The Boeing Company vacating
property on the west side of the Airport ,
• Completed improvements to the Quonset Hut and secured an occupancy permit for the
building '
• Completed the Airport Entrance Rehabilitation Project at the southern entrance to the
Airport
• Advertised for a request for proposal for a corporate aviation fixed base operator
• Completed Phase II of the Airside/Landside Separation Project(fencing gates w
installation)
• Made improvements and painted the Cedar River Hangar buildings
•
.ri
Operating Budget—Planning/Building/Public Works
3-136
2007 Goals
Design
• Complete construction of Phase II, SR-169 Project
• Continue construction on Duvall Ave/Coal Creek Parkway
• Complete design of Rainier Ave between S 4th St and SW 7th St
r Complete construction on the South Lake Washington Roadway Improvement Project
• Complete design and construct the 2007 Overlay Project
• Construct NE 4th St and Hoquiam Ave NE signal project
• Complete third year monitoring and maintenance of Oakesdale Phase II Wetlands and
fifth year Phase I
Complete final design of Phase IIa of SW 27th/Strander Blvd
• Complete design of Houser Way Bridge Painting Project
• Conduct 2007 bridge inspection
Complete design of May Creek Bridge replacement
• Design and construct 2007 sidewalk program
Aid Community Services Department in design of the Sam Chastain Trail
• Bid and construct Phase II Airport Fence Project
• Bid and award Phase IIa of SW 27th/Strander Blvd
Complete design on Rainier/Hardie Project
Operations and Maintenance
,,. Compete traffic signal design at NE Sunset and Hoquiam Ave NE and signal safety
improvements for the traffic signal at S 3rd and Shattuck
• Refurbish traffic signal poles and mast arms on Rainier Ave and Grady Way
Complete Traffic Signal Safety Monitor Upgrade Project
• Continue installation of advance traffic controllers at remaining signalized intersections;
upgrade a minimum of 10 signalized intersections to light emitting diode (LED) displays
• Install a minimum of six UPS (uninterruptible power supply) systems at critical
intersections
• Continue efforts on the Graffiti Abatement Program
• Complete installation of school zone flashers at all locations
Planning and Programming
• Actively participate in regional forums (SCATBd, ETP, Sound Transit, TRID, WSDOT)
and other discussions on transportation funding packages to ensure Renton's interests are
presented and achieved
• Complete Grady Corridor Study
• Pursue additional funding for SW 27th/Strander Blvd, Hardie Way,
NE 3rd/4th St, sidewalk projects, and bike projects
• Improve LOS Travel Time methods to better calibrate LOS to ensure transportation
concurrence compliance
r • Complete a Bike Plan Study
1W
Operating Budget—Planning/Building/Public Works
3-137
VW
• Review and provide comments on development review, traffic impact studies, and '
annexation review
Airport
• Lease out the site occupied by the 820 Building '
• Move the aircraft tiedown area to the B-ramp below the Chamber of Commerce building
and lease out the manufactured building
• Initiate engineering design to repair the dips in the runway ,
• Secure funding to dredge the area around the seaplane base
• Complete the rehabilitation of the north entrance into the Airport
• Secure funding to construct a new 608 Building and add an addition to the 622 Building
• Maintain zero claims of foreign object damage and bird strikes on aircraft
• Continue to catch up on backlogged maintenance ,
Expenditure Budget by Category—Transportation Systems Division ,
2004 2005 2006 2006 2007 %Chg
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 1,946,160 2,203,189 2,345,700 2,192,978 2,456,358 4.72%
Part Time Salaries 133,648 88,843 95,610 182,627 109,661 14.70%
Overtime 62,026 80,811 50,300 89,610 57,845 15.00%
Personnel Benefits 534,151 615,736 698,590 656,036 834,528 19.46%
Supplies 184,732 146,897 170,795 174,462 165,795 -2.93%
Other Services&Charges 1,033,193 1,178,661 1,340,476 1,165,122 1,447,273 7.97%
Intergovernmental Services 0 641 0 149 0 N/A
Interfund Payments 391,445 64,683 244,007 244,007 1,669,661 584.27%
Operating Total 4,924,601 4,557,727 6,707,721 6,068,076 6,741,121 0.50% ,
Operating Budget—Planning/Building/Public Works ,
3-138
Funding Decisions— Transportation Systems Division
2006 Adjusted Budget $6,707,721
2007 Budget Changes
Salaries 132,254
Benefits 135,938
Supplies/Small Equipment -5,000
Other Services and Charges:
Electricity-9.2%increase 69,123
Signals 12,900
Other services and charges: 24,774
Capital Outlay-Machinery&Equipment(transfer the Airport CIP from fund 402 to 422) -1,762,243
Interfund Payment(included$1,273,600 transferred from fund 402 to 422 CIP) 1,425,654
2007 Total Budget $6,741,121
.r
Staffing Levels (Full-Time Equivalent Employees - FTE) — Transportation Systems Division
2004 2005 2006 2006 2007 %Chg
Actual Actual Adj Budget Actual Budget 06/07
Total FTE 34.5 34.5 35.5 35.5 35.5 0.00%
r
r
Operating Budget—Planning/Building/Public Works
3-139
Utility Systems Division
Mission Statement i
Manage the planning, engineering, construction, and database functions for the City's solid
waste, water, wastewater, surface water, and mapping systems in a manner that ensures public
health and safety,meets all regulatory requirements, protects environmental resources, is
financially sound, and supports the City's Business Plan Goals.
Outcomes
• High quality, lasting infrastructure; maintain standards
• Reduce maintenance costs
• Cleaner city and efficient, affordable waste collection and disposal
• Efficient storage, retrieval, and dissemination of information
• Consistent legal description and survey information available
• Maintain compliance with regulations—no compliance orders or fines
• Utility interests well represented at regional level
• Improve water quality and maintain environmental aesthetics
2006 Accomplishments
Water Utility Engineering
• Completed the construction of the Maplewood Water Treatment Facility including the
start up and operation of the new plant
• Completed the 2006 update of the Comprehensive Water System Plan
• Completed the design and started construction of the Emergency Power Facilities to the
downtown wells and to Mt Olivet and N Talbot pump stations
• Completed the design of the new Hazen reservoir in the Highlands
• Completed the pilot study and bench scale testing for Well 5A water quality
improvements
• Completed the replacement of water lines in Talbot Hill and Maplewood areas and in ,
Wells and Williams Ave S in downtown Renton
• Completed the construction of the water main improvements in conjunction with
roadway improvements for NE Sunset Blvd/Duvall Ave intersection, and SW 27th St
extension
• Completed the construction of the emergency water system intertie with Skyway Water
District
• Completed the design of water main improvements for the Renton Highlands
Redevelopment Area
• Continued implementation of the Aquifer Protection Program, Water Conservation
Education, and Cross-Connection Control Program
• Updated water system Geographical Information Systems (GIS) and hydraulic model
Operating Budget—Planning/Building/Public Works
3-140
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• Provided technical assistance and design coordination with the City's Transportation
Division and with WSDOT for utilities improvements for The Landing Project
development and for the I-405 improvements project
Surface Water Utility Engineering
Completed the design and construction of planned Surface Water Utility Capital
Improvement Program projects including:
• Completed the design,permitting, and construction of the Edmonds Ave NE Outfall
Replacement Project as part of the May Creek Basin Plan Implementation CIP Project
r • Completed approval and signature of the Mitigation Bank Instrument, Agency
Memorandum of Agreement, City/WSDOT Agreement and Conservation Easement
Agreement for the Springbrook Creek Wetland and Habitat Mitigation Bank in
coordination with WSDOT
• Completed the final design and the permitting of the Springbrook Creek Wetland and
Habitat Mitigation Bank project in coordination with WSDOT. WSDOT awarded the
construction contract for the project construction
• Completed the design and permitting for the NE 26`h St/Park PI N Storm System
Improvement Project
• Completed construction of the Wells/Williams Ave S Utility Improvement Project
• Completed 60%design and permitting of the SW 34th St Culvert Replacement Project
• Completed new floodplain mapping studies for FEMA review and approval for the
Springbrook Creek Floodplain Map Update and the Cedar River Floodplain Map Update
projects
""' • Completed the Cedar River Section 205 Flood Hazard Reduction Project required
monitoring and construction of the annual Landsburg Gravel Supplementation Mitigation
Project
Conducted the annual Talbot Hill area Mosquito Abatement Program and program to
control mosquito larva in City storm water facilities in response to the West Nile Virus
Updated and published new Storm System Inventory books
• Finalized new 9-year Interlocal Agreements with other jurisdictions in Water Resource
Inventory Area(WRIA) 8 and 9 that Council adopted to fund the staffing and work
program associated with the implementation of the WRIA 8 and 9 Salmon Habitat Plans
• Provided technical assistance to the Transportation Division for The Landing
Infrastructure Project, Duvall Ave NE Widening TIP, South Renton TIP, and the I-405
.. improvement project
Wastewater Utility Engineering
r • Completed construction of the Sunset Interceptor Phase II Project in conjunction with the
Transportation Division's Sunset/Duvall intersection improvements
• Completed design for the Central Plateau Interceptor Phase II, Duvall Ave NE Sewer
,. Interceptor, and Earlington Sewer Extension
• Completed preliminary study of capacity deficiencies in the Heather Downs and
Maplewood Sub-basins
• Completed development of an updated Sanitary Sewer Hydraulic Model
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Operating Budget—Planning/Building/Public Works
3-141
r
Technical Services
• Transitioned the City's parcel base from a Computer Aided Drafting(CAD) file-based
system to a relational database management system
• Updated the City's digital aerial orthophotography and contour data W
• Translated several map data set drawing files to the new database format
• Expanded Survey Control Network
Solid Waste
• Increased residential knowledge of natural lawn care, including integrated pest
management strategies through 2 workshops targeted at homeowners
• Diverted over 55 percent of recyclable residential waste and 11 percent of recyclable
multi-family waste from the landfill
• Provided 45 Household Hazardous Waste Reduction workshops to elementary school age
children
• Enhanced the quality of Renton's neighborhoods through the implementation of Clean
Sweep Renton, collecting over 265 tons of material through the 1-day curbside cleanup
2007 Goals
Water Utility Engineering
Complete the following planned Capital Improvement Program projects:
• Construction of Emergency Power Facilities to downtown wells and to Mt Olivet and
N Talbot pump stations
• Construction of the new Hazen 3-million gallon reservoir
• Design of water treatment facility for Well 5A
• Construction of water main improvements for Renton Highlands Redevelopment Area
• Construction of water main replacement in Maplewood addition
• Maintain"Green Permit" status by: performing water quality monitoring,testing and
reporting to meet the Department of Health's schedule
• Continue implementation of Aquifer Protection Program, Water Conservation Education
and Cross-Connection Control Program
• Continue design and construction coordination with the City's Transportation Division
and with WSDOT for utilities improvements for The Landing Project and for the
I-405 improvements project
Surface Water Utility Engineering
Complete the following planned Capital Improvement Program projects:
• Complete construction of the SW 34th St Culvert Replacement Project
• Complete construction of the NE 26th St and Park PI N Storm System Improvements ,
• Complete the design,permitting, and construction of Phase I of the Renton Village Storm
System Improvement Project
• Coordinate with WSDOT during the first year of construction associated with the
Springbrook Creek Wetland and Habitat Mitigation Bank Project
Operating Budget—Planning/Building/Public Works
3-142
w
..r Conduct the annual Landsburg Gravel Supplementation Project and other monitoring
required for the Cedar River Section 205 Flood Hazard Reduction Project
• Complete the update of the Surface Water Utility's Surface Water Management Plan for
+� adoption by Council to define existing and future program, CIP and resource needs
• Continue to work with Ecology and other jurisdictions in the development and
implementation of the National Pollutant Discharge Elimination System(NPDES) Phase
" II Municipal Separate Storm Sewer System Permit for Renton and other jurisdictions in
Western Washington
• Complete the development of a Renton Surface Water Design Manual to update
standards to be used to control runoff from new construction and redevelopment project
to be equivalent with the Ecology 2005 Western Washington Stormwater Manual as
required to comply with Phase II NPDES Municipal Stormwater permit for Western
Washington
• Provided technical assistance to the Transportation Division for construction of the storm
water improvements associated with The Landing Infrastructure Project, Duvall Ave NE
Widening TIP, Rainier Ave S & Hardie Ave S TIP, Ripley Lane N TIP and the I-405
improvement project
Wastewater Utility Engineering
• Complete construction of the following planned Capital Improvement Program projects:
r
Central Plateau Interceptor Phase II, Duvall Ave NE Sewer Interceptor, and Earlington
Sewer Extension
• Complete revised flow data for Heather Downs/Maplewood Sub-basins
• Complete design for Summerwind/Stonegate Lift Station Capacity Improvements
Technical Services
• Develop a Strategy GIS Plan for the next five years
• Develop a map display system for the Police that integrates with the dispatch system
• Maintain databases, CAD, and GIS software
•• • Provide timely reviews of legal descriptions and development applications
• Process property acquisitions
Solid Waste Utility
• Provide four Natural Yard Care workshops and target education to residential
homeowners and small landscape maintenance businesses to increase knowledge of
�. strategies to reduce reliance on pesticides
• Educate school children about proper storage, disposal, and reduction of household
hazardous waste
• Educate Renton businesses about efficient ways to reduce waste and conserve natural
resources
• Implement a residential reuse event and two special recycling events to increase diversion
of materials from the landfill
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Operating Budget—Planning/Building/Public Works
3-143
i
Expenditure Budget by Category- Utility Systems
2004 2005 2006 2006 2007 %Chg
Actual Actual Adj Budget Actual Budget 06/07
Regular Salaries 1,640,958 1,749,422 2,080,900 2,010,974 2,099,982 0.9%
Part Time Salaries 40,225 43,784 77,500 42,041 83,600 7.9%
Overtime 2,240 1,517 10,500 23,695 11,465 9.2%
Personnel Benefits 395,355 437,400 585,920 519,817 666,992 13.8%
Supplies 36,843 31,391 40,700 27,003 41,500 2.0%
Other Services&Charges 7,456,636 7,897,522 8,433,768 8,558,222 9,304,498 10.3% '
Intergovernmental Services 2,959,062 3,047,928 3,680,721 3,251,857 3,805,383 3.4%
Capital Outlay 0 8,732 0 0 0 N/A
Debt Service 3,294,075 3,593,322 4,189,626 4,094,074 4,137,646 -1.2%
Interfund Payments 3,814,400 8,844,650 4,713,657 4,631,485 3,823,610 -18.9%
Operating Total 19,639,793 25,655,669 23,813,292 23,159,168 23,974,676 0.7%
Funding Decisions- Utility Systems
2006 Adjusted Budget $23,813,292 ,
2007 Budget Changes
Salareis 19,082
Benefits 66,306
Salaries(reduce 1.0 FTE Engineering Specialist II limited term) -48,419
Salaries and Benefits 0.5 FTE Solid Waste Program Specialist 42,911
Other Services and Charges:
Solid Waste contract 1,072,884
Springbrook software maintenance contract 8,600
Clean Sweep Program 2007 funding 170,000
Clean Sweep Program 2006 funding -160,000
Coordinated Prevention Grant, LHWMP Grant, KC WR/R Grant -69,300
Aerial Photography/Topographic Mapping(2006 one time item funding in Tech Svc,Water,Wastewater,Surface Water) -112,000
Other budget adjustment(2006 budget adjustment) 2,100
Other budget increase in 2007 32,329
Intergovernmental Services 27,584 ,
Local Haz Waste Management Program Fee 72,678
Interfund Payments
Residual equity transfer to funds 425,426,427 -633,000
Transfer to fund 471 15,000
Transfer to fund 426(2006 transaction ordinance#5211) -212,664
Transfer to fund 427(2006 transaction ordinance#5211) -29,793
Other interfund payments -50,333
Debt Service -52,581
2007 Total Budget $23,974,676
Stang Levels (Full-Time Equivalent Employees-FTE) - Utility Systems
2004 2005 2006 2006 2007 %Chg
Actual Actual Adj Budget Actual Budget 06/07
Total FTE 25.8 25.8 29.8 29.8 29.3 -1.68%
Operating Budget-Planning/Building/Public Works
3-144
Planning/Building/Public Works Department--Performance and Workload Indicators (I of 2)
2004 2005 2006 2006 2007
Actual Actual Forecast Actual Forecast
Development Services
Building Permit Valuation 231,093,242 237,963,739 240,000,000 269,697,711 250,000,000
Building Permit Revenue 4,266,373 3,596,007 3,600,000 3,871,014 3,600,000
Building Permits Processed 4,203 4,578 4,200 3,948 4,000
Land Use Applications Processed 164 168 160 173 180
Public Works Permits Processed 1,655 1,540 1,200 1,603 1,200
Water Meter Applications 487 397 250 329 200
Transportation Systems
Complete Construction of 80%TIP Projects 4 4 5 6 8
Complete Design of 80%TIP Projects 6 9 8 5 6
Complete Planning of 80%TIP Projects 5 6 5 6 6
Respond to Customer Service Requests 1,655 1,745 1,800 1,820 1,850
Respond to Work Order Requests 6,894 6,575 7,000 6,927 7,200
CTR Program 80% Designed/Implemented 22/100% 22/100% 24/100% 24/100% 24/100%
Lease 100%of Airport Property 85% 80% 85% 80% 80%
Respond to Noise Complaints Within 24 hrs 8/10 41/41 41/41 5/10 7/10
Utility Systems
Water Utility
CIP Projects constructed 3 3 6 3 7
Design of CIP Completed, Number 3 3 4 3 8
Outside Funding for CIP Projects, % 14% 52% 5% 0% 0%
Wastewater Utility
CIP Projects constructed 3 5 3 1 2
Design of CIP Completed, Number 3 4 5 4 4
Outside Funding for CIP Projects, % 0% 0% 0% 0% 0%
Surface Water Utility
CIP Projects constructed 6 4 5 4 5
Design of CIP Completed, Number 7 4 6 6 6
Outside Funding for CIP Projects, % 0.30% 2.00% 1% 1% 3%
Responded to Customer Service Requests 70 50 60 1,208 1,500
% 15% 15% 15% 15% 15%
Solid Waste Utility
Special Collection Events,Total Tons 2/199 2/200 2/230 2/207 2/220
Household Hazardous Waste Workshops, Nun 33 45 30 45 30
Residential Diversion, % 49% 55% 53% 55% 55%
Multifamily Diversion, % 9% 9% 9% 11% 11%
Solid Waste, Garbage Total Tons 45,078 42,000 41,000 48,146 45,000
Operating Budget—Planning/Building/Public Works
3-145
Planning/Building/Public Works Department-- Performance and Workload Indicators (2 of 2)
2004 2005 2006 2006 2007
Maintenance Services Actual Actual Forecast Actual Forecast
Street Maintenance
Street Asphalt Repair, sq.ft. 132,343 184,189 205,000 318,750 320,000
Utility Cut Patching,sq.ft. 53,048 63,131 65,000 60,814 65,000
Cracked Sealed City Streets, lineal ft. 33,986 140,658 145,000 2,120 80,000
Streetside Vegetation Mowing, Swath Miles 511 583 550 446 550
Snow/Ice Control, Lane Miles 2,129 204 600 1,351 1,000
Sidewalk Repairs, Labor Days 119 400 350 280 300
Surface Water Maintenance
Clean Storm Lines, Lineal Feet 85,252 59,386 70,000 54,451 70,000
Refurbish Catch Basins 30 32 30 90 30
Clean Catch Basins 5,510 1,122 1,800 943 1,800
TV Inspections, Feet 4,453 6,578 5,500 1,797 2,000
Backup Reduction, Catch Basins 10,129 7,601 9,000 10,294 9,000
Water Maintenance
Conduct Leak Detection on Water
Mains/Lineal Feet 93,530 129,100 135,000 125,000 135,000
Test City Water for High Quality, Samples 446 421 800 744 750
Inspect/Operate Hydrants 5,418 2,741 5,000 3,304 3,365
Meter Reading, Routes 615 587 600 637 640
New Main Connections,Tie-in 58 65 70 58 60
Wastewater Maintenance(Sewer)
Clean Sewer Line, Lineal Feet 214,050 170,493 150,000 174,524 150,000
TV Inspect, Lineal Feet 146,846 116,324 142,000 93,777 120,000
Wet Well Washing 249 284 252 252 275
Root Cut Lines, Lineal Feet 30,898 26,341 20,000 10,985 18,000
Manhole Cleaning 1,918 2,010 2,500 2,030 2,000
Solid Waste/Litter Control Program
Trash Collected,Tons 63 134 125 141 150
Equipment Services
Vehicle Services and Repairs 2,315 2,350 2,400 2,493 2,500
Replacement, Number of Vehicles 13 29 19 26 32
Outfitted, Number of Vehicles 4 15 10 9 15
Operating Budget-Planning/Building/Public Works
3-146
Planning/Building/Public Works Position Listing (1 of 6)
2004 2005 2006 2006 2007
Grade Title Actual Actual Adj Budget Actual Budget
Public Works Administration
M49 Ping/Bldg/Public Works Administrator 1.0 1.0 1.0 1.0 1.0
M24 Principal Finance and Admin Analyst 1.0 0.8 0.8 0.8 0.8
N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
A05 Office Assistant III 0.5 0.5 0.5 0.5 0.5
A03 Office Assistant II 0.5 0.5 0.5 0.5 0.5
Total Administration Division 4.0 3.8 3.8 3.8 3.8
Development Services Division
Administration
M38 Dev Services Director 1.0 1.0 1.0 1.0 1.0
A09 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0
Total Administration 2.0 2.0 2.0 2.0 2.0
Development and Planning
M33 Current Planning Manager 0.0 0.0 1.0 1.0 1.0
M32 Principal Planner 1.0 1.0 0.0 0.0 0.0
A24 Senior Planner 0.0 0.0 3.0 3.0 3.0
A23 Senior Planner 3.0 3.0 0.0 0.0 0.0
A20 Associate Planner 0.0 0.0 1.0 1.0 1.0
A19 Associate Planner 2.0 2.0 0.0 0.0 0.0
A19 Code Compliance Inspectors 0.0 0.0 2.0 2.0 2.0
A18 Code Compliance Inspectors 2.0 2.0 0.0 0.0 0.0
A16 Assistant Planner 0.0 0.0 1.0 1.0 1.0
A09 Planning Technician 1 0.0 0.0 1.0 1.0 1.0
A05 Secretary 1 1.0 1.0 1.0 1.0 1.0
A03 Office Assistant 11 1.0 1.0 0.0 0.0 0.0
Total Development and Planning 10.0 10.0 10.0 10.0 10.0
Public Works Inspections and Permits
M33 Development Engineering Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer 111 1.0 1.0 1.0 1.0 1.0
A23 Engineering Specialist III 3.0 3.0 3.0 3.0 3.0
A24 Lead Construction Inspector 1.0 1.0 1.0 1.0 1.0
A21 Construction Inspector 11 (2.0 FTE LT) 4.0 4.0 4.0 4.0 8.0
A19 Engineering Specialist II 0.7 0.7 0.7 0.7 0.7
A18 Dev Services Representative 1.0 1.0 1.0 1.0 1.0
A14 Construction Inspector 1 1.0 1.0 1.0 1.0 0.0
A08 Lead Office Assistant 1.0 1.0 1.0 1.0 1.0
Total Inspections and Permits 13.7 13.7 13.7 13.7 16.7
Operating Budget-Planning/Building/Public Works
3-147
Planning/Building/Public Works Position Listing (2 of 6)
2004 2005 2006 2006 2007
Grade Title Actual Actual Adj Budget Actual Budget
Building Inspections and Permits
M32 Building Official 1.0 1.0 1.0 1.0 1.0
A23 Building Plan Reviewer 1.0 1.0 1.0 1.0 1.0
A21 Building Inspector/Electrical 2.0 2.0 2.0 2.0 2.0
A21 Building Inspectors/Combination(2.0 FTE L.T) 5.0 5.0 5.0 5.0 7.0
A19 Enrgy Plns Reviewer/Permit Rep 0.0 0.0 0.0 0.0 1.0
A18 Dev Services Representative 1.0 1.0 1.0 1.0 0.0
A10 Permit Technician 2.0 2.0 2.0 2.0 2.0
A07 Secretary II 1.0 1.0 1.0 1.0 1.0
Total Building Inspections and Permits 13.0 13.0 13.0 13.0 15.0
Total Development Services Division 38.7 38.7 38.7 38.7 43.7
Transportation Systems Division
Administration
M45 Deputy PBPW Admin-Transportation 0.0 0.0 0.0 0.0 1.0
M38 Transportation Systems Director 1.0 1.0 1.0 1.0 0.0
A09 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0
A05 Secretary 1 1.0 1.0 1.0 1.0 1.0
Total Administration 3.0 3.0 3.0 3.0 3.0
Transportation Planning
M33 Transportation Planning Supervisor 1.0 1.0 1.0 1.0 1.0
A29 Program Development Coordinator II 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer 111 (1.5 Limited Term) 1.5 1.5 1.5 1.5 1.5
A24 Transportation Planner 1.0 1.0 1.0 1.0 1.0
A19 Civil Engineer 1 1.0 1.0 1.0 1.0 1.0
Total Transportation Planning 5.5 5.5 5.5 5.5 5.5
Transportation Design
M33 Transportation Design Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer 111 2.0 2.0 4.0 4.0 4.0
A23 Civil Engineer 11 1.0 1.0 0.0 0.0 0.0
A23 Engineering Specialist III 1.0 1.0 1.0 1.0 1.0
Total Transportation Design 5.0 5.0 6.0 6.0 6.0
Operating Budget-Planning/Building/Public Works '
3-148
Planning/Building/Public Works Position Listing(3 of 6)
2004 2005 2006 2006 2007
Grade Title Actual Actual Adj Budget Actual Budget
Transportation Operations/Maintenance
M33 Transportation Operations Manager 1.0 1.0 1.0 1.0 1.0
M27 Transportation Maint Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III (0.5 Limited Term) 1.5 1.5 1.5 1.5 1.5
A23 Engineering Specialist III 2.0 2.0 2.0 2.0 2.0
A21 Signal/Electronics Sys Tech II 5.0 5.0 4.0 4.0 4.0
A17 Signal/Electronics Sys Tech 1 0.0 0.0 1.0 1.0 1.0
A17 Traffic Sign and Paint Supervisor 1.0 1.0 1.0 1.0 1.0
A13 Signal/Electronics System Assistant II 0.0 0.0 1.0 1.0 1.0
Al2 Traffic Maintenance Worker II 3.0 3.0 3.0 3.0 3.0
Al2 Signal/Electronics System Assistant 11 0.0 1.0 0.0 0.0 0.0
A09 Signal/Electronics System Assistant 1 1.0 0.0 0.0 0.0 0.0
A05 Office Assistant III 0.5 0.5 0.5 0.5 0.5
Total Transportation Operations/Maintenance 16.0 16.0 16.0 16.0 16.0
Airport
M32 Airport Manager 1.0 1.0 1.0 1.0 1.0
A23 Airport Operations Specialist 1.0 1.0 1.0 1.0 1.0
All Airport Maintenance Worker 2.0 2.0 2.0 2.0 2.0
A07 Secretary II 1.0 1.0 1.0 1.0 1.0
A05 Secretary 1 0.0 0.0 0.0 0.0 0.0
Total Airport 5.0 5.0 5.0 5.0 5.0
Total Transportation Systems Division 34.5 34.5 35.5 35.5 35.5
Utility Systems Division
Administration
M38 Utility Systems Director 1.0 1.0 1.0 1.0 1.0
A09 Admin Secretary 1 1.0 1.0 1.0 1.0 1.0
A07 Secretary II 1.0 1.0 1.0 1.0 1.0
A03 Office Assistant 11 0.5 0.5 0.5 0.5 0.5
A19 Accounting Supervisor 0.0 0.0 1.0 1.0 1.0
A09 Accounting Assistant IV 0.0 0.0 3.0 3.0 3.0
Total Utility Systems Administration 3.5 3.5 7.5 7.5 7.5
Water Utility Systems
M33 Utility Engr Supervisor 1.0 1.0 1.0 1.0 1.0
A31 Utility GIS/Engineer 0.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III 2.0 1.0 1.0 1.0 1.0
A23 Civil Engineer II 1.0 1.0 1.0 1.0 1.0
A23 Engineering Specialist 111 0.5 0.5 0.5 0.5 0.5
A19 Engineering Specialist II 2.0 2.0 2.0 2.0 2.0
A13 Program Specialist 0.5 0.5 0.5 0.5 0.5
Total Water Utility Systems 7.0 7.0 7.0 7.0 7.0
Operating Budget-Planning/Building/Public Works
3-149
Planning/Building/Public Works Position Listing (4 of 6)
2004 2005 2006 2006 2007
Grade Title Actual Actual Adj Budget Actual Budget
Wastewater Utility Sys and Tech Svcs
M33 Utility Engineering Supervisor 1.0 1.0 1.0 1.0 1.0
A29 Mapping Coordinator 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer I11 2.0 2.0 2.0 2.0 2.0
A25 Property Services Agent 0.0 0.0 0.0 0.0 0.0
A23 Engineering Specialist 111 3.5 3.5 3.5 3.5 3.5
A19 Engineering Specialist II (1.0 Limited Term) 1.0 1.0 1.0 1.0 0.0
Total Wastewater Utility Sys and Tech Svcs 8.5 8.5 8.5 8.5 7.5
Surface Water Utility Systems
M33 Utility Engineering Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer 111 2.0 3.0 3.0 3.0 3.0
A23 Civil Engineer II 2.0 1.0 1.0 1.0 1.0
A19 Engineering Specialist II 0.3 0.3 0.3 0.3 0.3
Total Surface Water Utility Systems 5.3 5.3 5.3 5.3 5.3
Solid Waste Utility Systems
M25 Solid Waste Coordinator 1.0 1.0 1.0 1.0 1.0
A13 Program Specialist 0.5 0.5 0.5 0.5 1.0
Total Solid Waste Utility Systems 1.5 1.5 1.5 1.5 2.0
Total Utility Systems Division 25.8 25.8 29.8 29.8 29.3
Maintenance Services Division
Maintenance Administration
M38 Maintenance Services Director 1.0 1.0 1.0 1.0 1.0
M26 Waste Water/Special Operations Manager 0.5 0.5 0.5 0.5 0.5
A23 Pavement Mgmt Technician 0.0 0.0 0.0 0.0 1.0
A17 Maintenance Buyer 1.0 1.0 1.0 1.0 1.0
A17 Pavement Mgmt Technician 1.0 1.0 1.0 1.0 0.0
A08 Purchasing Assistant 0.0 0.0 0.0 0.0 1.0
A07 Purchasing Assistant 1.0 1.0 1.0 1.0 0.0
A07 Secretary II 1.0 1.0 1.0 1.0 1.0
A05 Office Assistant 111 1.0 1.0 1.0 1.0 1.0
Total Maintenance Administration 6.5 6.5 6.5 6.5 6.5
Operating Budget-Planning/Building/Public Works
3-150
Planning/Building/Public Works Position Listing (5 of 6)
2004 2005 2006 2006 2007
Grade Title Actual Actual Adj Budget Actual Budget
Streets/Solid Waste Maintenance Services
A23 Street Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0
A16 Lead Maint Services Worker 2.0 2.0 2.0 2.0 2.0
Al2 Maint Services Worker III/Street 8.0 10.0 8.0 8.0 9.0
A08 Maint Services Worker II/Street 4.0 2.0 4.0 4.0 4.0
A04 Solid Waste Mtc Worker 1.0 1.0 1.0 1.0 1.0
Total Streets/Solid Waste Maintenance Service 16.0 16.0 16.0 16.0 17.0
Wastewater/Surface Water Maintenance Services
M26 Waste Water/Special Operations Manager 0.5 0.4 0.4 0.4 0.4
A23 Wastewater Maint Supr(Waste/Surface Water) 1.0 1.0 1.0 1.0 1.0
A16 Lead Maintenance Services Worker 1.0 1.0 1.0 1.0 1.0
A14 Lift Station Technician 2.0 2.0 2.0 2.0 2.0
Al2 Maintenance Svc Wkr III (Waste/Surface Water) 6.0 6.0 7.0 7.0 7.0
Total Waste Water/Surface Water Maint Sery 10.5 10.4 11.4 11.4 11.4
Water Maintenance Services
M33 Water Maintenance Manager 1.0 1.0 1.0 1.0 1.0
M26 Waste Water/Special Operations Manager 0.1 0.1 0.1 0.1 0.1
A21 Water Maintenance Services Supervisor 1.0 1.0 1.0 1.0 1.0
A21 Water Utility Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0
A18 Lead Wtr Utility Pump Sta Mech 0.0 0.0 0.0 0.0 1.0
A17 Water Quality/Treatment Plant Operator 2.0 2.0 3.0 3.0 3.0
A17 Pump Station Mechanic 0.0 0.0 1.0 1.0 0.0
A16 Lead Maintenance Services Worker 2.0 2.0 2.0 2.0 2.0
A15 Water Utility Maint Technician 1.0 1.0 1.0 1.0 1.0
Al2 Maintenance Services Worker III 7.0 9.0 7.0 7.0 8.0
A08 Maintenance Services Worker II 3.0 1.0 3.0 3.0 3.0
A05 Water Meter Reader 3.0 3.0 3.0 3.0 3.0
Total Water Maintenance Services 21.1 21.1 23.1 23.1 24.1
Operating Budget-Planning/Building/Public Works
3-151
Planning/Building/Public Works Position Listing(6 of 6)
2004 2005 2006 2006 2007
Grade Title Actual Actual Adj Budget Actual Budget
Equipment Maintenance Services
M30 Fleet Manager 1.0 1.0 1.0 1.0 1.0
A17 Lead Vehicle and Equipment Mechanic 2.0 2.0 2.0 2.0 2.0
A13 Vehicle and Equipment Mechanic 1 3.0 3.0 3.0 3.0 3.0
All Fleet Management Technician 0.0 0.0 0.0 0.0 1.0
A09 Fleet Maintenance Technician 1.0 1.0 1.0 1.0 0.0
A09 Mechanic's Assistant 1.0 1.0 1.0 1.0 1.0
Total Equipment Maintenance Services 8.0 8.0 8.0 8.0 8.0
Total Maintenance Services Division 62.0 62.0 65.0 65.0 67.0
Total Public Works Department 165.0 164.8 172.8 172.8 179.3
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Operating Budget-Planning/Building/Public Works
3-152
Other City Services
t
Other City Services
Mission Statement
Provide for miscellaneous payments that benefit all City departments.
Overview of Other City Services
The Finance Division manages this accounting department. The primary activity is to receive
revenue and to make property and liability payments to the insurance fund, interfund payments,
intergovernmental payments, limited general obligations debt payments, and employee
termination payments.
Expenditure Budget by Division—Other City Services
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Other City Services 4,575,694 4,617,795 4,576,647 4,496,977 4,378,851 -4.3%
Limited Tax General Obligation Bo 2,658,510 2,535,320 2,812,600 2,751,849 6,070,465 115.8%
Operating Total 7,234,204 7,153,115 7,389,247 7,248,826 10,449,316 41.4%
s
Expenditure Budget by Category—Non-Departmental— Other City Services
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Regular Salaries -129 0 0 0 0 N/A
Part-Time Salaries 0 211,890 214,500 269,460 214,500 0.0%
Disaster Response Overtime 206,271 0 26,000 4,181 0 -100.0%
Personnel Benefits 863,348 1,239,368 2,011,400 1,907,924 2,412,967 20.0%
Other Services and Charges 2,210,723 2,148,520 2,240,797 2,228,989 1,634,684 -27.0%
Intergovernmental Services 1,294,116 1,018,017 83,950 86,423 116,700 39.0%
Capital Outlay 1,365 0 0 0 0 N/A
Operating Total 4,575,694 4,617,795 4,576,647 4,496,977 4,378,851 -4.3%
Operating Budget—Other City Services
3-153
Expenditure Budget by Category—Limited Tax General Obligation Bonds—Other City Services
2004 2005 2006 2006 2007 Change
Actual Actual Adj Bdgt Actual Budget 06/07
Debt Service:
Principal 1,092,578 965,738 1,073,100 1,073,350 1,111,900 3.6%
Interest 1,565,932 1,579,583 1,726,800 1,678,499 2,636,900 52.7%
Operating Transfer Out 233,000 0 0 0 2,313,465 100.0%
Other Debt Services Costs 0 0 12,700 0 8,200 -35.4%
Total Limited Tax General
Obligation Bonds 2,891,510 2,545,321 2,812,600 2,751,849 6,070,465 115.8% so
Department by Fund/Department
The Finance Division manages the following:
Operating Section
0001005 General Fund Non-departmental
201 1997 LIM GO Bonds, City Hall '
215 General Government Misc. Debt Services
Operating Budget—Other City Services '
3-154
serous
WM
4M Debt Sew
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Introduction
,,. The Debt Services section provides an extensive overview of the City's debt program. It
includes financial data on debt limitations,property tax rates and property tax revenues, long-
term debt service requirements, limited(non-voted) general obligation debt per capita, individual
.. debt summaries, and a schedule of the City's overall outstanding debt.
Projected Limitation of Indebtedness for General Purposes City and Overlapping Tax Rates and
+r. Property Tax Revenue shows debt margin availability from 2002 to 2011. It also provides an
overview of the City's outstanding debt, including the total debt availability from 2002 through
2011. The table also includes a breakdown of property tax rates and property tax revenues.
r
Debt Margin Availability describes the City's long-term debt program and shows the various
forms of debt.
Debt Margin Availability
$270
$240 0 Non-Vote
—F Vote
234.8
' $210
223.6
212.9
$180 202.3
192.2
182.5
$150 166.1
—O 157.6
O 137.4 142.7
C $120
O
$90
105.5
96.4
87.7
$60 75.1 79.5
68.9 72.0
67.9
56.4 58.5
$30
$0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Projected
Debt Service
4-1
Projected Limitation of Indebtedness for General Purposes, City and Overlapping Tax Rates and
Property Tax Revenue (I of 2)
YEAR 2002 2003 2004 2005
INDEBTEDNESS FOR GENERAL PURPOSES:
Assessed Valuation(AV)Used for Next Yr's Levy/Rates $5,593,880,488 $5,793,213,325 $6,372,632,122 $6,697,750,147
WITHOUT A VOTE:
Legal Limit: 1.5% AV 83,908,207 86,898,200 95,589,482 100,466,252
General Obligation Bonds Outstanding 28,272,581 29,302,008 28,238,152 27,156,447
Installment Notes/Contracts Outstanding 167,440 139,972 111,250 81,217
Total Outstanding Debt 28,440,021 29,441,980 28,349,402 27,237,664
Less:Amount Available for Debt Service 977,826 1,057,418 1,690,041 1,830,745
DEBT MARGIN WITHOUT A VOTE $56,446,012 $58,513,638 $68,930,121 $75,059,333 ,
WITH A 3/5%VOTE:
Legal Limit: 2.50%of AV $139,847,012 $144,830,333 $159,315,803 $167,443,754
Outstanding Debt 3,030,000 2,665,000 2,280,000 1,870,000
Less:Amount in Debt Service Funds 560,698 574,513 572,661 576,035
DEBT MARGIN AVAILABLE WITH VOTE $137,377,710 $142,739,846 $157,608,464 $166,149,789
TOTAL DEBT MARGIN AVAILABLE $193,823,723 $201,253,484 $226,538,585 $241,209,122
CITY AND OVERLAPPING TAX RATES: ,
(Per$1000 of Assessed Value)
City of Renton General Levy $3.26036 $3.18871 $3.16022 $3.14843
City of Renton Special Levy 0.09397 0.08865 0.08322 0.07861
TOTAL CITY OF RENTON TAX RATE $3.35433 $3.27736 $3.24344 $3.22704
King County 1.44949 1.34948 1.43146 1.38229
Port of Seattle 0.18956 0.25895 0.25402 0.25321
Hospital District#1 0.09643 0.09254 0.09200 0.09039
Renton School District#403 3.11288 2.98691 3.48578 3.99250
State of Washington 2.98946 2.89680 2.75678 2.68951
Emergency Medical Services 0.25000 0.24143 0.23717 0.23182
TOTAL PROPERTY TAX RATE $11.44215 $11.10347 $11.50065 $11.86676
PROPERTY TAX REVENUE:
General Levy $17,871,034 $18,832,893 $19,589,250 $21,109,939
Special Levy 510,660 519,913 520,855 522,756
TOTAL PROPERTY TAXES $18,381,694 $19,352,806 $20,110,105 $21,632,695
Source of Information:
Assessed Valuation,and Property Tax Rates: 2002-2007 King County Department of Assessments.
Debt Margin: City of Renton Finance Division.
Debt Service ,
4-2
�. Projected Limitation of Indebtedness for General Purposes, City and Overlapping Tax Rates and
Property Tax Revenue (2 of 2)
.. Projected
2006 2007 2008 2009 2010 2011
$7,334,476,542 $7,701,200,369 $8,086,260,388 $8,490,573,407 $8,915,102,077 $9,360,857,181
110,017,148 115,518,006 121,293,906 127,358,601 133,726,531 140,412,858
44,094,501 45,584,314 44,017,552 41,938,001 39,733,001 37,464,001
49,813 16,602 0 0 0 0
44,144,314 45,600,916 44,017,552 41,938,001 39,733,001 37,464,001
1,981,007 2,080,057 2,184,060 2,293,263 2,407,926 2,528,323
$67,853,841 $71,997,147 $79,460,414 $87,713,863 $96,401,457 $105,477,179
$183,361,914 $192,530,009 $202,156,510 $212,264,335 $222,877,552 $234,021,430
1,440,000 985,000 505,000 0 0 0
585,308 614,573 645,302 677,567 711,446 747,018
$182,507,222 $192,159,583 $202,296,812 $212,941,902 $223,588,997 $234,768,447
$250,361,063 $264,156,730 $281,757,226 $300,655,766 $319,990,454 $340,245,627
$3.04482 $2.82148 $2.89467 $2.78386 $2.67733 $2.67733
0.07088 0.06252 0.06397 0.06077 0.05773 0.05773
$3.11570 $2.88400 $2.95864 $2.84463 $2.73506 $2.73506
1.32869 1.28956 1.30246 1.31548 1.32863 1.34192
0.23330 0.23158 0.23390 0.23623 0.23860 0.24098
0.05900 0.55652 0.56209 0.56771 0.57338 0.57912
y 3.95970 3.44659 3.48106 3.51587 3.55103 3.58654
2.49787 2.32535 2.34860 2.37209 2.39581 2.41977
0.21982 0.20621 0.20827 0.21035 0.21246 0.21458
$11.41408 $10.93981 $11.09501 $11.06236 $11.03497 $11.11797
$22,076,707 $23,646,892 $24,638,167 $25,456,875 $26,271,071 $27,072,035
514,100 516,000 519,000 519,000 539,760 561,350
$22,590,807 $24,162,892 $25,157,167 $25,975,875 $26,810,831 $27,633,385
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Debt Service
4-3
Property Tax Allocation among Overlapping Jurisdictions
Emergency Medical-$21 ,
2%
State of Washington- City of Renton-$288
$233 26%
21%
2
r 2
�a f
King County- $129
12%
Renton Schools- $345
32%
Port of Seattle- $23
2%
Hospital District- $56 ,
5%
This chart provides the percentage breakout and the total property Ytaxes paid by all taxpayers
within the City of Renton. These tax totals are based on$100,000 assessed valuation.
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Debt Service
4-4
.. Long-Term Debt
The long-term debt table below describes the City's long-term debt program and shows the
.. various forms of debt.
The City's long-term debt is accounted for in three areas: 1) General Obligation Long Term debt
r. (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
r Contact/Lease debt); and 3) Special Assessment Long Term debt(special assessment payments
from participants in each special assessment district are used to satisfy this debt). The City is in
compliance with all Washington State debt limitation statutes and bond indenture agreements.
+� The City's most current bond ratings from Fitch, and Standard and Poor rating agency for
General Obligation Bonds and Revenue Bonds are AA- and AA-, respectively.
The below table is a summary of long-term debt transactions of the City for the year ending
December 31, 2006.
r General
Obligation Public Works Total
Long Term Revenue Trust Fund Contract/ Long-term
Item Debt Bonds Loans Lease Debt Debt
Outstanding 1/01/06 $29,107,664 $35,790,000 $11,581,163 $8,622 $76,487,449
Issued $17,980,000 $0 $0 $24,500 $18,004,500
M Redeemed $1,503,350 $1,950,000 $889,143 $8,622 $4,351,115
Outstanding 12/31/06 $45,584,314 $33,840,000 $10,692,020 $24,500 $90,140,834
Debt Service
4-5
Debt Service Requirement to Maturity Long-Term Debt Summary as of December 31, 2006
(dollars in thousands).
General Obligation Revenue Public Works Trust Contract/ Total ,
Long Term Debt Bonds Fund Loans Leases Debt Long-Term Debt
Year Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest
2007 1,567 2,694 2,025 1,529 889 90 8 0 4,489 4,313
2008 2,079 2,699 2,105 1,446 889 81 8 0 5,081 4,226
2009 2,205 2,549 2,185 1,368 889 73 8 0 5,287 3,990
2010 2,269 1,975 2,265 1,284 889 64 0 0 5,423 3,323
2011 2,353 1,884 2,355 1,195 889 56 0 0 5,597 3,135
2012 2,467 1,786 2,455 1,092 889 47 0 0 5,811 2,925
2013 2,580 1,661 1,355 991 864 38 0 0 4,799 2,690
2014 2,701 1,532 1,340 947 693 30 0 0 4,734 2,509
2015 2,833 1,391 1,395 888 688 24 0 0 4,916 2,303
2016 2,745 1,243 1,025 824 594 18 0 0 4,364 2,085
2017 2,870 1,107 1,075 776 380 13 0 0 4,325 1,896
2018 2,430 960 1,130 726 331 11 0 0 3,891 1,697
2019 2,560 835 1,185 667 331 9 0 0 4,076 1,511
2020 2,700 704 1,245 605 331 7 0 0 4,276 1,316
2021 2,830 569 1,310 540 331 6 0 0 4,471 1,115
2022 1,285 428 1,380 472 300 4 0 0 2,965 904
2023 1,040 361 1,450 401 257 3 0 0 2,747 765
2024 1,095 306 1,520 328 258 1 0 0 2,873 635
2025 1,155 249 1,600 252 0 0 0 0 2,755 501
2026 1,210 191 1,680 172 0 0 0 0 2,890 363
2027 1,275 131 1,760 88 0 0 0 0 3,035 219
120281 1,335 67 0 0 0 0 0 0 1,335 67
Total 1 $45,584 $25,3221 $33,840 $16,5911 $10,692 $575 $24 $1 $90,141 $42,489
This table shows the schedule for debt service requirements to maturity for the City's long-term
debt.
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Debt Service
4-6
The Limited Tax General Obligation Debt through 2028 graph summarizes the City's limited tax
general obligation debt from 2007 through 2028. Limited tax general obligation debt is incurred
without the vote of the Renton populace while unlimited tax general obligation debt is incurred
.. with voter approval.
The Limited Tax General Obligation Debt Per Capita table further calculates limited tax general
.. obligation debt per capita.
Limited Tax General Obligation Debt through 2028
LIMITED TAX GENERAL OBLIGATION DEBT SERVICE
$5,000
$4,500
$4,000
a $3,500
o' $3,000
$2,500
$2,000
o $1,500
E $1.000
$500
Ifo 10, lf31 le ry0�5 X 11 ION" le#1 le X0,9 lf+0 101 4`l 1P re `fP ry0ro 01 re
■Other LTGO Debt ■2001 LTGO(Parking Garage) O 2002 LTGO(Fre Station)
Limited Tax General Obligation Debt Per Capita
Limited Tax GO
Annual Debt Svc
r Year Amounts in 000's Population Per Capita
2007 3,744 58,360 $64.15
2008 4,259 58,748 $72.50
2009 4,236 59,139 $71.63
2010 4,245 59,532 $71.31
2011 4,237 59,928 $70.70
2012 4,253 60,326 $70.50
2013 4,241 60,728 $69.84
2014 4,233 61,131 $69.24
2015 4,224 61,538 $68.64
2016 3,988 61,947 $64.38
2017 3,977 62,359 $63.78
2018 3,390 62,774 $54.00
2019 3,395 63,191 $53.73
2020 3,404 63,612 $53.51
2021 3,399 64,035 $53.08
2022 1,713 64,460 $26.57
2023 1,401 64,889 $21.59
2024 1,401 65,321 $21.45
2025 1,404 65,755 $21.35
2026 1,401 66,192 $21.17
2027 1,406 66,632 $21.10
2028 1,402 67,075 $20.90
Notes:
1. The 2001 LTGO(Parking Garage),2002 LTGO(Fire Station)Debt Service and Valley Communications debt is
included in the Limited Tax GO Annual Debt Service column of this table.
2. Population projections,2007-2028,estimated by the City of Renton Finance&IS Department on a yearly
approximate percentage increase,based on previous history.
Debt Service
4-7
Outstanding Debt ••�
This table provides a schedule of all the City's outstanding debt for limited and unlimited tax
general obligation bonds, installment contracts,revenue bonds, Public Works Trust Fund loans,
capital leases, and local improvement district(LID) bonds and notes. The table further outlines
interest rates, issue and maturity dates, and the total amount of debt issued. It also provides a
financial summary of the outstanding status of the debt.
Interest Issue Maturity Total Amt Outstanding
Item Rates Date Date Issued 1/1/2006 Issued Redeemed 12/31/2006
General Obligation Bonds:
Limited
1996 G O Bonds 4.25%-5.40% 10/15/96 10/15/06 553,337 111,670 0 111,670 0
1997 G O Refunding Bonds 5.25%-5.55% 05/01/97 12/01/06 2,683,827 429,033 0 429,033 0
1997 G O Bonds 5.55%-5.75% 05/01/97 12/01/17 14,697,744 2,037,744 0 198,243 1,839,501 _.
2000 G O Valley Communications 5.31% 09/15/00 12/01/15 2,551,600 1,908,000 0 153,000 1,755,000
2001 G O Refunding Bonds 2.10%-4.85% 10/18/01 12/01/17 13,505,000 13,195,000 0 0 13,195,000
2001 G O Bonds 4.90%-5.00% 10/18/01 12/01/21 6,000,000 6,000,000 0 0 6,000,000
2002 G O Bonds 2.50%-5.00% 07/15/02 12/01/22 3,895,000 3,475,000 0 150,000 3,325,000
2006 G O Bonds 4.25%-5.00% 08/08/06 12/01/28 17,980,000 0 17,980,000 0 17,980,000
Subtotal Limited GO 1 61,866,5081 27,156,447 17,980,000 1,041,9461 44,094,501
Unlimited
1993 G O Refunding Bonds-Sr.Housing 2.70%-5.20% 09/01/93 02/01/09 4,270,000 1,870,000 0 430,000 1,440,000
Subtotal Unlimited GO 4,270,000 1,870,000 0 430,000 1,440,000
Total General Obligation Bonds 66,136,508 29,026,447 17,980,000 1,471,946 45,534,501
Installment Contracts:
Certificates of Participation 4.51% 09/01/98 06/01/08 278,172 81,217 0 31,404 49,813
Total Installment Contracts 278,172 81,217 0 31,4041 49,813
Total General Obligation Debt 66,414,680 29,107,664 17,980,000 1,503,3501 45,584,314
Revenue Bonds:
1998 Water/Sewer Refunding 3.70%-5.10% 03/01/98 06/01/13 6,120,000 4,550,000 0 520,000 4,030,000
1999 Golf System Refunding 3.25%-5.30% 04/01/99 12/01/15 5,040,000 3,360,000 0 270,000 3,090,000
2002 Water/Sewer 2.50%-5.25% 07/01/02 12/01/22 11,980,000 11,610,000 0 110,000 11,500,000
2003 Water/Sewer Refunding 2.00%-3.70% 10/01/03 06/01/13 8,035,000 5,935,000 0 1,050,000 4,885,000
2004 Water/Sewer 3.55%-5.00% 11/1/04 12/1/27 10,335,000 10,335,000 0 0 10,335,000
Total Revenue Bonds 1 41,510,000 35,790,000 0 1,950,000 33,840,000
Public Works Trust Fund Loans:
Sierra Hts Sewer Impry 3.00% 10/20/92 07/01/12 888,462 179,500 0 25,642 153,858
Central Renton Sewer Replacement 1.00% 06/14/93 07/01/15 1,631,800 803,903 0 87,483 716,420
East Renton Interceptor 2.00% 06/14/93 07/01/13 2,542,704 1,076,560 0 134,570 941,990
Dayton Avenue NE 2.00% 05/24/94 07/01/14 96,958 45,928 0 5,103 40,825
NE 27th/Aberdeen Drainage Improvement 1.00% 06/27/95 07/01/15 731,000 425,897 0 42,590 383,307
E Kennydale Interceptor 2.00% 06/26/96 07/01/16 2,093,740 1,285,398 0 116,855 1,168,543
Honeycreek Interceptor 2.00% 06/26/96 07/01/16 1,840,568 1,065,592 0 96,872 968,720
Corrosion Control Treatment Facilities 1.00% 03/26/96 07/01/17 1,106,000 592,283 0 49,357 542,926
Maplewood Wtr Treatment Improvements 0.50% 01/17/02 07/01/06 567,831 484,815 0 30,301 454,514
Construct CT Pipeline for Wells 0.50% 11/5/02 07/01/22 814,527 728,787 0 42,870 685,917
Maplewood Wtr Treatment Improvements 0.50% 07/01/04 06/30/24 4,892,500 4,892,500 0 257,5001 4,635,000
Total Public Works Trust Fund Loans 17,206,090 11,581,163 0 889,143=1
Capital Leases:
Yamaha Golf Course Carts 5.437% 04/01/00 04/01/03 80,668 0 0
Club Car Gold Course Carts 3.810% 04/01/07 04/01/10 73,780 8,622 24,500
Total Capital Leases 154,448 8,622 24,500
ITotal Outstanding Debt
Debt Service
4-8
LIMITED (NON-VOTED) TAX GENERAL OBLIGATION DEBT
1997 Limited Tax General Obligation Bonds Series B (Ordinance#4662): The 1997 Limited
Tax General Obligation Bonds Series B were issued in the amount of$14,697,743.60 and dated
May 1, 1997. The bonds consisted of$12,660,000 serial bonds, with an average interest rate of
5.79%, and $3,830,000 capital appreciation bonds ($2,037,743.60 Principal and $1,792,256.40
r' Interest), with an average interest rate of 7.79%. The capital appreciation bonds are due in years
2006, 2007, 2008 and 2009 where interest, at rates of 5.55%, 5.6%, 5.65% and 5.75%, will
accrue from date of issuance and be paid at maturity. The proceeds from the bonds were used to
1 w acquire the Main and Grady Building. The $12,660,000 serial bonds were refunded
November 1, 2001. See 2001 Limited Tax General Obligation Refunding Bonds. The
$3,830,000 capital appreciation bonds remain unrefunded. The debt service for these bonds is
accounted for in the 1997 Limited Tax General Obligation Bonds-City Hall Fund(201).
2001 Limited Tax General Obligation Refunding Bonds Series A (Ordinance #4922): The
2001 Limited Tax General Obligation Refunding Bonds Series A were issued in the amount of
$13,505,000 and dated November 1, 2001 with an average interest rate of 5.02% for purposes of
advance refunding the serial bond portion of the 1997 Limited Tax General Obligation Bonds
with an average interest rate of 5.79%. This resulted in a positive cash flow difference of
$393,062. Proceeds of the 1997 Limited Tax General Obligation Bonds were used to acquire the
Main and Grady building. Interest rate coupons on outstanding bonds range from 2.15% through
` 5.25%. The last bonds will mature December 1, 2017. The debt service for these bonds is
accounted for in the 1997 Limited Tax General Obligation Bonds - City Hall Fund(201).
2001 Limited Tax General Obligation Bonds Series B (Ordinance#4922): The 2001 Limited
Tax General Obligation Bonds Series B were issued in the amount of $6,000,000 and dated
November 1, 2001, with an average interest rate of 5.11%. The proceeds of the bonds were used
�. to finance the construction of a downtown parking facility. Interest rate coupons on outstanding
bonds range from 5.00% through 5.25%. The last bonds will mature December 1, 2021. The
debt service for these bonds is accounted for in the General Governmental Miscellaneous Debt
Service Fund(215).
2002 Limited Tax General Obligation Bonds (Ordinance #4977): The 2002 Limited Tax
General Obligation Bonds were issued in the amount of $3,895,000 and dated July 15, 2002,
with an average interest rate of 4.53%. The proceeds of the bonds were used to finance the
construction of a new fire station. Interest rate coupons on outstanding bonds range from 2.5%
through 5.00%. The last bonds will mature December 1, 2022. The debt service for these bonds
is accounted for in the General Governmental Miscellaneous Debt Service Fund(215).
2006 Limited Tax General Obligation Bonds (Ordinance#5215) were issued in the amount of
$17,980,000 and dated July 17, 2006, with an average interest rate of 4.85%. The proceeds of
the bonds were used to finance the construction of South Lake Washington infrastructure
improvements. Interest rate coupons on outstanding bonds range from 3.90% through 5.25%.
The last bonds will mature December 1, 2028. The debt service for these bonds is accounted for
in the General Governmental Miscellaneous Debt Service Fund(215).
Debt Service
4-9
r!
Valley Communications Center Development Authority Bonds (Ordinance #4836) were
issued and dated September 15, 2000 in the amount of $12,758,000 (City of Renton portion
$2,551,600) with an average interest rate of 4.74%. The bonds were issued for the purpose of
providing funds to acquire, construct and equip a new facility, including land acquisition, for the
operation of the Valley Communications Center. Valley Communications Center provides
emergency communication services, an essential government service, to the Cities of Auburn,
Federal Way, Kent, Renton, Tukwila, and other governmental agencies in South King County.
The City of Renton, in accordance with Ordinance No. 4836, is responsible for the payment of
their one-fifth share of principal and interest. Interest rate coupons on outstanding bonds range
from 4.3% through 5.375%. The last bonds will mature December 1, 2015. The debt service for
these bonds is accounted for in the General Governmental Miscellaneous Debt Service Fund
(215).
UNLIMITED (VOTED) TAX GENERAL OBLIGATION DEBT
1993 Unlimited Tax General Obligation Refunding Bonds (Ordinance #4417): The 1993
Unlimited Tax General Obligation Refunding Bonds were issued in the amount of $4,270,000
and dated September 1, 1993. The average interest rate is 4.92%. These bonds were issued for
purposes of refunding the callable portion of the outstanding 1989 Unlimited Tax General
Obligation Bonds to realize savings from a reduction in interest rates, or a savings in property tax
to homeowners of about 45 cents per year on a $100,000 home. The last bonds will be fully
redeemed on February 1, 2009. Interest rate coupons on outstanding bonds range from 5.2%
through 6.1%. The debt service on these bonds is accounted for in the 1989 Unlimited Tax
General Obligation Bonds-Senior Housing Fund(219).
CERTIFICATES OF PARTICIPATION
1998 Certificates of Participation (Resolution #3346): The 1998 Certificates of Participation
were issued through a State administered Lease Purchase agreement in September 1998 for the
purchase of Energy Conservation/Lighting Retrofit Project for the new city hall. The lease 1
agreement terms are $278,171.50 for ten (10) years at 4.51% interest. The debt service for these
certificates is accounted for in the General Governmental Miscellaneous Debt Service Fund
(215).
rl
Debt Service
4-10
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.. REVENUE BONDS
1998 Water/Sewer Refunding Revenue Bonds (Ordinance #4709): The 1998 Water/Sewer
,.� Refunding Revenue Bonds were issued in the amount of$6,120,000 and dated March 1, 1998.
The average interest rate is 4.456%. These bonds were issued to refund a portion of the 1977,
1992, and 1994 Water/Sewer Revenue Bonds. As a result of the 2003 Refunding Revenue
r Bonds, the reserve requirement is an amount equal to highest annual debt service on the bonds.
The reserve currently being held on these bonds is $726,329.
•• 1999 Golf System Refunding Revenue Bonds (Ordinance #4772): The 1999 Golf System
Refunding Revenue Bonds were issued in the amount of $5,040,000 and dated April 1, 1999.
The average interest rate is 4.9634%. These bonds were issued to refund the 1994 Golf System
Revenue Bonds. The reserve requirement is an amount equal to the least of(a) maximum annual
debt service on all outstanding bonds and parity bonds, (b) 125% of average annual debt service
on all outstanding bonds and parity bonds or (c) 10% of the proceeds of the bonds and parity
bonds. The reserve currently being held on these bonds is $441,358.
2002 Water/Sewer Revenue Bonds (Ordinance #4976): The 2002 Water/Sewer Revenue
• Bonds were issued in the amount of$11,980,000 and dated July 1, 2002. The average interest
rate is 4.80%. As a result of the 2003 Refunding Revenue Bonds, the reserve requirement is an
amount equal to the highest annual debt service of the bonds. The reserve currently being held
on these bonds is $1,496,862.
2003 Water/Sewer Refunding Revenue Bonds (Ordinance #5019): The 2003 Water/Sewer
Refunding Revenue Bonds were issued in the amount of$8,035,000 and dated October 1, 2003.
The purposes of these bonds were to defease the entire City's outstanding Water/Sewer Bonds
for 1993 and 1994. The average interest rate is 3.20%. As a result of this bond, the reserve
"""' requirement is an amount equal to the highest annual debt service of the bonds.
2004 Water/Sewer Revenue Bonds (Ordinance #5098) were issued in the amount of
$10,335,000 and dated November 1, 2004. The average interest rate is 4.330%. These bonds
were issued for the purpose of providing a part of the funds necessary to carry out the system or
plan for additions to and betterments and extensions of the waterworks utility. The reserve
requirement is an amount equal to the highest annual debt service on all revenue bonds
combined.
PUBLIC WORKS TRUST FUND LOAN DEBT
Sierra Heights Sewer Repair (CAG 92-065): This public works trust fund loan was issued in
the amount of$888,462 and dated January 20, 1992. The interest rate is 2%. This loan was for
the installation of approximately 5,500 lineal feet of 8-inch diameter gravity sewer main to
service the Sierra Heights area. This will include the neighborhood mains as well as an
interceptor line down to the existing Honey Creek Interceptor.
Debt Service
4-11
1
Central Renton Sewer Replacement (CAG 93-056/95-057): This public works trust fund loan rj
was issued in the amount of $1,631,800.47 and dated May 24, 1993. The interest rate is 1%.
This loan was for the replacement of approximately 10,400 linear feet of existing 8" concrete
sewer pipe within the Central Renton Subbasin with new 8" sewer pipe, replacement of 40-50
manholes, replacement of approximately 8,400 linear feet of alleyway as well as an
undetermined quantity of storm drainage improvements.
East Renton Interceptor (CAG 93-055): This public works trust fund loan was issued in the
amount of$2,542,704 and dated June 7, 1993. The interest rate is 1%. This loan was for the
construction of approximately 9,865 feet of 8,12,15 and 18 inch pipe from the East Renton area
(NE 4th and Duvall Ave NE) westerly along NE 4th Street southerly to the Maple Valley
Highway, installation of manholes, street restoration and landscaping.
Dayton Avenue NE (CAG 94-045): This public works trust fund loan was issued in the amount
of $96,957.47 and dated May 12, 1994. The interest rate is 2%. This loan was for the
installation of approximately 870 linear feet of 8" sanitary sewer main, 3 manholes, and 22-side
sewer stubs and street restoration including an asphalt overlay. Expansion to our current
infrastructure that will provide sanitary sewer service to a portion of an existing developed
single-family neighborhood that currently is utilizing on-site septic systems.
NE 27th/Aberdeen Drainage Improvements (CAG 95-058): This public works trust fund loan
was issued in the amount of$731,000 and dated May 15, 1995. The interest rate is 1%. This
loan was for surveying, design, permitting and construction of approximately 2,800 feet of new
18 or 24-inch stormwater pipe. The project includes manholes, catch basins, control structures,
relocation of conflicting utilities, pavement patching and overlay and restoration of all areas
disturbed by construction.
East Kennydale Interceptor (CAG 96-079): This public works trust fund loan was issued in
the amount of$2,093,740 and dated January 24, 1998. The interest rate is 2%. This loan was for
construction of approximately 5,200 linear feet of 12 to 15 inch sanitary sewer pipe, 14 sewer
manholes, replacement of the Devil's Elbow sanitary sewer lift station, 300 linear feet of 6 inch
sanitary force main, fish habitat improvements, repair of access road, and associated asphalt
patching and paving.
Honeycreek(Sunset) Interceptor (CAG 96-078): This public works trust fund loan was issued
in the amount of$1,840,568.45 and dated December 4, 1995. The interest rate is 2%. This loan
was for construction of approximately 5,785 linear feet of 15 to 18 inch sanitary sewer main, 15 nr
sewer manholes, 3,300 square yards of asphalt paving, and related appurtenances to the
construction of a sanitary sewer main.
rr
Corrosion Control Treatment Facilities (CAG 96-031/97-130): This public works trust fund
loan was issued in the amount of$1,106,000 and dated January 6, 1997. The interest rate is I%.
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.
so
Debt Service
4-12
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.. Maplewood Water Treatment Improvement (CAG 01-175): This public works trust fund
loan was issued in the amount of$425,873 and dated January 17, 2002. The interest rate is .5%.
This loan was to fund the costs to eliminate quality problems in water from the Maplewood
s.. wellfield wells.
CT Pipeline for Wells RW-1, RW-2 and RW-3 (CAG 02-082): This public works trust fund
�. loan was issued in the amount of$522,180 and dated November 5, 2002. The interest rate is
.5%. This loan was for construction of the CT detention pipeline for wells RW-1, RW-2 and
RW-3 at Liberty Park.
Maplewood Water Treatment Improvement (CAG 04-053): This public works trust fund
loan was issued in the amount of$1,030,000 and dated June 3, 2004. The interest rate is .5%.
+w This loan was to fund the costs for the construction of drinking water treatment improvements at
Maplewood.
Debt Service
4-13
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Debt Service
4-14
Capital Improvement Program
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The Capital Improvement Program of the City of Renton is supported by Transportation
Systems, the Waterworks Utility and the City-owned Renton Airport and Maplewood Golf
Course. The CIP Financial Participation table on page 5-5 summarizes the financial support and
ar projected investment in capital improvements. The tables on pages 5-5 through 5-14 provide a
more detailed look at the projected total investment.
Capital Improvement Program
5-1
Im act of Capital Improvements on Operating Budget
Impact of Capital
2007 Budget Improvements on
Major Project Summary
(thousands) Operating Budget
Information Services Division: Information Services has identified seven $ 1,317 Proposed programs
development programs for the year 2007 and four major maintenance projects to are in support of
improve citywide communication and technology. improved delivery of
constituent services,
product quality and
lowered costs of
conducting the city's
business.
Downtown Wayfinding and Intra-city Transportation Study: Signage to provide $ 300 No impacts to
clear,consistent directions for auto and pedestrian traffic to various destinations, operating budget.
attractions,and landmarks. A wayfinding system may include gateway,kiosks,
directional signs,or banners in a unified manner,enhancing the area's unique identify
and creating artistic elements in Downtown. This will help residents and visitors feel
comfortable and confident about coming Downtown,whether it is for business,culture,
or entertainment. In addition,a wayfinding system in Downtown should be expanded to
guide people from The Landing to Downtown. This system provides an opportunity for
Downtown businesses to benefit from The Landing's regional draw. In addition,this
proposal is to fund a feasibility analysis of an intra-city trolley,streetcar or some other
mode of transportation that would provide an efficient and effective connection between
the Sounder Commuter Rail Station and Boeing's Longacres Campus,the Downtown
Core,Liberty Park and Henry Moses Aquatic Center,the Landing,Southport and
Coulon Park,and Port Quendall.
Sam Chastain Waterfront Trail: The Sam Chastain Waterfront Trail will connect $ 500 No impacts to
Coulon Park to the existing Cedar River Trail/Boathouse;this project is the third phase. operating budget in
The first phase completed in 1990 included constructing a waterwalk from the terminus 2007 and 2008.
of the Cedar River Trail extending beyond the former hydrofoil building. The second Estimate a$5,000
phase completed in 2000 included boathouse/restroom improvements to the former maintenance
hydrofoil building. Easements from SECO Development, Boeing,and DNR are being operating impact in
negotiated.The project scope includes an over water trail connection on a Boeing trail 2008 and$12,000 in
easement to the City's Boathouse,park/trail improvements to the DNR property,and a 2009.
connection from the Southport Development to the DNR property. Because of the
complex easement negotiations with all parties,completion of preliminary design and
permits is estimated to occur in 2007,with construction anticipated in late 2008.
Estimated Impact on Future Operating Budgets is$5,000 in 2009,and$12,000/yr from
2010 to 2012.(This phase was first introduced as a CIP project in 2000 and re-named
in 2003 as the Sam Chastain Waterfront Trail.)
Springbrook Trail Missing Link: Construct the missing trail link from approximately $ 1,600 No impacts in
1,500'north of SW 34th Street north to SW 27th Street through the Springbrook Valley 2007/2008.
Wetlands,Wetland Mitigation Bank,as part of the 1-405 Early Mitigation Project. The Estimate a$5,000
Springbrook Trail is linked to a countywide regional trail system including the Interurban maintenance
Trail,and extends to the City of Pacific to the south,and north to South Seattle. operating impact in
2008 and beyond.
Operational Facilities Major Maintenance: This project list includes the major $ 514 Bathroom
maintenance required to preserve the value of City assets. renovations will
reduce annual
maintenance
slightly. Security
upgrades will
increase annual
maintenance
slightly.
Capital Improvement Program
5-2
Im 9act of Capital Improvements on Operating Budget continued
Public Facilities Major Maintenance: The major maintenance items are necessary in $ 1,341 No impacts to
the continuing effort to keep city buildings in sound operating order. The findings of operating or
Master Plans for the Library and the Tri-Parks area may influence those facilities maintenance
beyond the short term and the line items indicated for those areas are therefore subject budgets,projects
to significant change. are designed to
maintain asset
value. Expect
sprinkler testing
impact of+/-$1000
Parks Major Maintenance: Major maintenance projects are necessary to maintain $ 430 No impacts to
City parks in a safe,good working order. operating budget.
Projects will extend
the life of existing
facilities,increase
safety,and reduce
routine maintenance
costs.
Precision Approach: This project will fund the development of a precision approach $ 150 Estimated annual
to runway 15/33 so that the runway is available during all-weather conditions. The maintenance fee
development of a precision approach to both runways was a key recommendation in after completion of
the 2005 Airport Development Study approved by the Mayor and Council. this project is
$20,000.
820 Building Demolition: 820 Building Demolition-Development: The Boeing $ 250 Reduction in utility
Company's former avionics building that was turned back to the City in 2003 needs to costs relating to the
be demolished. The building has no use other than for storage,which is not the highest building following
and best use of the site,and the building has major structural failures in the floor. The demolition.
building,which is approximately 22,000 square feet,contains asbestos in several
areas. Demolition of the building will allow the site to be re-developed as a large
hangar.
Airport Entrance Rehabilitation: The south and north entrances into the Airport need $ 350 No impact on future
to be redesigned,re-landscaped,and a new signage system needs to be installed to operating budgets.
carry on the overall improvements occurring to the downtown. The privately financed
statue of Mr.Clayton Scott will also be worked into the design of the south entrance of
the Airport.
Duvall Ave NE: Widening roadway to 5 lanes,includes:curbs,sidewalks,storm $ 3,675 Estimated
drainage,street lighting,channelization,and bikeway from SR-900 to the North City landscape
limits. maintenance costs
for 2007 are$7,000.
Estimated impact on
the Street fund is
$2,600 annually.
Hardie Av SW Transit/Multi-modal: Add Business Access Transit(BAT)lanes in $ 4,228 The estimated
both directions;rebuild the Hardie railroad bridge;add non-motorized facilities,i.e., impact on the
multimodal trail,northbound transit-only signal at Rainier and Hardie,and curb,gutter, operating budget is
and sidewalks between Sunset Blvd.and Rainier Ave.S. $2,200 annually.
South Lake Washington Roadway Improvements: The project will construct the $ 12,354 Estimated
needed roadway improvements in the South Lake Washington area to support future landscape
redevelopment plans. New roads and intersections will be built and existing roadways maintenance costs
will be widened/extended to provide adequate future traffic flows. Redevelopment is for 2007 are
phased into 2 districts,each having their own needed roadway improvements. $14,000. Estimated
Roadways included in the project are Logan,Park,and Garden Avenues,and 6th,8th, impact on the Street
and 10th Streets. fund is$14,900
annually.
Capital Improvement Program
5-3
Impact qf Capital Improvements on Operating Budget continued
Strander Blvd/SW 27th St Connect: This project provides a critical four/five lane $ 6,222 Estimated contract
arterial that will serve as a connector to West Valley Highway(SR-181)and East Valley maintenance costs
Road,as well as an arterial connector to SR-167 from the south.The project will for 2007 are$9,000.
provide a grade-separated crossing at the Union Pacific Railroad(UPRR)and Estimated impact on
Burlington Northern Sante Fe(BNSF)railroad tracks. Segments 1 and 2 include from the Street fund is
West Valley Hwy to East Valley Road. Donated right-of-way(not shown below) $3,400 annually.
includes: Boeing-$2.5 million,Tukwila-$1.2 million, Sound Transit-$55,000 in
addition to funded right-of-way.
1
Capital Improvement Program
5-4 i
-r CIP Financial Participation (in thousands of dollars)
Capital Improvement Program
Participation by Department 2007 2008 2009 2010 2011 2012 Total
General Government 1,667 2,555 9,531 769 1,075 50 15,646
Community Services 5,201 11,140 7,870 4,732 1,161 5,851 35,955
Transportation 35,940 23,191 10,385 15,165 30,523 12,543 127,747
Airport 1,500 5,475 150 30 30 30 7,215
Golf Course 180 210 185 290 240 195 1,300
Water Utility 8,780 5,860 2,300 4,500 3,500 3,650 28,590
Wastewater Utility 2,625 2,625 2,625 2,625 2,625 2,625 15,750
Surface Water Utility 2,300 1,900 2,100 2,000 2,800 2,900 14,000
Total CIP by Department 58,192 52,956 35,146 30,110 41,954 27,844 246,202
-Indicates funds reserved
Development by Department 2007 2008 2009 2010 2011 2012 Total
General Government 1,667 2,555 9,531 769 1,075 50 15,646
Community Services 2,591 8,770 6,655 3,320 420 5,220 26,976
Transportation 35,025 22,311 9,535 13,847 29,611 11,626 121,955
Airport 625 1,575 50 30 30 30 2,340
Golf Course 0 120 20 130 50 0 320
Water Utility 4,190 3,950 540 2,100 1,100 1,100 12,980
Wastewater Utility 900 0 0 0 0 0 900
Surface Water Utility 1,585 1,310 1,510 1,410 1,860 1,160 8,835
Total CIP by Department 46,583 40,591 27,841 21,606 34,145 19,186 189,951
Major Maintenance by Department 2007 2008 2009 2010 2011 2012 Total
Community Services 2,610 2,370 1,215 1,412 741 631 8,979
Transportation 915 880 850 1,318 913 918 5,793
Airport 875 3,900 100 0 0 0 4,875
b, Golf Course 180 90 165 160 190 195 980
Water Utility 4,520 1,840 1,690 2,110 2,200 2,350 14,710
Wastewater Utility 1,725 2,625 2,625 2,625 2,625 2,625 14,850
Surface Water Utility 525 450 450 450 800 1,500 4,175
Total CIP by Department 11,350 12,155 7,095 8,075 7,469 8,219 54,361
M. Regulatory Compliance by
Department 2007 2008 2009 2010 2011 2012 Total
Water Utility 70 70 70 290 200 200 900
Surface Water Utility 190 140 140 140 140 240 990
Total CIP by Department 260 210 210 430 340 440 1,890
Capita!Improvement Program
5-5
Administration CIP
Development 2007 2008 2009 2010 2011 2012 Total
Fire Station 13 0 990 3,900 0 0 0 4,890
Fire Station 15 0 350 4,500 0 0 0 4,850
Information Services Division 1,317 1,165 1,081 719 1,025 0 5,306
Neighborhood Grant Program 50 50 50 50 50 50 300
Downtown Wayfinding&Intra-City
Transportation Study 300 0 0 0 0 0 300
Total Development 1,667 2,555 9,531 769 1,075 50 15,646
Total General Government CIP 1,667 2,555 9,531 769 1,075 50 15,646
l
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Capital Improvement Program
5-6
Community Services CIP
Development 2007 2008 2009 2010 2011 2012 Total
Black River Riparian Forest 0 0 85 100 200 2,000 2,385
Sam Chastain Waterfront Trail ** 500 4,000 0 0 0 0 4,500
Family Aquatic Center 120 120 120 120 120 120 720
Grant Matching Program 200 100 100 100 100 100 700
Maplewood Community Park
Development 0 100 300 3,000 0 3,000 6,400
New Maintenance Facility *' 96 4,000 2,000 0 0 0 6,096
North Highlands Community Center 0 250 1,750 0 0 0 2,000
Parks Long Range Plan 60 0 0 0 0 0 60
Regis Park Athletic Field Expansion 0 200 2,300 0 0 0 2,500
Springbrook Trail Missing Link 1,600 0 0 0 0 0 1,600
Tiffany Park Recreation Building 15 0 0 0 0 0 15
Total Development 2,591 8,770 6,655 3,320 420 5,220 26,976
Major Maintenance
Operational Facilities 514 632 52 52 51 51 1,352
Leased Facilities 225 0 0 0 0 0 225
Public Facilities 1,341 472 328 225 175 205 2,746
Parks Major Maintenance Projects 430 400 480 765 140 140 2,355
Irrigation System(s)Renovation 100 100 75 75 75 75 500
Ball Field Renovation Program:
Infield Mix and Irrigation 0 135 50 50 75 50 360
Pavement Repair Program: Parking
and Drives 0 133 90 90 50 0 363
Senior Activity Center: Patio Paver
Repair 0 50 0 0 0 0 50
Jones Park: Paver Repair 0 50 0 0 0 0 50
Pavement Repair Program:Trails,
Walks&Paths 0 280 90 90 10 40 510
Pavement Repair Program: Hard
Court Surfaces 0 40 10 20 120 20 210
Tree Maintenance 0 78 40 45 45 50 258
Total Major Maintenance 2,610 2,370 1,215 1,412 741 631 8,979
Total Community Services CIP 5,201 11,140 7,870 4,732 1,161 5,851 35,955
**Indicates funds reserved
i
Capital Improvement Program
5-7
Transportation CIP
Development 2007 2008 2009 2010 2011 2012 Total `
1%for the Arts 60 30 30 50 30 30 230
Arterial HOV Program 5 5 0 0 0 0 10
Arterial Rehab. Prog. 240 360 760 200 200 200 1,960
Benson Rd S/S 31st Signal 350 0 0 0 0 0 350
Bicycle Route Dev.Program 120 18 18 110 80 80 426
Carr/Mill Signal 5 10 20 340 400 10 785
CBD Bike&Ped.Connections 50 50 50 50 50 50 300
Duvall Ave NE 1,700 600 0 0 0 0 2,300
Duvall Ave NE-King County 1,975 636 0 0 0 0 2,611
Environmental Monitoring 75 50 30 30 30 30 245
Garden Av N Widening 1,000 0 0 0 0 0 1,000
GIS Needs Assessment 35 20 20 20 20 20 135
Grady Wy Corridor Study 50 50 50 230 1,810 1,020 3,210
Hardie Av SW Transit/Multi-modal 4,228 8,290 1,650 0 0 0 14,168
Houser Wy S-Main to Burnett 0 0 0 810 0 0 810
1-405 Improvements in Renton 30 30 30 10 10 10 120
Intersection Safety&Mobility 250 250 0 250 250 250 1,250
Lake Wash.By-Park to Coulon Pk 0 0 0 85 142 0 226
Lind Av-SW 16th-SW43rd 5 5 0 1,914 626 0 2,550
May Creek Bridge Replacement 550 160 5 0 0 0 715
Missing Links Program 30 30 30 30 30 30 180
NE 3rd/NE 4th Corridor 102 230 320 4,050 1,770 3,280 9,752
NE 4th St/Hoquiam Av NE 10 0 0 0 0 0 10
Park-Sunset Corridor 25 50 200 1,750 1,010 0 3,035
Project Development/Predesign 225 225 225 200 200 200 1,275
Rainier Av-S 4th PI to S 2nd 1,220 698 3,795 0 0 0 5,713
Rainier Av-SW 7th to 4th PI 2,629 1,650 1,925 1,925 0 0 8,129
Rainier Av Corridor Study/Improv. 10 10 5 5 5 0 35
Renton Urban Shuttle(RUSH) 5 5 5 5 5 5 30
Ripley Lane 500 0 0 0 0 0 500
S 3rd St and Shattuck Av 255 0 0 0 0 0 255
S Lake Wash.Roadway Improv. 12,354 0 0 0 0 0 12,354
School Zone Sign Upgrades 100 100 0 0 0 0 200
Sound Transit HOV Direct Access 0 0 4 4 4 0 12
South Renton Project 75 0 0 0 0 0 75
SR 169 HOV-140th to SR900 30 2,550 0 340 0 0 2,920
Strander By/SW 27th St Connect. 6,222 5,816 10 1,097 22,576 6,068 41,788
Sunset/DuvallIntersection 30 0 0 0 0 0 30
TDM Program 55 55 55 55 55 55 330
Trans Concurrency 20 40 10 10 30 10 120
Transit Program 30 18 18 18 18 18 120
Trans-Valley&Soos Creek Corr. 5 5 5 0 0 0 15
Walkway Program 350 250 250 250 250 250 1,600
WSDOT Coordination Program 15 15 15 10 10 10 75
Total Development 35,025 22,311 9,535 13,847 29,611 11,626 121,955
1
Capital Improvement Program
5-8
Transportation CIP
Major Maintenance 2007 2008 2009 2010 2011 2012 Total
Arterial Circulation Program 200 200 200 200 250 250 1,300
Bridge Inspection&Repair 105 75 55 50 55 50 390
Logan Av Concrete Panel Repair 0 0 0 460 0 0 460
Loop Replacement Program 15 15 15 20 20 20 105
Pole Program 20 20 20 25 25 25 135
RR Crossing Safety Prog. 5 10 0 0 0 10 25
Sign Replacement Program 5 5 5 8 8 8 38
Street Overlay Program 485 485 485 485 485 485 2,910
Traffic Efficiency Program 55 50 50 30 30 30 245
Traffic Safety Program 25 20 20 40 40 40 185
Total Major Maintenance 915 880 850 1,318 913 918 5,793
Total Transportation CIP 35,940 23,191 10,385 15,165 30,523 12,543 127,747
Capital Improvement Program
5-9
Renton Airport CIP
Development 2007 2008 2009 2010 2011 2012 Total
Air Side/Land Side Separation 30 0 0 0 0 0 30
608 Hangar Expansion 50 1,300 0 0 0 0 1,350
Quonset Hut Secondary Fire Escape 30 0 0 0 0 0 30
Precision Approach 150 150 30 30 30 30 420
Airport Marketing and Branding 75 25 20 0 0 0 120
Apron B Redevelopment 40 100 0 0 0 0 140
820 Building Demolition 250 0 0 0 0 0 250
Total Development 625 1,575 50 30 30 30 2,340
Major Maintenance
622 Hangar-Rehabilitation 100 1,300 0 0 0 0 1,400
Runway 15/33 Resurfacing 150 1,300 0 0 0 0 1,450
Maintenance Dredging and Shoreline 100 1,000 100 0 0 0 1,200
Airport Office Renovation 75 300 0 0 0 0 375
Airport Entrance Rehabilitation 350 0 0 0 0 0 350
Major Facility Maintenance 100 0 0 0 0 0 100
Total Major Maintenance 875 3,900 100 0 0 0 4,875
Total Airport CIP 1,500 5,475 150 30 30 30 7,215
Capital Improvement Program
5-10
Maplewood Golf Course CIP
Development 2007 2008 2009 2010 2011 2012 Total
Reconstruction of the 13th and 15th
Greens 0 120 0 0 0 0 120
Reconstruction of the 1 st and 3rd
Tee Boxes 0 0 20 0 0 0 20
Reconstruction of 910 and 916
Greens 0 0 0 130 0 0 130
#3 Hillside Drainage 0 0 0 0 50 0 50
Total Development 0 120 20 130 50 0 320
Major Maintenance
Golf Course Major Maintenance 180 90 165 160 190 195 980
Total Major Maintenance 180 90 165 160 190 195 980
Total Golf Course CIP 180 210 185 290 240 195 1,300
Capital Improvement Program
5-11
Water Utility CIP
Development 2007 2008 2009 2010 2011 2012 Total
New Reservoirs and Pump Stations 3,380 500 500 2,000 1,000 1,000 8,380
Supply Development and Water
Quality Improvements 810 3,450 40 100 100 100 4,600
Total Development 4,190 3,950 540 2,100 1,100 1,100 12,980
Major Maintenance
Water Main Rehabilitation 1,400 1,000 1,000 1,400 1,500 1,500 7,800
1-405 Utilities Relocation 500 400 0 0 0 0 900
Automatic Meter Reading
Conversion 0 100 500 500 500 500 2,100
Water Utility Major Maintenance 2,620 340 190 210 200 350 3,910
Total Major Maintenance 4,520 1,840 1,690 2,110 2,200 2,350 14,710
Regulatory Compliance
Regulatory Compliance Program 70 70 70 290 200 200 900
Total Regulatory Compliance 70 70 70 290 200 200 900
Total Water Utility CIP 8,780 5,860 2,300 4,500 3,500 3,650 28,590
Capital Improvement Program
5-12
Wastewater Utility CIP
Development 2007 2008 2009 2010 2011 2012 Total
Sanitary Sewer Main Extensions 900 0 0 0 0 0 900
Total Development 900 0 0 0 0 0 900
Major Maintenance
Main Replacement and
Rehabilitation 725 325 2,025 2,025 2,225 2,225 9,550
Miscellaneous/Emergency Projects 100 100 100 100 100 100 600
Lift Station Replacement and
Rehabilitation 900 2,200 500 500 300 300 4,700
Total Major Maintenance 1,725 2,625 2,625 2,625 2,625 2,625 14,850
Total Wastewater CIP 2,625 2,625 2,625 2,625 2,625 2,625 15,750
Capital Improvement Program
5-/3
Surface Water Utility CIP
Development 2007 2008 2009 2010 2011 2012 Total
Springbrook Creek Wetland and
Habitat Mitigation Bank 150 100 100 100 100 100 650
Storm System Improvement and
Replacement 125 1,200 1,400 1,150 950 850 5,675
Springbrook Creek Improvements 1,300 0 0 0 100 200 1,600
Cedar River Basin 0 0 0 150 700 0 850
Green River Ecosystem Restoration 10 10 10 10 10 10 60
Total Development 1,585 1,310 1,510 1,410 1,860 1,160 8,835
Major Maintenance
Small Drainage and Emergency
Storm Projects 275 200 200 200 200 200 1,275
Lower Cedar River Sediment
Management 250 250 250 250 600 1,300 2,900
Total Major Maintenance 525 450 450 450 800 1,500 4,175
Regulatory Compliance
Surface Water Utility Plans and
Programs 190 140 140 140 140 240 990
Total Regulatory Compliance 190 140 140 140 140 240 990
Total Surface Water CIP 2,300 1,900 2,100 2,000 2,800 2,900 14,000
Capital Improvement Program
5-14
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The tables on pages 6-2 through 6-5 provide comparisons by fund category of the
Revenue and Expenditure budget. This budget contains the following categories:
• General Governmental Funds
r • Special Revenue Funds
0 Debt Service Funds
r.
• Capital Project Funds
• Enterprise Funds
• Internal Service Funds
,,. • Fiduciary Funds
Beginning on page 676, you will find descriptions and tables detailing the revenue and
expenditure totals for each specific fund,presented in the order of their fund
identification number.
r
Budget by Fund
6-1
New Revenue Budget Comparisons by Fund, All Funds(1 of 2)
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
GENERAL GOVERNMENT FUNDS:
000 General 46,599,703 49,504,342 50,583,287 50,244,665 53,955,289 6.7%
001 Park(replaces 101) 9,678,105 10,299,529 11,299,136 11,745,646 12,328,390 9.1%
003 Street (replaces 103) 5,862,686 6,440,846 6,763,878 7,312,190 7,348,279 8.6%
004 Community Dev Block Grant 0 216,082 333,834 332,319 280,914 -15.9% '
006 Library&Museum (replaces 106) 1,953,727 1,533,425 1,809,862 1,843,871 2,062,012 13.9%
007 Parking Garage Maintenance 149,442 14,822 0 0 0 N/A
010 Fire Memorial 31,153 4,630 0 4,385 0 N/A
011 Fire Health and Wellness 0 0 18,500 16,940 18,500 0.0% '
201 1997/2001 Limited GO Bonds 654,730 656,346 986,253 995,207 1,975,400 100.3%
207 1978 Limited GO Bonds 29,148 36,586 21,000 22,168 0 -100.0%
215 Gen Govt Misc Debt Service 2,840,254 1,993,092 1,799,400 1,884,738 2,387,865 32.71
SPECIAL REVENUE FUNDS:
102 Arterial Street 396,893 387,918 440,000 522,470 565,000 28.4%
104 Community Dev Block Grant 297,834 0 0 0 0 N/A
108 Leased City Properties(replaces 306) 1,060,542 184,966 904,902 440,106 960,899 6.2%
110 Hotel Motel 217,142 257,410 242,500 296,175 255,000 5.2%
118 Reserve for Paths&Trails 19 78 0 123 0 N/A
125 1%for Art 5,428 18,228 60,000 20,402 60,000 0.0%
127 Cable Communication 38,524 8,090 38,900 73,162 38,900 0.0%
131 Park Memorial 50,690 54,189 0 7,117 54,200 0.0%
DEBT SERVICE FUNDS: ..
219 1989 Unlimited GO Bonds 526,023 519,154 518,400 524,271 521,000 0.5%
220 L.I.D. Debt Service 25,083 35,400 0 0 0 N/A
CAPITAL PROJECT FUNDS(CIP):
301 City Hall/Garage CIP 1,688 37,064 0 7,857 0 N/A
303 Community Dev Mitigation 515,035 317,119 255,000 277,874 255,000 0.0%
304 Fire Mitigation 840,108 838,602 525,000 383,516 540,000 2.9%
305 Transportation Mitigation 1,058,156 615,764 600,000 715,177 600,000 0.0%
307 Aquatics Center 62,337 5,620 0 8,410 0 N/A
316 Municipal Facilities CIP 6,099,299 7,555,255 2,100,000 5,057,581 4,232,000 101.5%
317 Transportation CIP 7,527,568 4,117,461 17,552,990 8,314,331 17,989,100 2.5%
318 So Lake WA Infrastructure Project 0 0 24,925,587 18,186 230 2,892,400 -88.4%
ENTERPRISE FUNDS:
401 Waterworks Utility 22,076,192 23,017,271 0 0 0 N/A
402 Airport 1,320,600 1,136,252 1,921,817 1,393,293 954,191 -50.3%
403 Solid Waste Utility 8,983,953 9,354,785 9,104,429 10,025,751 9,565,016 5.1%
404 Golf Course 2,189,791 2,203,475 2,421,880 2,324,575 2,464,465 1.8%
405 Water Utility 0 0 11,027,642 11,378,434 8,273,500 -25.0%
406 Waste Water Utility 0 0 3,914,514 4,226,951 4,149,600 6.0%
407 Storm Water Utility 0 0 3,119,033 3,343,535 3,565,500 14.3%
416 King County Metro 0 0 8,418,000 9,035,095 9,500,000 12.9%
421 Waterworks Utl Construction 13,148,034 14,792,461 0 0 0 N/A
422 Airport Capital 0 0 0 0 1,500,000 100.0% +�
424 Golf Course Capital 273,579 317,926 154,000 162,989 154,000 0.0%
425 Water Utility Construction 0 0 6,715,000 1,799,375 8,780,000 30.8%
426 Waste Water Construction 0 0 2,812,664 1,594,277 2,625,000 -6.7%
427 Storm Water Construction 0 0 2,329,793 1,503,335 2,300,000 -1.3%
451 Waterworks Revenue Bond 2,496,666 3,071,959 3,103,500 3,127,931 3,158,675 1.8%
461 Waterworks Bond Reserve 0 507,480 0 83,244 0 N/A
471 Waterworks Rate Stabilization 0 0 0 0 15,100 100.0%
481 2004 Water/Sewer Bond 10,591,010 35,624 0 0 0 N/A �.
Budget By Fund
6-2
New Revenue Budget Comparisons by Fund, All Funds (2 of 2)
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
INTERNAL SERVICE FUNDS:
501 Equipment Repair&Replacement 2,888,431 3,304,234 3,201,900 3,402,771 3,588,900 12.1%
502 Insurance 3,988,755 3,513,273 3,007,503 3,397,768 2,571,018 -14.5%
503 Information Services 0 0 3,833,550 3,826,790 3,643,191 -5.0%
512 Insurance, Healthcare 6,713,830 6,570,141 7,219,009 6,781,547 7,801,065 8.1%
522 Insurance, Leoffl Retirees HC 990,110 1,041,085 1,742,100 1,865,222 2,173,667 24.8%
FIDUCIARY FUNDS:
611 Firemen's Pension (replaces 601) 224,531 252,355 223,000 293,374 248,000 11.2%
TOTAL NEW REVENUE 162,406,799 154,770,339 196,047,763 178,803,188 186,351,036 -4.9%
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Budget By Fund
6-3
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Committed Expenditure Budget Comparisons by Fund, All Funds (1 of 2)
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
GENERAL GOVERNMENT FUNDS:
000 General 46,081,936 49,263,962 51,335,168 49,669,898 54,356,358 5.9%
001 Park(replaces 101) 10,350,792 10,578,286 11,433,136 11,433,136 12,365,390 8.2% IN.
003 Street(replaces 103) 5,925,665 6,323,380 6,791,878 6,597,907 7,348,279 8.2%
004 Community Dev Block Grant 0 309,714 333,834 315,979 280,914 -15.9%
006 Library&Museum (replaces 106) 1,560,557 2,009,805 1,821,929 1,762,402 2,062,012 13.2%
007 Parking Garage Maintenance 34,686 43,453 0 0 86,500 100.0% `
010 Fire Memorial 0 0 12,500 11,573 0 -100.0%
011 Fire Health and Wellness 0 0 18,500 1,552 22,500 21.6%
201 1997/2001 Limited GO Bonds 652,459 651,856 990,300 987,461 1,975,400 99.5%
207 1978 Limited GO Bonds 27,175 35,411 21,500 20,961 28,885 34.3%
215 Gen Govt Misc Debt Service 2,211,876 1,858,053 1,800,800 1,743,427 4,066,180 125.8%
SPECIAL REVENUE FUNDS:
102 Arterial Street 353,500 353,500 440,000 440,000 565,000 28.4% ..�
104 Community Dev Block Grant 288,521 0 0 0 0 N/A
108 Leased City Properties(repiaces 306) 567,111 479,879 939,248 645,985 703,521 -25.1%
110 Hotel Motel 206,405 236,000 302,500 296,305 255,000 -15.71
118 Reserve for Paths&Trails 0 0 0 0 0 N/A
1251%for Art 3,293 23,425 60,000 35,440 60,000 0.0%
127 Cable Communication 29,223 31,839 143,900 59,502 78,900 -45.2%
131 Park Memorial 0 0 0 0 260,000 0.0%
DEBT SERVICE FUNDS:
219 1989 Unlimited GO Bonds 527,874 515,780 518,400 514,998 521,000 0.5%
220 L.I.D. Debt Service 12,585 10,761 68,000 67,826 0 -100.0%
CAPITAL PROJECT FUNDS(CIP):
301 City Hall/Garage CIP 1,869,811 39,074 0 0 180,000 100.0% .�
303 Community Dev Mitigation 1,274,704 5,696 0 0 1,100,000 100.0%
304 Fire Mitigation 1,596,137 299,164 525,000 525,000 300,000 -42.9%
305 Transportation Mitigation 721,000 955,900 1,984,800 965,000 3,035,600 52.9% .�
307 Aquatics Center 1,116,359 0 0 0 192,000 100.0%
316 Municipal Facilities CIP 2,894,625 2,809,720 5,621,096 3,356,610 5,050,497 -10.2%
317 Transportation CIP 5,280,288 7,300,791 22,093,600 8,625,847 23,102,100 4.6%
318 So Lake WA Infrastructure Project 0 0 24,925,587 9,184,623 13313927 -46.6%
ENTERPRISE FUNDS:
401 Waterworks Utility 20,173,202 26,165,900 0 0 0 100.0%
402 Airport 1,321,645 1,023,335 2,654,043 2,199,695 2,341,464 311.4%
403 Solid Waste Utility 8,571,929 9,281,740 9,670,248 9,670,248 10,917,695 -74.5% ..
404 Golf Course 2,255,713 2,464,453 2,441,880 2,311,700 2,464,465 227.8%
405 Water Utility 0 0 8,362,528 7,897,493 8,004,629 -50.0%
406 Waste Water Utility 0 0 3,958,762 3,801,119 4,181,665 -13.7%
407 Storm Water Utility 0 0 3,299,744 3,068,726 3,417,954 187.9%
416 King County Metro 0 0 8,418,000 8,906,898 9,500,000 -100.0%
421 Waterworks Utl Construction 13,408,670 9,743,662 0 0 0 100.0%
422 Airport Capital 0 0 0 0 1,500,000 100.0% +r
424 Golf Course Capital 320,233 379,186 442,398 307,812 180,000 -59.3%
425 Water Utility Construction 0 0 11,431,550 5,339,592 8,780,000 -77.0%
426 Waste Water Construction 0 0 4,622,000 1,065,436 2,625,000 -50.2%
427 Storm Water Construction 0 0 3,874,793 1,187,827 2,300,000 -95.4%
451 Waterworks Revenue Bond 2,513,803 2,872,544 3,414,464 3,324,983 3,158,675 -7.5%
461 Waterworks Bond Reserve 0 0 0 0 0 N/A
471 Waterworks Rate Stabilization 0 0 0 0 0 N/A
481 2004 Water/Sewer Bond 7,495,727 3,130,907 0 0 0 N/A
r
Budget by Fund
6-4
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Committed Expenditure Budget Comparisons by Fund, All Funds (2 of 2)
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
INTERNAL SERVICE FUNDS:
501 Equipment Repair& Replacement 2,220,686 3,196,504 3,255,110 3,277,081 4,367,780 34.2%
502 Insurance 3,656,234 2,335,259 4,386,001 2,663,210 2,413,506 -45.0%
503 Information Services 0 0 3,690,550 2,837,173 3,643,625 -1.3%
512 Insurance, Healthcare 5,407,028 6,014,340 7,024,904 7,174,350 7,352,814 4.7%
522 Insurance, Leoffl Retirees HC 760,624 1,238,217 1,748,130 1,161,368 1,898,067 8.6%
FIDUCIARY FUNDS:
611 Firemen's Pension (replaces 601) 381,723 416,577 477,300 433,034 504,176 5.6%
TOTAL COMMITTED EXPENDITURES 152,073,799 152,398,073 215,354,081 163,889,177 210,861,478 -2.1%
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Budget by Fund
6-5
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Funds 000/001/003/004/006/007/010/011 General Government Funds
The General Government Funds consist of all those funds whose majority of revenues are from
taxes(property, sales, and utility), licenses and permits,charges for services, fines and forfeits,
intergovernmental, and other miscellaneous revenues. This includes the General Fund 000,
Community Services Fund 001, Street Fund 003, Community Development Block Grant Fund 004,
Library and Museum Fund 006,Parking Garage Maintenance Fund 007,Fire Memorial Fund 010
and Fire Department Health and Wellness Fund 011. (Continued on the following page.) #
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1
Budget by Fund
6-6
Funds 000/001/003/004/006/007/010/011 (Continued from the previous page)
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Real and Personal Property Tax 18,553,150 20,066,839 21,069,454 21,057,465 23,556,072 11.8%
Sales Tax 16,653,825 17,108,459 18,038,252 18,690,826 19,779,569 9.7%
Sales Tax/Criminal Justice 1,078,603 1,170,134 1,100,000 1,293,185 1,418,766 29.0%
Utility Taxes 9,106,987 9,819,634 10,075,036 10,808,441 11,184,080 11.0%
Gambling Excise Tax 2,117,985 2,305,120 2,305,000 2,064,544 2,088,680 -9.4%
Other Taxes 1,685,072 1,481,735 1,551,582 1,296,470 1,595,938 2.9%
Building and Street Use Permits 2,299,962 2,591,596 2,977,414 2,622,490 3,227,414 8.4%
Business&Other Licenses& Permits 386,931 454,382 444,484 539,964 512,284 15.3%
Federal/State/CDBG Grants 519,996 504,249 973,545 708,081 342,114 -64.9%
Other Intergovernmental Revenue 2,742,401 2,930,749 2,856,880 3,017,159 3,123,135 9.3%
Charges for Services 3,381,256 3,502,772 3,618,600 3,834,483 3,755,020 3.8%
Fines& Forfeits 1,025,151 720,312 732,350 924,812 953,600 30.2%
Investment Interest 347,388 705,222 713,000 730,563 873,000 22.4%
Rents/Leases/Concessions 566,493 527,328 562,860 613,330 588,000 4.5%
Contributions/Donations 51,408 72,426 4,300 66,002 68,800 1500.0%
Other Miscellaneous 269,867 220,322 285,840 388,757 287,479 0.6%
Other Financing Sources 2,325 37,047 0 1,424 86,500 100.0%
Interfund Revenues 3,645,150 3,795,351 3,499,900 2,842,019 2,552,933 -27.1%
Transfer In 138,700 0 0 0 0 N/A
TOTAL NEW REVENUE 64,572,649 68,013,676 70,808,497 71,500,016 75,993,384 73%
Use of Prior Yr Revenue 0 0 938,448 0 528,569 -43.791.
TOTAL RESOURCES 64,572,649 68,013,676 71,746,945 71,500,016 76,521,953 6.7%
EXPENDITURES:
Regular Salaries 30,898,838 33,268,313 34,891,855 33,414,756 36,687,035 5.1%
Part Time Salaries 2,116,651 2,149,618 1,972,279 2,268,637 2,076,363 5.3%
Overtime 1,970,654 2,075,805 2,116,541 2,400,467 2,127,452 0.5%
Personnel Benefits 8,994,589 10,479,164 12,023,298 11,347,569 14,269,864 18.7%
Supplies 2,031,677 2,009,496 2,006,374 2,217,133 2,058,619 2.6%
Professional Services 3,254,175 3,495,674 3,633,457 3,365,402 3,774,074 3.9%
Postage/Telephone 397,400 418,864 101,730 106,421 115,779 13.8%
Travel/Training 179,543 231,342 323,175 277,489 314,610 -2.7%
Equipment&Other Rentals 2,407,819 2,624,481 2,691,600 2,655,821 3,098,214 15.1%
Insurance 1,489,700 1,564,200 1,564,200 1,564,200 1,074,846 -31.3%
Public Utility Services 1,767,239 1,926,031 2,132,454 2,040,929 2,167,053 1.6%
Repairs and Maintenance 959,868 886,160 1,005,941 832,583 1,046,183 4.0%
Other Services&Charges 828,696 617,645 736,657 688,312 634,680 -13.8%
Intergovernmental Services/Payments 1,918,154 2,265,018 2,688,310 2,677,399 2,689,687 0.1%
Transfer Out 4,200,500 3,809,291 290,500 272,000 86,500 -70.2%
Capital Outlay 251,458 97,419 117,040 63,188 456,259 289.8%
Interfund Payment 15,213 11,431 2,973,974 2,984,422 3,279,277 10.3%
Miscellaneous 559,982 598,649 477,560 615,718 565,458 18.4%
TOTAL COMMITTED EXPENDITURES 64,242,156 68,528,599 71,746,945 69,792,446 76,521,953 6.7%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 64,242,156 68,528,599 71,746,945 69,792,446 76,521,953 6.7%
Fund Balance,January 1 8,947,315 9,277,808 8,762,886 8,762,886 10,470,455 19.5%
Total New Revenue 64,572,649 68,013,676 70,808,497 71,500,016 75,993,384 7.3%
Total Committed Expenditures (64,242,156) (68,528,599) (71,746,945) (69,792,446) (76,521,953) 6.7%
Fund Balance Plus Reserves 9,277,808 8,762,886 7,824,438 10,470,455 9,941,886 27.1%
Operating Reserves 5,139,372 0 3,126,084 4,709,560 7,652,195 144.8%
Undesignated Fund Balance, Dec 31 4,138,436 8,762,886 4,698,354 5,760,895 2,289,691 -51.3%
Budget by Fund
6-7
r
Fund 000, General Fund
The General Fund is the primary operating fund of the City of Renton. It is used to account for the
resources and disbursements of ordinary City operations that are not required to be accounted for in
another fund. These include the costs of public safety,building,planning, human services, and
general administration. The major sources of revenue are property taxes, utility taxes and sales
taxes. Licenses and Permits, Charges for services, and Fines and Forfeits provide additional support.
(Continued on the following page)
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Budget by Fund
6-8
Fund 000, General Fund (Continued from the previous page)
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Real and Personal Property Tax 8,838,650 10,255,239 9,647,388 9,635,398 11,567,495 19.9%
Sales Tax 16,653,825 17,108,459 18,038,252 18,690,826 19,779,569 9.7%
Sales Tax/Criminal Justice 1,078,603 1,170,134 1,100,000 1,293,185 1,418,766 29.0%
Utility Taxes 5,247,756 5,506,094 5,559,436 5,702,337 5,877,884 5.7%
Gambling Excise Tax 2,117,985 2,305,120 2,305,000 2,064,544 2,088,680 -9.4%
Other Taxes 1,685,072 1,481,735 1,551,582 1,296,470 1,595,938 2.9%
Business License Fees 341,648 407,373 413,784 464,011 481,584 16.4%
Building and Street Use Permits 2,299,962 2,591,596 2,977,414 2,622,490 3,227,414 8.4%
Other Licenses and Permits 20,279 19,652 4,400 36,314 4,400 0.0%
Federal/State Grants 222,598 290,154 639,711 374,611 61,200 -90.4%
State Shared Revenue 669,783 680,983 760,400 678,432 826,697 8.7910
Fire District#25 1,183,678 1,294,512 1,300,000 1,366,534 1,300,000 0.0%
Other Intergovernmental 147,585 147,987 8,380 135,900 151,284 1705.3%
Zoning Fees 162,251 161,387 131,700 169,879 131,700 0.0%
Plan Checking Fees 976,686 1,127,350 1,082,000 1,149,365 1,082,000 0.0%
Other Charges for Services 774,321 719,491 930,500 903,390 987,720 6.1%
Municipal Court and Other Fines 980,793 672,071 701,400 878,946 911,400 29.9%
Investment Interest 334,983 622,031 649,500 626,721 809,500 24.6%
Other Miscellaneous 247,257 177,793 228,040 368,738 185,100 -18.8%
Other Financing Sources 2,325 37,047 0 1,424 86,500 100.0%
Interfund Revenues 2,613,663 2,728,134 2,554,400 1,785,150 1,380,458 -46.0%
TOTAL NEW REVENUE 46,599,703 49,504,342 50,583,287 50,244,665 53,955,289 6.7%
Use of Prior Yr Revenue 0 0 751,881 0 401,069 -46.7910
TOTAL RESOURCES 46,599,703 49,504,342 51,335,168 50,244,665 54,356,358 5.9%
EXPENDITURES:
Regular Salaries 23,661,418 25,528,333 26,559,500 25,473,503 27,751,531 4.5%
Part Time Salaries 174,444 252,748 153,090 300,639 134,240 -12.3%
Overtime 1,842,134 1,939,457 1,941,081 2,201,885 1,952,778 0.6%
Personnel Benefits 6,676,292 7,900,240 9,182,920 8,606,965 10,902,481 18.7%
Supplies 965,538 904,036 867,025 931,159 811,890 -6.4%
Professional Services 2,954,155 3,166,322 3,261,902 3,041,391 3,434,625 5.3%
Postage/Telephone 365,698 390,936 74,400 78,031 84,479 13.5%
Travel/Training 129,653 153,981 228,775 195,048 215,698 -5.7510
Other Rentals 102,247 112,292 166,400 92,476 263,278 58.2%
Equipment Repair and Replacement 1,235,891 1,333,770 1,330,800 1,332,661 1,565,600 17.6%
Insurance 1,489,700 1,564,200 1,564,200 1,564,200 1,074,846 -31.3%
Public Utility Services 11,671 11,374 14,000 12,987 14,000 0.0%
Repairs and Maintenance 244,960 224,331 246,041 211,408 239,164 -2.8%
Other Services&Charges 828,696 617,645 736,657 688,312 634,680 -13.8%
Intergovernmental Services/Payments 1,918,154 2,265,018 2,688,310 2,677,399 2,689,687 0.1%
Transfer Out 3,405,500 2,881,916 290,500 272,000 0 -100.0%
Capital Outlay 75,785 17,363 54,900 15,017 450,259 720.1%
Interfund Payment 0 0 1,974,667 1,974,817 2,137,122 8.2%
TOTAL COMMITTED EXPENDITURES 46,081,936 49,263,962 51,335,168 49,669,898 54,356,358 5.9%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 46,081,936 49,263,962 51,335,168 49,669,898 54,356,358 5.9%
Fund Balance,January 1 6,164,584 6,682,351 6,922,731 6,922,731 7,497,498 8.3%
Total New Revenue 46,599,703 49,504,342 50,583,287 50,244,665 53,955,289 6.7010
Total Committed Expenditures (46,081,936) (49,263,962) (51,335,168) (49,669,898) (54,356,358) 5.9%
Fund Balance Plus Reserves 6,682,351 6,922,731 6,170,850 7,497,498 7,096,429 15.0%
Operating Reserves 3,686,555 4,409,887 3,126,084 3,126,084 5,761,257 84.3%
Undesignated Fund Balance, Dec 31 2,995,796 2,512,844 3,044,766 4,371,414 1,335,172 -56.1%
Budget by Fund
6-9
Fund 001, Community Services Fund (Previously Fund 101,Parks Fund)
The Community Services Fund accounts for the City's parks and recreation programs: operations,
maintenance, and improvements for municipal buildings; and the landscaping and street tree
functions. See the Community Services operating budget section of this document for more
information on program budget and staffing. In 2007 Fund 101, Park Fund was changed to Fund 001,
Community Services Fund.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Real &Personal Property Taxes 4,806,200 5,135,400 5,976,976 5,976,976 6,387,094 6.9%
Utility Tax/Electricity 2,820,262 3,020,807 3,251,700 3,459,615 3,619,617 11.3%
KC/Cultural Fac Prog Art Grant 4,500 0 0 11,085 7,000 100.0%
Charges for Services 1,458,465 1,487,068 1,468,000 1,605,900 1,547,200 5.4%
Investment Interest 4,391 41,599 36,700 40,524 36,700 0.0%
Rents/Leases/Concessions 566,493 527,328 562,860 613,330 588,000 4.5%
Contributions/Donations 16,840 60,047 2,900 30,791 47,400 1534.5%
Other Miscellaneous 954 27,280 0 7,423 95,379 100.0%
TOTAL NEW REVENUE 9,678,105 10,299,529 11,299,136 11,745,646 12,328,390 9.1%
Use of Prior Yr Revenue 0 0 134,000 0 37,000 -72.4
TOTAL RESOURCES 9,678,105 10,299,529 11,433,136 11,745,646 12,365,390 8.2%
EXPENDITURES:
Regular Salaries 3,663,745 3,915,272 4,150,700 3,981,573 4,491,445 8.2%
Part Time Salaries 1,643,131 1,619,740 1,522,350 1,615,830 1,681,713 10.5%
Overtime 58,672 58,259 104,340 81,141 72,634 -30.4%
Personnel Benefits 1,293,282 1,413,015 1,496,690 1,488,926 1,767,521 18.1%
Supplies 526,178 587,079 514,400 615,254 592,132 15.1
Professional Services 128,153 99,661 167,800 139,893 150,200 -10.5%
Postage/Telephone/Other 22,103 18,858 17,100 17,038 18,900 10.5%
Travel/Training 16,297 34,325 35,300 36,462 37,440 6.1
Advertising 4,162 1,332 0 0 0 N/A
Other Rentals 3,920 5,323 15,500 21,975 15,736 1.5%
Equipment Rental 419,765 484,738 484,700 484,700 526,500 8.6%
Public Utility Services 938,410 1,095,750 1,234,978 1,194,228 1,210,204 -2.0%
Repairs&Maintenance 619,188 626,861 678,300 590,966 725,294 6.9%
Miscellaneous 494,424 533,285 442,060 596,438 520,058 17.6%
Transfer Out Fund 306 300,000 0 0 0 0 N/A
Transfer Out Fund 316 0 84,787 0 0 0 N/A ...
Transfer Out Fund 502 50,000 0 0 0 0 N/A
Interfund payments 0 0 568,918 568,918 555,613 -2.3%
Capital Outlay 169,363 0 0 (206) 0 N/A
..F
TOTAL COMMITTED EXPENDITURES 10,350,791 10,578,286 11,433,136 11,433,136 12,365,390 8.2%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 10,350,791 10,578,286 11,433,136 11,433,136 12,365,390 8.2%
Fund Balance,January 1 1,625,841 953,155 674,398 674,398 986,909 46.3%
Total New Revenue 9,678,105 10,299,529 11,299,136 11,745,646 12,328,390 9.1%
Total Committed Expenditures (10,350,791) (10,578,286) (11,433,136) (11,433,136) (12,365,390) 8.2%
Fund Balance Plus Reserves 953,155 674,398 540,398 986,909 949,909 75.8% r.a
Operating Reserves 828,063 846,263 914,651 914,651 949,909 3.9%
Undesignated Fund Balance, Dec 31 125,092 (171,865) (374,253) 72,258 0 -100.0%
Budget by Fund
6-10
Fund 003, Street Fund (Previously Fund 103)
The Street Fund revenue comes from general tax sources such as property taxes, and gas utility taxes
providing 71 percent of 2007 funding. Street fuel taxes, a state shared revenue source, provides 12 percent
of 2007 financing. The balance, or 17 percent, comes from interfund revenue, investment interest, permits,
and use prior year revenue. There are two divisions of the Planning/Building/Public Works Department in
this fund: Transportation Systems(003/016)and Street Maintenance Services(003/019).
.. 2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Real&Personal Property Taxes 3,014,500 3,221,000 3,676,378 3,676,379 3,593,371 -2.3%
Utility Taxes 1,038,968 1,292,733 1,263,900 1,646,489 1,686,579 33.4%
Licenses& Permits 25,004 27,357 26,300 39,639 26,300 0.0%
State Shared Revenue 736,855 807,267 788,100 825,208 838,154 6.4%
Investment Interest 4,957 24,846 24,400 55,010 24,400 0.0%
Other Miscellaneous 10,915 426 57,800 12,596 7,000 -87.9%
Interfund Revenue 1,031,487 1,067,217 927,000 1,056,869 1,172,475 26.5%
TOTAL NEW REVENUE 5,862,686 6,440,846 6,763,878 7,312,190 7,348,279 8.6%
Use of Prior Yr Revenue 0 0 28,000 0 0 -100.0%
TOTAL RESOURCES 5,862,686 6,440,846 6,791,878 7,312,190 7,348,279 8.2%
EXPENDITURES:
Regular Salaries 2,747,469 3,014,103 3,248,400 3,044,050 3,430,580 5.6%
Part Time Salaries 72,925 68,739 88,270 152,541 88,790 0.6%
Overtime 60,822 73,393 61,520 101,215 66,100 7.4%
Personnel Benefits 789,335 919,384 1,039,610 979,515 1,256,178 20.8%
Supplies 285,435 274,695 365,895 413,874 395,795 8.2%
Professional Services 16,545 38,290 83,200 40,697 66,700 -19.8%
Postage/Telephone/Other 8,805 8,308 9,700 11,233 11,900 22.7%
Travel/Training 28,803 37,241 49,500 40,956 50,872 2.8%
Other Rentals 1,001 1,918 7,700 38,109 8,800 14.3%
Equipment Rental 643,054 685,900 685,900 685,900 717,300 4.6%
Public Utility Services 816,844 818,907 883,476 833,714 942,599 6.7%
Repairs&Maintenance 85,512 33,965 50,800 29,745 50,800 0.0%
Miscellaneous 12,077 14,530 19,100 17,253 16,700 -12.6%
Machinery&Equipment 6,824 0 0 0 10,000 100.0%
Interfund Payments 15,213 11,431 198,807 209,105 235,165 18.3%
Transfer Out 335,000 322,576 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 5,925,665 6,323,380 6,791,878 6,597,907 7,348,279 8.2%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 5,925,665 6,323,380 6,791,878 6,597,907 7,348,279 8.2%
Fund Balance,January 1 891,151 828,172 945,638 945,638 1,659,921 75.5%
Total New Revenue 5,862,686 6,440,846 6,763,878 7,312,190 7,348,279 8.6%
Total Committed Expenditures (5,925,665) (6,323,380) (6,791,878) (6,597,907) (7,348,279) 8.2%
Fund Balance Plus Reserves 828,172 945,638 917,638 1,659,921 1,659,921 80.9%
Operating Reserves 474,053 505,870 543,350 527,833 734,828 35.2%
Undesignated Fund Balance, Dec 31 354,119 439,768 374,288 1,132,088 925,093 147.2%
Budget by Fund
6-11
V0
Fund 004,Community Development Block Grant Fund (Previously Fund 104)
In 2005,Fund 004 Community Development Block Grant Fund was created and Fund 104 was
eliminated. The CDBG fund collects and disburses Community Development grant monies. Current
agencies include Visiting Nurse Services, Renton Communities in Schools,Emergency Feeding,
Domestic Abuse Women's Network Shelter, Community Health Centers of King County, Primary 'r
Dental, Elder Health, and City of Renton Housing Repair. Please refer to Fund 104 Community
Development Block Grant Fund prior to 2005.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
r
Comm Dev Block Grants 297,398 214,095 333,834 333,470 280,914 -15.9%
Investment Interest 436 1,987 0 (1,152) 0 N/A
TOTAL NEW REVENUE 297,834 216,082 333,834 332,319 280,914 -15.9%
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 297,834 216,082 333,834 332,319 280,914 -15.9%
EXPENDITURES: rr
Salaries 132,519 92,625 145,155 145,971 147,123 1.4%
Part Time Salaries 24,211 517 0 349 0 N/A
Overtime 618 0 1,000 44 1,000 0.0%
Personnel Benefits 31,213 20,743 44,900 43,117 49,040 9.2%
Supplies 11,295 6,013 10,254 8,417 13,777 34.4%
Professional Services 79,165 108,461 70,855 69,585 66,399 -6.3%
Postage/Telephone/Other 794 761 530 119 500 -5.7%
Travel/Training 140 0 0 0 1,000 100.0%
Equipment Rental 1,941 539 0 0 400 100.0%
Public Utility Services 314 0 0 0 250 100.0%
Repairs&Maintenance 0 0 0 0 125 100.0%
CIP Plan 6,310 80,056 61,140 48,377 0 -100.0%
Miscellaneous 0 0 0 0 1,300 100.0%
SUB-TOTAL OPERATING BUDGET 288,521 309,714 333,834 315,979 280,914 -15.9%
Capital Improvement Project Plan 0 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 288,521 309,714 333,834 315,979 280,914 -15.9%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 288,521 309,714 333,834 315,979 280,914 -15.9%
Fund Balance,January 1 19,321 28,634 (64,998) (64,998) (48,658) -25.1%
Total New Revenue 297,834 216,082 333,834 332,319 280,914 -15.9%
Total Committed Expenditures (288,521) (309,714) (333,834) (315,979) (280,914) -15.9%
Designated Fund Balance 28,634 (64,998) (64,998) (48,658) (48,658) -25.1%
rill
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Budget by Fund
6-12
Fund 006,Library & Museum Fund (Previously Fund 106)
The Library and Museum Fund accounts for the operation of two City libraries and the City Historical
Museum. It is a part of general governmental funds since the majority of support for library services is
derived from general tax revenues. In 2007, 97 percent of the resources will come from property taxes,
�. with 3 percent from service charges for photocopies, library fines, investment interest, and contributions
from the annual book sale. See the Community Services operating budget section of this document for
more information on Library and Museum fund program budget and staffing.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Real&Personal Property Tax 1,893,800 1,455,200 1,768,712 1,768,712 2,008,112 13.5%
Charges for Services 9,533 7,477 6,400 5,948 6,400 0.0%
Library Fines 44,358 48,241 30,950 45,866 42,200 36.3%
Investment Interest 2,621 14,758 2,400 9,460 2,400 0.0%
Contributions/Book Sale 3,415 7,749 1,400 13,885 2,900 107.1%
TOTAL NEW REVENUE 1,953,727 1,533,425 1,809,862 1,843,871 2,062,012 13.9%
Use of Prior Yr Revenue 0 0 12,067 0 0 -100.0%
TOTAL RESOURCES 1,953,727 1,533,425 1,821,929 1,843,871 2,062,012 13.2%
EXPENDITURES:
Regular Salaries 693,687 717,980 788,100 769,660 866,356 9.9%
Part Time Salaries 201,941 207,874 208,569 199,278 171,620 -17.7%
Overtime 8,409 4,696 2,600 14,630 28,940 1013.1%
Personnel Benefits 204,466 225,782 259,178 229,046 294,644 13.7%
Supplies 25,802 30,194 22,800 21,871 27,175 19.2%
Supplies/Library Books 217,429 207,480 213,500 215,150 217,850 2.0%
Professional Services 76,158 82,939 47,700 73,672 54,150 13.5%
Travel/Training 4,650 5,794 9,600 5,023 9,600 0.0%
Other Rentals 0 0 600 0 600 0.0%
Repairs&Maintenance 10,208 1,003 30,800 464 30,800 0.0%
Miscellaneous 7,809 6,050 5,900 2,027 2,900 -50.8%
Transfer Out Fund 502 110,000 0 0 0 0 N/A
N Transfer Out Fund 316 0 520,012 0 0 0 N/A
Interfund Payments 0 0 231,582 231,582 351,377 51.7%
Capital Outlay 0 0 1,000 0 6,000 500.0%
TOTAL COMMITTED EXPENDITURES 1,560,557 2,009,805 1,821,929 1,762,402 2,062,012 13.2%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 1,560,557 2,009,805 1,821,929 1,762,402 2,062,012 13.2%
Fund Balance,January 1 246,418 639,588 163,208 163,208 244,677 49.9%
Total New Revenue 1,953,727 1,533,425 1,809,862 1,843,871 2,062,012 13.9%
Total Committed Expenditures (1,560,557) (2,009,805) (1,821,929) (1,762,402) (2,062,012) 13.2%
Fund Balance Plus Reserves 639,588 163,208 151,141 244,677 244,677 61.9%
Operating Reserves 124,845 160,784 145,754 140,992 206,201 41.5%
Undesignated Fund Balance, Dec 31 514,743 2,424 5,387 103,685 38,476 614.3%
Budget by Fund
6-13
Fund 007,Parking Garage Maintenance Fund
This fund was created in 2003. The purpose of the fund was to pay for the operational and maintenance
costs of the downtown parking garage in 2004 and 2005. In 2006,the Revenue and the Expenditure
budget for Fund 007 has been moved to Fund 306. In 2007,this fund is closed. The fund balance will
transfer to General Fund 000.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Parking Garage Fees 10,742 14,822 0 0 0 N/A
Transfer In Fund 301 138,700 0 0 0 0 N/A
TOTAL NEW REVENUE 149,442 14,822 0 0 0 N/A
Use of Prior Yr Revenue 0 0 0 0 86,500 100.0%
TOTAL RESOURCES 149,442 14,822 0 0 86,500 100.0%
EXPENDITURES:
Miscellaneous Costs 34,686 43,453 0 0 0 N/A
Transfer Out Fund 000 0 0 0 0 86,500 100.0%
TOTAL COMMITTED EXPENDITURES 34,686 43,453 0 0 86,500 100.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 34,686 43,453 0 0 86,500 100.0%
r
Fund Balance,January 1 0 114,756 86,125 86,125 86,125 0.0%
Total New Revenue 149,442 14,822 0 0 0 N/A
Total Committed Expenditures (34,686) (43,453) 0 0 (86,500) 100.0% r
Fund Balance Plus Reserves 114,756 86,125 86,125 86,125 (375) -100.4%
Designated Fund Balance 9,180 86,125 86,125 86,125 (375) -100.4%
Undesignated Fund Balance, Dec 31 105,576 0 0 0 0 N/A '
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Budget by Fund
6-14
Fund 010,Fire Memorial Fund
This fund was created in 2004. The fund was created to accept donations from citizens for Fire related
purposes.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Fire Memorial Donation 31,153 4,630 0 4,385 0 N/A
TOTAL NEW REVENUE 31,153 4,630 0 4,385 0 N/A
Use of Prior Yr Revenue 0 0 12,500 0 0 -100.0%
TOTAL RESOURCES 31,153 4,630 12,500 4,385 0 -100.0%
EXPENDITURES:
Supplies 0 0 12,500 11,408 0 -100.0%
Professional Services 0 0 0 165 0 N/A
TOTAL COMMITTED EXPENDITURES 0 0 12,500 11,573 0 -100.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 12,500 11,573 0 -100.0%
Fund Balance,January 1 0 31,153 35,783 35,783 28,595 -20.1%
Total New Revenue 31,153 4,630 0 4,385 0 N/A
Total Committed Expenditures 0 0 (12,500) (11,573) 0 -100.0%
Fund Balance Plus Reserves 31,153 35,783 23,283 28,595 28,595 22.8%
Designated Fund Balance 31,153 35,783 23,283 28,595 28,595 22.8%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
Budget by Fund
6-15
Fund 011,Fire Health and Wellness Fund
Fund 011 was created in 2006 for the purpose of identifying Fire Department health and wellness
related activies.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adl Bdgt Actual Budget 06/07
REVENUE:
City Contribution 0 0 0 11,290 12,333 100.0%
Employee Contribution 0 0 0 5,650 6,167 100.0%
Interfund Revenues 0 0 18,500 0 0 -100.0%
TOTAL NEW REVENUE 0 0 18,500 16,940 18,500 0.0%
Use of Prior Yr Revenue 0 0 0 0 4,000 100.0%
TOTAL RESOURCES 0 0 18,500 16,940 22,500 21.6%
EXPENDITURES: all
Overtime 0 0 6,000 1,552 6,000 0.0%
Professional Services 0 0 2,000 0 2,000 0.0%
Miscellaneous Costs 0 0 10,500 0 14,500 38.1%
TOTAL COMMITTED EXPENDITURES 0 0 18,500 1,552 22,500 21.6%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 18,500 1,552 22,500 21.6%
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Fund Balance,January 1 0 0 0 0 15,388 100.0%
Total New Revenue 0 0 18,500 16,940 18,500 0.0%
Total Committed Expenditures 0 0 (18,500) (1,552) (22,500) 21.6%
Fund Balance Plus Reserves 0 0 0 15,388 11,388 100.0%
Designated Fund Balance 0 0 0 15,388 11,388 100.0%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
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Budget by Fund
6-16
Fund 102,Arterial Street Fund
,,. The Arterial Street Fund was established pursuant to state law allocating the one-half cent State
Gasoline Tax revenue to cities and towns for construction, improvements,and major repair of streets.
In order for a project to qualify for funding, it has to be a part of the City's Six-Year Transportation
Improvement Program and must be approved by the State Highway Department's District State Aid
Engineer. The fund allows the City to accomplish approved projects using either City forces or
contractors, and provides the capability of matching LID participation and outside agency grants. In
2007, $565,000 will be transferred to the Transportation Capital Improvement Program(CIP)Fund
317,to provide funding for the continuing street overlay program.
w 2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
r Arterial Street Fuel Tax 394,445 378,347 438,000 501,096 562,500 28.4%
Investment Interest 2,448 9,571 2,000 21,374 2,500 25.0%
TOTAL NEW REVENUE 396,893 387,918 440,000 522,470 565,000 28.4%
Use of Prior Year Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 396,893 387,918 440,000 522,470 565,000 28.4%
rr EXPENDITURES:
Transfer-Out to CIP/Overlay Program 353,500 353,500 440,000 440,000 565,000 28.4%
TOTAL COMMITTED EXPENDITURES 353,500 353,500 440,000 440,000 565,000 28.4%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 353,500 353,500 440,000 440,000 565,000 28.4%
Fund Balance,January 1 161,026 204,419 238,837 238,837 321,307 34.5%
VW Total New Revenue 396,893 387,918 440,000 522,470 565,000 28.4%
Total Committed Expenditures (353,500) (353,500) (440,000) (440,000) (565,000) 28.4%
Designated Fund Balance 204,419 238,837 238,837 321,307 321,307 34.5%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
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Budget by Fund
6-17
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Fund 108, Leased City Properties (Previously Fund 306)
Beginning in 1999, Fund 306 was created for the purpose of identifying Leased City Properties revenue
and expenditures. In 2007,the fund number was changed from Fund 306 to Fund 108.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Investment Interest 6,099 12,936 0 12,323 0 N/A
Parking Garage Fees 0 0 15,000 21,446 15,000 0.0%
Leases-200 Mill Ave 382,631 66,336 469,581 306,529 476,610 1.5%
Leases-New City Hall 371,813 94,544 365,937 6,759 365,789 0.0%
Leases-Pavillion Building 0 11,150 54,384 93,049 103,500 90.3%
Transfer In Fund 101 300,000 0 0 0 0 N/A
TOTAL NEW REVENUE 1,060,542 184,966 904,902 440,106 960,899 6.2%
Use of Prior Yr Revenue 0 0 34,346 0 0 -100.0%
TOTAL RESOURCES 1,060,542 184,966 939,248 440,106 960,899 2.3%
EXPENDITURES:
Regular Salaries 55,883 62,376 67,000 66,240 69,551 3.8%
Overtime 26 263 0 85 0 N/A
Personnel Benefits 12,851 14,804 17,300 16,311 19,348 11.8%
Property Management Services 0 95,410 380,000 7155.11 338,930 -10.8%
Public Utility Services 0 0 920 155,143 920 0.0%
Repairs and Maintenance 927 12,634 152,672 129,323 77,572 -49.2%
Parking Garage-Repairs&Maintenance 0 0 70,000 66,528 70,000 0.0%
Upgrades/Improvements-200 Mill Ave 64,442 75,192 116,956 0 0 -100.0%
Capital Outlay-Chiller 182 0 0 0 0 N/A ,..
Interfund Loan Repayment 432,800 219,200 134,400 205,200 127,200 -5.4%
TOTAL COMMITTED EXPENDITURES 567,111 479,879 939,248 645,985 703,521 -25.1%
Increase to Reserves 0 0 0 0 257,378 100.0%
TOTAL EXPENDITURES 567,111 479,879 939,248 645,985 960,899 2.3%
Fund Balance,January 1 158,244 651,675 356,762 356,762 150,884 -577%
Total New Revenue 1,060,542 184,966 904,902 440,106 960,899 6.2%
Total Committed Expenditures (567,111) (479,879) (939,248) (645,985) (703,521) -25.1%
Designated Fund Balance 651,675 356,762 322,416 150,884 408,262 26.6%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
Budget by Fund
6-18
i
Fund 110, Hotel/Motel Fund
During the 1997 Legislative session, SSB 5867 was passed. SSB 5867 allows Washington State cities to
impose an increase in the hotel/motel tax of up to 1 percent for the purpose of increasing tourism. On
October 13, 1997,the Renton City Council passed Resolution No. 3288 establishing a Hotel/Motel
Lodging Tax Advisory Committee. The Committee investigated the feasibility of implementing the 1
percent tax and made a recommendation to the City Council to enact this tax. The Council adopted the
tax with Ordinance No. 4697 on December 15, 1997.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adl Bdgt Actual Budget 06/07
REVENUE:
Hotel/Motel Tax 154,114 179,977 160,000 218,012 180,000 12.5%
Marketing Contributions 57,500 70,000 77,500 65,000 65,000 -16.1
Investment Interest 5,528 7,433 5,000 13,162 10,000 100.0%
TOTAL NEW REVENUE 217,142 257,410 242,500 296,175 255,000 5.2%
Use of Prior Yr Revenue 0 0 60,000 0 0 -100.0%
TOTAL RESOURCES 217,142 257,410 302,500 296,175 255,000 -15.7%
EXPENDITURES:
Marketing 105,632 120,000 182,500 173,674 135,000 -26.0%
Tourism 100,773 116,000 120,000 122,631 120,000 0.0%
TOTAL COMMITTED EXPENDITURES 206,405 236,000 302,500 296,305 255,000 -15.7%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 206,405 236,000 302,500 296,305 255,000 -15.7%
Fund Balance,January 1 244,111 254,848 276,258 276,258 276,128 0.0%
Total New Revenue 217,142 257,410 242,500 296,175 255,000 5.2%
Total Committed Expenditures (206,405) (236,000) (302,500) (296,305) (255,000) -15.79,.
Designated Fund Balance 254,848 276,258 216,258 276,128 276,128 277910
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
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Budget by Fund
6-/9
i
Fund 118,Reserve for Paths and Trails Fund
This reserve fund for paths and trails was established under authority of Washington State Law rr
(Sections 2, 3,4 and 5, Chapter 103,Extraordinary Session Laws of 1972) for the purpose of
accommodating, establishing, and maintaining certain paths and trails.Accumulated funds must be
used within a ten-year period.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
aM
REVENUE:
Investment Interest 19 78 0 123 0 N/A
TOTAL NEW REVENUE 19 78 0 123 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 19 78 0 123 0 N/A
Fund Balance,January 1 2,807 2,826 2,904 2,904 3,028 4.2%
Total New Revenue 19 78 0 123 0 N/A
Total Committed Expenditures 0 0 0 0 0 N/A
Designated Fund Balance 2,826 2,904 2,904 3,028 3,028 4.2%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
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Budget by Fund
6-20
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Fund 125, 1% for Art Fund
.. The 1 percent for Art Fund was established to account for art expenditures in municipal construction
projects. Guidelines for determining art expenditures are as follows: 1)The project cost must exceed
$10,000. 2)The project must be either new construction or a significant renovation of an existing
structure that allows an existing structure an expanded or different use of the facility. Routine or
periodic maintenance expenditures have been excluded. 3)Land acquisition is not included. 4)
Acquisition of equipment, vehicles, or machinery is not included. 5)All funds specifically limited to
the construction and improvement of the transportation system have been excluded; such as Federal
aid, forward thrust, and half-cent gasoline tax.
• 2004 2005 2006 2006 2007 Change
Item Actual Actual Adl Bdgt Actual Budget 06/07
REVENUE:
Investment Interest 2,150 2,559 0 2,897 0 N/A
Other Financing Sources 3,278 0 0 0 0 N/A
Transfer In Fund 317 0 15,669 60,000 17,505 60,000 0.0%
TOTAL NEW REVENUE 5,428 18,228 60,000 20,402 60,000 0.0%
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 5,428 18,228 60,000 20,402 60,000 0.0%
1W
EXPENDITURES:
Capital Projects 3,293 23,425 60,000 35,440 60,000 0.0%
TOTAL COMMITTED EXPENDITURES 3,293 23,425 60,000 35,440 60,000 0.0%
�w Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 3,293 23,425 60,000 35,440 60,000 0.0%
Fund Balance,January 1 96,413 98,548 93,351 93,351 78,314 -16.1%
Total New Revenue 5,428 18,228 60,000 20,402 60,000 0.0%
Total Committed Expenditures (3,293) (23,425) (60,000) (35,440) (60,000) 0.0%
to Designated Fund Balance 98,548 93,351 93,351 78,314 78,314 -16.1%
Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A
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Budget by Fund
6-21
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Fund 127,Cable Communications Development Fund
The Cable Communications Development Fund was established to provide promotion and ■r
development of cable communications. The City uses a character generator to issue public
information over a municipal access cable TV channel (Channel 21). The City Clerk's office is
responsible for gathering, formatting and programming the information submitted by City
departments and external organizations for broadcast. On May 8, 1995, Council authorized the
broadcasting of weekly Council meetings on Channel 21. In December 1995, Council authorized the 4
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.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adi Bdgt Actual Budget 06/07
REVENUE:
Utility Tax/TV Cable 35,000 0 35,000 70,000 35,000 0.0%
Investment Interest 2,024 5,090 2,400 3,162 2,400 0.0%
Other Misc. Revenue 1,500 3,000 1,500 0 1,500 0.0%
TOTAL NEW REVENUE 38,524 8,090 38,900 73,162 38,900 0.0%
Use of Prior Yr Revenue 0 0 105,000 0 40,000 -61.9%
TOTAL RESOURCES 38,524 8,090 143,900 73,162 78,900 -45.2%
EXPENDITURES:
Supplies 1,952 2,063 5,800 2,383 5,800 0.0%
Professional Services 24,540 23,520 130,100 41,521 65,100 -50.0%
Repairs and Maintenance 2,732 6,256 8,000 3,383 8,000 0.0%
Capital Outlay 0 0 0 12,215 0 N/A
TOTAL COMMITTED EXPENDITURES 29,223 31,839 143,900 59,502 78,900 -45.2%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 29,223 31,839 143,900 59,502 78,900 -45.2%
Fund Balance,January 1 196,138 205,438 181,689 181,689 195,349 7.5%
Total New Revenue 38,524 8,090 38,900 73,162 38,900 0.0%
Total Committed Expenditures (29,223) (31,839) (143,900) (59,502) (78,900) -45.2%
Designated Fund Balance 205,438 181,689 76,689 195,349 155,349 102.6%
Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A
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Budget by Fund
6-22
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Fund 131,Park Memorial Fund
This fund was created in 2001. The fund was created to accept all gifts for park and recreation
purposes.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Custer Fund 50,000 50,000 0 0 50,000 100.0%
Investment Interest 690 4,189 0 7,117 4,200 100.0%
TOTAL NEW REVENUE 50,690 54,189 0 7,117 54,200 100.0%
Use of Prior Yr Revenue 0 0 0 0 205,800 100.0%
TOTAL RESOURCES 50,690 54,189 0 7,117 260,000 100.0%
EXPENDITURES:
Transfer to 316 0 0 0 0 260,000 100.0%
TOTAL COMMITTED EXPENDITURES 0 0 0 0 260,000 100.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 0 0 260,000 100.0%
Fund Balance,January 1 50,000 100,690 154,879 154,879 161,996 4.6%
Total New Revenue 50,690 54,189 0 7,117 54,200 100.0%
Total Committed Expenditures 0 0 0 0 (260,000) 100.0%
Designated Fund Balance 100,690 154,879 154,879 161,996 (43,804) -128.3%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
+.w
Budget by Fund
6-23
«.
I
tr
Funds 201/207/215,Limited Tax General Obligation Bonds Council-approved general obligation
debt is also known as limited tax general obligation debt(LTGO)or councilmanic debt. The City wM
maintains three funds to account for existing bond revenue and expenditures. Fund 201 maintains the
revenue and expenditures for the 1997 and 2001 debt issues associated with the Main and Grady
building(new Renton City Hall)purchase and renovation. The remaining funds(207 and 215)
maintain the revenue and expenditures associated with various issues including but not limited to
1994 issue for various equipment rental additions and replacements; 1996 mini-bond issue for two
fire pumper replacements; 1997 refunding issue of$2.6 million that refunded five separate LTGO r
issues; 1998 Certificates of Participation for lighting improvements at City Hall; 2001 issue for the
downtown parking garage; and the 2002 issue for a new fire station. For more detail on any of these
debt issues, see the separately published City of Renton Debt Manual. The outstanding balance for
all limited tax general obligation debt as of January 1, 2007 is $26,164,314.
■r
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Property Tax(General Levy) 1,036,100 1,043,100 1,007,253 1,007,253 90,820 -91.0%
Real Estate Excise Tax 2,251,358 1,266,885 1,250,000 1,250,000 2,350,000 88.0%
Investment Interest/Allocation 21,674 76,039 24,400 119,860 24,400 0.0%
Internal Fund Transfer In 0 0 0 0 813,465 100.0%
Transfer In Fund 304 215,000 300,000 525,000 525,000 300,000 -42.9%
Transfer In Fund 318 0 0 0 0 784,580 100.0%
TOTAL NEW REVENUE 3,524,132 2,686,024 2,806,653 2,902,113 4,363,265 55.5%
Use of Prior Year Revenue 0 0 5,947 0 1,707,200 28606.9% 4
TOTAL RESOURCES 3,524,132 2,686,024 2,812,600 2,902,113 6,070,465 115.8%
EXPENDITURES:
Debt Service: Principal 1,092,578 965,738 1,073,100 1,073,350 1,111,900 3.6%
Debt Service:Interest 1,564,725 1,578,801 1,726,800 1,675,115 2,636,775 52.7910 40
Other Debt Sery Costs/Admn Fees 1,207 782 12,700 3,384 8,325 -34.4%
Transfer Out Fund 316 233,000 0 0 0 1,500,000 100.0%
Other Transfers Out 0 0 0 0 813,465 100.0%
TOTAL COMMITTED EXPENDITURES 2,891,510 2,545,320 2,812,600 2,751,849 6,070,465 115.8%
Increase to Reserves 0 0 0 0 0 N/A t
TOTAL EXPENDITURES 2,891,510 2,545,320 2,812,600 2,751,849 6,070,465 115.8%
Fund Balance,January 1 1,057,418 1,690,041 1,830,745 1,830,745 1,981,007 8.2%
Total New Revenue 3,524,132 2,686,024 2,806,653 2,902,113 4,363,265 55.5%
Total Committed Expenditures (2,891,510) (2,545,320) (2,812,600) (2,751,849) (6,070,465) 115.8%
Fund Balance Plus Reserves 1,690,041 1,830,745 1,824,796 1,981,007 273,807 -85.0%
Debt Service Reserves 785,000 785,000 785,000 785,000 245,238 -68.8%
Undesignated Fund Balance, Dec 31 905,041 1,045,744 1,039,796 1,196,007 28,569 -97.3%
t
Budget by Fund
6-24
Fund 201, Limited Tax General Obligation Bond Fund (City Hall)
Fund 201 maintains the revenue and expenditures for the 1997 and 2001 debt issues associated with the
Main and Grady building(new Renton City Hall) purchase and renovation.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Property Tax(General Levy) 654,300 654,300 986,253 986,253 90,820 -90.8%
Real Estate Excise Tax 0 0 0 0 1,100,000 100.0%
Investment Interest 430 2,046 0 8,954 0 N/A
Transfer In Fund 215 0 0 0 0 784,580 100.0%
TOTAL NEW REVENUE 654,730 656,346 986,253 995,207 1,975,400 100.3%
Use of Prior Year Revenue 0 0 4,047 0 0 -100.0%
TOTAL RESOURCES 654,730 656,346 990,300 995,207 1,975,400 99.5%
EXPENDITURES:
Debt Service: Principal 0 0 198,000 198,243 769,000 288.4%
Debt Service: Interest 651,253 651,253 788,300 788,010 1,202,400 52.5%
Other Debt Sery Costs/Admn Fees 1,207 604 4,000 1,209 4,000 0.0%
TOTAL COMMITTED EXPENDITURES 652,460 651,856 990,300 987,461 1,975,400 99.5%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 652,460 651,856 990,300 987,461 1,975,400 99.5%
Fund Balance,January 1 13,536 15,806 20,296 20,296 28,042 38.2%
Total New Revenue 654,730 656,346 986,253 995,207 1,975,400 100.3%
Total Committed Expenditures (652,460) (651,856) (990,300) (987,461) (1,975,400) 99.5%
Fund Balance Plus Reserves 15,806 20,296 16,249 28,042 28,042 72.6%
Debt Service Reserves 0 0 0 0 0 N/A
Undesignated Fund Balance, Dec 31 15,806 20,296 16,249 28,042 28,042 72.6%
.rY
Budget by Fund
6-25
Fund 207,Limited Tax General Obligation Bond Fund (Senior Center)
In May 1997, limited tax general obligation refunding bonds were issued in the amount of$2.6 million. ..
The refunding amount apportioned to the 1978 limited tax general obligation bonds for the Renton
Senior Activity Center was 2.89 percent. The first annual principal and interest payment was paid
December 2003. By the end of 2006,the debt is paid off. In 2007,this fund is closed. The fund balance
is transferred to Fund 215.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Property Tax(General Levy) 28,900 35,900 21,000 21,000 0 -100.0%
Investment Interest 248 686 0 1,168 0 N/A
TOTAL NEW REVENUE 29,148 36,586 21,000 22,168 0 -100.0%
Use of Prior Year Revenue 0 0 500 0 28,885 5677.0%
TOTAL RESOURCES 29,148 36,586 21,500 22,168 28,885 34.3%
EXPENDITURES:
Debt Service: Principal 18,203 22,408 12,400 12,399 0 -100.0%
Debt Service: Interest 8,972 12,994 8,600 8,553 0 -100.0%
Other Debt Sery Costs/Admn Fees 0 9 500 9 0 -100.0%
Transfer Out Fund 215 0 0 0 0 28,885 100.0% -
TOTAL COMMITTED EXPENDITURES 27,175 35,411 21,500 20,961 28,885 34.3%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 27,175 35,411 21,500 20,961 28,885 34.3%
Fund Balance,January 1 25,057 27,030 28,205 28,205 29,412 4.3%
Total New Revenue 29,148 36,586 21,000 22,168 0 -100.0%
Total Committed Expenditures (27,175) (35,411) (21,500) (20,961) (28,885) 34.3%
Fund Balance Plus Reserves 27,030 28,205 27,705 29,412 527 -98.1%
Debt Service Reserves 0 0 0 0 0 N/A
Undesignated Fund Balance, Dec 31 27,030 28,205 27,705 29,412 527 -98.1% ...
err
Budget by Fund
6-26
w
Fund 215, General Governmental Miscellaneous Debt Service Fund
Fund 215 maintains the revenue and expenditures for the debt issues associated with various purchases
of equipment, construction of the Downtown Parking Garage, construction of a new fire station, the
lighting project for City Hall and the South Lake Washington Infrastructure Project. For more detail on
this debt issue, see the separately published City ofRenton Debt Manual.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Property Tax(General Levy) 352,900 352,900 0 0 0 N/A
Real Estate Excise Tax 2,251,358 1,266,885 1,250,000 1,250,000 1,250,000 0.0%
Investment Interest 20,996 73,307 24,400 109,738 24,400 0.0%
Transfer In Fund 207 0 0 0 0 28,885 100.0%
Transfer In Fund 304 215,000 300,000 525,000 525,000 300,000 -42.9%
Transfer In Fund 318 0 0 0 0 784,580 100.0%
TOTAL NEW REVENUE 2,840,254 1,993,092 1,799,400 1,884,738 2,387,865 32.7%
Use of Prior Year Revenue 0 0 1,400 0 1,678,315 N/A
TOTAL RESOURCES 2,840,254 1,993,092 1,800,800 1,884,738 4,066,180 125.8%
EXPENDITURES:
Debt Service: Principal 1,074,375 943,330 862,700 862,708 342,900 -60.3%
Debt Service: Interest 904,500 914,554 929,900 878,552 1,434,375 54.3%
Other Debt Sery Costs/Admn Fees 0 170 8,200 2,166 4,325 -47.3%
Transfer Out Fund 201 0 0 0 0 784,580 100.0%
Transfer Out Fund 316 233,000 0 0 0 1,500,000 100.0%
TOTAL COMMITTED EXPENDITURES 2,211,875 1,858,053 1,800,800 1,743,427 4,066,180 125.8%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 2,211,875 1,858,053 1,800,800 1,743,427 4,066,180 125.8%
Fund Balance,January 1 1,018,824 1,647,203 1,782,242 1,782,242 1,923,553 7.9%
Total New Revenue 2,840,254 1,993,092 1,799,400 1,884,738 2,387,865 32.7%
Total Committed Expenditures (2,211,875) (1,858,053) (1,800,800) (1,743,427) (4,066,180) 125.8%
Fund Balance Plus Reserve 1,647,203 1,782,242 1,780,842 1,923,553 245,238 -86.2%
Debt Service Reserves 753,000 753,000 785,000 785,000 245,238 -68.8%
Undesignated Fund Balance, Dec 31 894,203 1,029,242 995,842 1,138,553 0 -100.0%
Budget by Fund
6-27
r
Fund 219,Unlimited Tax General Obligation Bond Funds
Voter-approved general obligation debt is also known as unlimited tax general obligation debt .t
(ULTGO). Currently the City maintains one fund to account for existing bond revenue and
expenditures. Fund 219 maintains the revenue and expenditures for the 1993 refunding issue relating
to Senior Housing. For more detail on this issue, see the separately published City of Renton Debt
Manual. The outstanding balance for all ULTGO debt as of January 1, 2007 is $1,440,000. #
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2004 2005 2006 2006 2007 Change
Item Actual Actual Adl Bdgt Actual Budget 06/07
REVENUE:
Property Tax(Voted Levy) 520,855 508,651 514,100 507,055 516,000 0.4%
Investment Interest 5,167 10,503 4,300 17,216 5,000 16.3%
TOTAL NEW REVENUE 526,022 519,154 518,400 524,271 521,000 0.5% aw
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL REVENUE 526,022 519,154 518,400 524,271 521,000 0.5%
EXPENDITURES:
Debt Service:Principal 385,000 410,000 430,000 430,000 455,000 5.8%
Debt Service:Interest 142,874 105,780 84,900 84,815 62,500 -26.4%
Other Debt Sery Costs/Admn Fees 0 0 3,500 183 3,500 0.0% tirr
TOTAL COMMITTED EXPENDITURES 527,874 515,780 518,400 514,998 521,000 0.5%
Increase for Designated Fund Balance 0 0 0 0 0 N/A
TOTAL EXPENDITURES 527,874 515,780 518,400 514,998 521,000 0.5% at.
Fund Balance,January 1 574,513 572,661 576,035 576,035 585,308 1.6%
Total New Revenue 526,022 519,154 518,400 524,271 521,000 0.5%
Total Committed Expenditures 527,874 (515,780) (518,400) (514,998) (521,000) 0.5%
Designated Fund Balance 572,661 576,035 576,035 585,308 585,308 1.6%
Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A
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W
Budget by Fund
6-28
Fund 220, Local Improvement District Debt Service Fund
The Local Improvement District(LID) Debt Service Fund accounts for assessment collections and debt
service payments for the LID's located within the City. A LID is created to construct public
improvements deemed to benefit the property owners such as sidewalks or sewer lines. The City sells
bonds to finance these projects. The benefited property owners are billed for their share and given an
extended period of time to repay their assessments plus interest. In 2006, Ordinance # 5211, the Fund
balance was transferred to Fund 406.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
LID Assessments& Interest 20,852 23,340 0 0 0 N/A
Investment Interest 4,231 12,060 0 0 0 N/A
TOTAL NEW REVENUE 25,083 35,400 0 0 0 N/A
Use of Prior Yr Revenue 0 0 68,000 0 0 -100.0%
TOTAL RESOURCES 25,083 35,400 68,000 0 0 -100.0%
EXPENDITURES:
Operating Transfer-Out 10,300 9,300 68,000 67,826 0 -100.0%
Other Debt Sery Costs/Admn Fees 2,285 1,461 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 12,585 10,761 68,000 67,826 0 -100.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 12,585 10,761 68,000 67,826 0 -100.0%
Fund Balance,January 1 30,690 43,188 67,826 67,826 0 -100.0%
Total New Revenue 25,083 35,400 0 0 0 N/A
Total Committed Expenditures (12,585) (10,761) (68,000) (67,826) 0 -100.0%-
Designated Fund Balance 43,188 67,826 (174) 0 0 -100.2%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
Budget by Fund
6-29
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Fund 301, Garage Capital Improvement Project Fund
Beginning in 2001,Fund 301 has been specifically used for the completion of a parking garage in
downtown Renton. In 2001, a transfer from the General Fund (000)was made for$4 million. Limited
Tax General Obligation Bonds were issued in 2001 for$6 million.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Investment Interest 1,688 37,064 0 7,857 0 N/A
TOTAL NEW REVENUE 1,688 37,064 0 7,857 0 N/A .►
Use of Prior Yr Revenue 0 0 0 0 180,000 100.0%
TOTAL RESOURCES 1,688 37,064 0 7,857 180,000 100.0%
EXPENDITURES:
Capital Outlay 55,929 39,074 0 0 0 N/A
Other 182 0 0 0 0 N/A
Transfer Out Fund 502 175,000 0 0 0 0 N/A
Transfer Out Fund 007 138,700 0 0 0 0 N/A
Transfer Out Fund 316 0 0 0 0 180,000 100.0%
Transfer Out Fund 317 1,500,000 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 1,869,811 39,074 0 0 180,000 100.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 1,869,811 39,074 0 0 180,000 100.0%
Fund Balance,January 1 2,041,115 172,992 170,982 170,982 178,839 4.6%
Total New Revenue 1,688 37,064 0 7,857 0 N/A
Total Committed Expenditures (1,869,811) (39,074) 0 0 (180,000) 100.0%
Designated Fund Balance 172,992 170,982 170,982 178,839 (1,161) -100.7%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
Budget by Fund
6-30
wr
Fund 303, Community Development Impact Mitigation Fund
w 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 2007-2012 Capital Improvement Program (CIP).
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
King County grant- Edlund 250,000 0 0 0 0 N/A
Community Dev. Mitigation Fees 245,054 301,236 250,000 243,714 250,000 0.0%
Investment Interest 5,981 15,883 5,000 34,160 5,000 0.0%
Transfer In Fund 316 14,000 0 0 0 0 N/A
TOTAL NEW REVENUE 515,035 317,119 255,000 277,874 255,000 0.0%
Use of Prior Yr Revenue 0 0 0 0 845,000 100.0%
TOTAL RESOURCES 515,035 317,119 255,000 277,874 1,100,000 331.4%
EXPENDITURES:
Community Dev. Mitigation Proj 1,274,705 5,696 0 0 0 N/A
Transfer out to Fund 316 0 0 0 0 1,100,000 100.0%
TOTAL COMMITTED EXPENDITURES 1,274,705 5,696 0 0 1,100,000 100.0%
Increase to Reserves 0 0 255,000 0 0 -100.0%
TOTAL EXPENDITURES 1,274,705 5,696 255,000 0 1,100,000 331.4%
Fund Balance,January 1 1,060,081 300,411 611,834 611,834 889,709 45.4%
Total New Revenue 515,035 317,119 255,000 277,874 255,000 0.0%
Total Committed Expenditures (1,274,705) (5,696) 0 0 (1,100,000) 100.0%
Designated Fund Balance 300,411 611,834 866,834 889,709 44,709 -94.8%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
r
Budget by Fund
6-31
Fund 304,Fire Impact Mitigation Fund
Fund 304 was created for the purpose of identifying Fire Impact Mitigation revenue and expenditures. -w
Mitigation fees are charged to new development near existing fire stations and developments located
farther out. Revenue is collected at the time a permit is issued. The Designated Fund Balance is for
identified projects in the 2007-2012 Capital Improvement Program (CIP). Bonds were issued in 2002
for the completion of Fire Station 12 completed in 2004.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adl Bdgt Actual Budget 06/07
REVENUE:
Fire Mitigation Fees 659,446 362,362 500,000 331,313 500,000 0.0%
Investment Interest 87,662 48,740 25,000 52,203 40,000 60.0%
Sales of fixed Assets 0 427,500 0 0 0 N/A r.
Transfer In Fund 316 93,000 0 0 0 N/A
TOTAL NEW REVENUE 840,108 838,602 525,000 383,516 540,000 2.9%
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 840,108 838,602 525,000 383,516 540,000 2.9%
EXPENDITURES:
Regular Salaries 7,800 0 0 0 0 N/A
Personnel Benefits 1,768 0 0 0 0 N/A
Fire Mitigation Projects 1,371,568 (836) 0 0 0 N/A
Transfer Out Fund 215 215,000 300,000 525,000 525,000 300,000 -42.9% ..
TOTAL COMMITTED EXPENDITURES 1,596,136 299,164 525,000 525,000 300,000 -42.9%
Increase to Reserves 0 0 0 0 240,000 100.0%
TOTAL EXPENDITURES 1,596,136 299,164 525,000 525,000 540,000 2.9%
Fund Balance,January 1 1,498,203 742,174 1,281,612 1,281,612 1,140,128 -11.0%
Total New Revenue 840,108 838,602 525,000 383,516 540,000 2.9%
Total Committed Expenditures (1,596,136) (299,164) (525,000) (525,000) (300,000) -42.9%
Designated Fund Balance 742,174 1,281,612 1,281,612 1,140,128 1,380,128 779/o
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
s
Budget by Fund
6-32
Fund 305,Transportation Impact Mitigation Fund
Fund 305 was created for the purpose of identifying Transportation Impact Mitigation revenue and
expenditures. Mitigation fees are charged to new development projects within Renton city limits using a
vehicle trip rate that has been established based on the number of vehicle trips generated between 1990
w- and 2010 by new development. The Designated Fund Balance is for city identified projects in the 2007-
2012 Capital Improvement Program (CIP) and the 2007-2012 Transportation Capital Improvement
Program (TCIP).
.�r
2004 2005 2006 2006 2007 Change
Item Actual Actual Adl Bdgt Actual Budget 06/07
REVENUE:
Transportation Mitigation Fees 915,752 522,808 500,000 546,344 500,000 0.0%
Investment Interest 35,404 92,956 100,000 168,833 100,000 0.0%
Transfer In Fund 316 107,000 0 0 0 N/A
TOTAL NEW REVENUE 1,058,156 615,764 600,000 715,177 600,000 0.0%
Use of Prior Yr Revenue 0 0 1,384,800 0 2,435,600 75.9%
TOTAL RESOURCES 1,058,156 615,764 1,984,800 715,177 3,035,600 52.9%
EXPENDITURES:
Transfer Out Fund 317 721,000 955,900 1,984,800 965,000 3,035,600 52.9%
TOTAL COMMITTED EXPENDITURES 721,000 955,900 1,984,800 965,000 3,035,600 52.9%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 721,000 955,900 1,984,800 965,000 3,035,600 52.9%
Fund Balance,January 1 3,859,186 4,196,343 3,856,207 3,856,207 3,606,384 -6.5%
Total New Revenue 1,058,156 615,764 600,000 715,177 600,000 0.0%
Total Committed Expenditures (721,000) (955,900) (1,984,800) (965,000) (3,035,600) 52.9%
Designated Fund Balance 4,196,343 3,856,207 2,471,407 3,606,384 1,170,784 -52.6%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
Budget vy Fund
6-33
Fund 307,Aquatics Center
Fund 307 was created in 2002 for the purpose of identifying Aquatic Center revenue and expenditures trrf
during construction. The Aquatic Center was completed in 2004. In 2007, the fund has been closed.
x
The Designated Fund Balance has been transfered to Fund 316.
r
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07 Vill
REVENUE:
Investment Interest 62,337 5,620 0 8,410 0 N/A
TOTAL NEW REVENUE 62,337 5,620 0 8,410 0 N/A
Use of Prior Yr Revenue 0 0 0 0 192,000 100.0%
TOTAL RESOURCES 62,337 5,620 0 8,410 192,000 100.0% 7
EXPENDITURES: a*
Capital Outlay 1,116,359 0 0 0 0 N/A
Transfer Out Fund 316 0 0 0 0 192,000 100.0%
TOTAL COMMITTED EXPENDITURES 1,116,359 0 0 0 192,000 100.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 1,116,359 0 0 0 192,000 100.0%
Fund Balance,January 1 1,231,412 177,390 183,010 183,010 191,420 4.6%
Total New Revenue 62,337 5,620 0 8,410 0 N/A
Total Committed Expenditures (1,116,359) 0 0 0 (192,000) 100.0%
Designated Fund Balance 177,390 183,010 183,010 191,420 (580) -100.3% Wd
Undesignated Fund Balance,Dec 31 0 0 0 1 0 N/A
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Budget by Fund
6-34
Fund 316,Municipal Facilities Capital Improvement Fund
This fund is used to fund facility improvements and renovations, property acquisitions for parks and City
space needs, parks development and equipment, and major capital requirements.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Real Estate Excise Tax 2,231,993 3,173,910 2,000,000 4,313,287 900,000 -55.0%
Investment Interest 167,902 231,882 100,000 516,093 100,000 0.0%
Donations 32,201 78,202 0 23,001 0 N/A
Sale of General Fixed Assets 115,003 0 0 0 0 N/A
®j Sale of Plans&Specs/Parks 855 770 0 0 0 N/A
Misc. Revenue 45 0 0 0 0 N/A
Interfund Loan Repayment 432,800 219,200 0 205,200 0 N/A
Transfer In Fund 000 2,980,500 2,881,916 0 0 0 N/A
Transfer In Fund 101 0 84,787 0 0 0 N/A
Transfer In Fund 103 0 322,576 0 0 0 N/A
Transfer In Fund 106 0 520,012 0 0 0 N/A
Transfer in Fund 131 0 0 0 0 260,000 100.0%
Transfer In Fund 215 138,000 0 0 0 1,500,000 100.0%
Transfer In Fund 301 0 0 0 0 180,000 100.0%
Transfer In Fund 303 0 0 0 0 1,100,000 100.0%
Transfer In Fund 307 0 0 0 0 192,000 100.0%
Transfer In Fund 501 0 42,000 0 0 0 N/A
TOTAL NEW REVENUE 6,099,299 7,555,255 2,100,000 5,057,581 4,232,000 101.5%
Use of Prior Yr Revenue 0 0 3,521,096 0 818,497 -76.8%
TOTAL RESOURCES 6,099,299 7,555,255 5,621,096 5,057,581 5,050,497 -10.2%
EXPENDITURES:
Technology Plan/Computer Acq 1,082,452 807,268 0 0 0 N/A
Copier Acquisitions-Other Rentals 102,683 126,988 0 0 0 N/A
Fire Department Defibrillators 0 121,064 0 0 0 N/A
Econ Dev/Neighbrhds/Strat Ping Proj 20,723 74,731 290,737 138,282 350,000 20.4%
Main&Grady Improvements 38,690 46,842 0 (3,299) 0 N/A
Municipal Facilities(incl Parks Proj) 665,123 1,471,122 2,775,211 1,633,684 2,804,500 1.1%
Heather Downs 0 113,503 1,432,000 1,124,215 0 -100.0%
Park Maintenance Facility 10,825 43,149 0 28,010 96,000 100.0%
Cedar Rvr/Sam Chastain Trail Extension 0 5,053 221,148 3,130 0 -100.0%
EL Springbrook Trail Missing Link 0 0 0 0 1,599,997 100.0%
Pavillion Project 760,129 0 0 0 0 N/A
Regis Park Athletic Field Expansion 0 0 200,000 30,587 0 -100.0%
Sk Comm Svc Grant Matching Funds 0 0 300,000 0 200,000 -33.3%
Transfer Out 214,000 0 402,000 402,000 0 -100.0%
TOTAL COMMITTED EXPENDITURES 2,894,625 2,809,720 5,621,096 3,356,610 5,050,497 -10.2%
Increase to Reserves 0 0 0 0 0 N/A
�r TOTAL EXPENDITURES 2,894,625 2,809,720 5,621,096 3,356,610 5,050,497 -10.2%
Fund Balance,January 1 4,978,135 8,182,809 12,928,344 12,928,344 14,629,315 13.2%
Total New Revenue 6,099,299 7,555,255 2,100,000 5,057,581 4,232,000 101.5%
Total Committed Expenditures (2,894,625) (2,809,720) (5,621,096) (3,356,610) (5,050,497) -10.2%
Fund Balance plus Reserves 8,182,809 12,928,344 9,407,248 14,629,315 13,810,818 46.8%
Reserve:Highland Redevelopment 0 0 1,500,000 1,500,000 1,500,000 0.0%
Reserve: Park Maintence Facility 0 0 4,200,000 4,200,000 6,200,000 47.6%
Reserve:Cedar Rvr/Sam Chastain Trail 0 0 293,000 293,000 793,000 170.6%
Fund Balance, Dec 31 8,182,809 12,928,344 3,414,248 8,636,315 5,317,818 55.8%
i
Budget by Fund
6-35
�r
Fund 317,Transportation Capital Improvement Fund
This fund supports City of Renton transportation projects and projects linked with various State and
Federal Funding programs. Many of the projects are dependent on acquisition of outside grants,
formation of LID's and mitigation revenue. Investment earnings generated on the fund balance
throughout the year are credited to the General Fund.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adi Bdgt Actual Budget 06/07
REVENUE:
Per Capita Business License Fees 1,637,081 1,586,363 1,600,000 1,818,814 1,600,000 0.0%
Transportation Grants 930,096 478,384 6,425,200 1,134,824 6,796,600 5.8%
SW 27th SUStrander Bond Proceeds 0 0 2,978,400 2,799,500 0 -100.0%
Sound Transit Interlocal Agreement 0 0 0 4,016,900 100.0%
King County Mitigation 2,216,000 0 0 0 N/A
Charges for Svcs/Plan Sales, Misc 214 3,755 0 0 N/A
King County Reimbursement/Duvall Ave 169,677 289,559 3,169,200 114,763 1,975,000 -37.71
Investment Interest 0 0 0 86,040 0 N/A
Miscellaneous Revenue 0 450,000 0 0 N/A
Transfer In Fund 102 353,500 353,500 440,000 440,000 565,000 28.4%
Transfer In Fund 301 1,500,000 0 0 0 N/A
Transfer In Fund 305 721,000 955,900 1,984,800 965,000 3,035,600 52.9%
Transfer In Fund 318 0 0 955,390 955,390 0 -100.0%
TOTAL NEW REVENUE 7,527,568 4,117,461 17,552,990 8,314,331 17,989,100 2.5%
Use of Prior Yr Revenue 0 0 4,540,610 0 5,113,000 12.6%
TOTAL RESOURCES 7,527,568 4,117,461 22,093,600 8,314,331 23,102,100 4.6%
EXPENDITURES:
Professional Services 99,885 84,635 115,000 51,969 95,000 -17.4%
Transportation Projects 5,177,125 7,200,487 21,918,600 8,556,374 22,947,100 4.7%
Transfer Out Fund 125 3,278 15,669 60,000 17,505 60,000 0.0%
TOTAL COMMITTED EXPENDITURES 5,280,288 7,300,791 22,093,600 8,625,847 23,102,100 4.6%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 5,280,288 7,300,791 22,093,600 8,625,847 23,102,100 4.6%
Fund Balance,January 1 8,291,896 10,539,176 7,355,846 7,355,846 7,044,330 -4.2%
Total New Revenue 7,527,568 4,117,461 17,552,990 8,314,331 17,989,100 2.5%
Total Committed Expenditures (5,280,288) (7,300,791) (22,093,600) (8,625,847) (23,102,100) 4.6%
Fund Balance, Dec 31 10,539,176 7,355,846 2,815,236 7,044,330 1,931,330 -31.4%
Budget by Fund
6-36
Fund 318, South Lake Washington Infrastructure Project
This fund was created in 2006 to provide accounting for the South Lake Washington Infrastructure
Project. This project is funded by various sources including REET, sales tax, grants, and GO Bonds that
will provide for the design, construction, labor wages and benefits, and equipment required to
implement the project.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Sales Tax 0 0 621,445 0 0 -100.0%
Real Estate Excise Tax 0 0 1,452,181 356,005 0 -100.0%
Permit Fees 0 0 268,000 0 0 -100.0%
CTED Grant 0 0 5,000,000 2,092,867 1,000,000 -80.0%
EDA Grant 0 0 2,054,314 0 1,054,300 -48.7910
Reimbursement From THL 0 0 978,152 0 838,100 -14.3%
Investment Interest 0 0 0 46,829 0 N/A
Bond Proceed& Premium 0 0 14,551,495 15,690,529 0 -100.0%
TOTAL NEW REVENUE 0 0 24,925,587 18,186,230 2,892,400 -88.4%
Use of Prior Yr Revenue 0 0 0 0 10,421,527 100.0%
TOTAL RESOURCES 0 0 24,925,587 18,186,230 13,313,927 -46.6%
EXPENDITURES:
Regular Salaries 0 0 130,000 0 115,361 -11.3%
Overtime 0 0 12,000 0 0 -100.0%
Personnel Benefits 0 0 61,000 0 60,286 -1.2%
Travel/Training 0 0 0 1,207 0 N/A
Professional Services 0 0 65,000 0 0 -100.0%
Preliminary Engineering 0 0 419,610 419,653 0 -100.0%
Bid Contingency 10% 0 0 1,847,760 0 1,847,800 0.0%
Joint Trench 0 0 838,152 37,203 638,100 -23.9%
Roadway Construction 0 0 16,135,127 5,373,802 7,976,800 -50.6%
City's Sidewalk 0 0 210,000 0 210,000 0.0%
Construction Management- Road 0 0 1,751,000 627,561 881,000 -49.7910
Capital Outlay, Vehicle 0 0 30,000 0 0 -100.0%
Water System 0 0 1,036,825 679,720 250,000 -75.9%
Water Pressure Reduction 0 0 400,000 16,586 350,000 -12.5%
Sewer System 0 0 1,033,723 728,943 200,000 -80.7%
Debt Service: Interest 0 0 0 294,420 0 N/A
Debt Issue Costs 0 0 0 50,138 0 N/A
Transfer to Fund 215 0 0 0 0 784,580 100.0%
Transfer to Fund 317 0 0 955,390 955,390 0 -100.0%
TOTAL COMMITTED EXPENDITURES 0 0 24,925,587 9,184,623 13,313,927 -46.6%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 24,925,587 9,184,623 13,313,927 -46.6%
Fund Balance,January 1 0 0 0 0 9,001,607 100.0%
Total New Revenue 0 0 24,925,587 18,186,230 2,892,400 -88.4%
Total Committed Expenditures 0 0 (24,925,587) (9,184,623) (13,313,927) -46.6%
Fund Balance Plus Reserves 0 0 0 9,001,607 (1,419,920) 100.0%
Reserves and designated fund balance 0 0 1,994,047 734,770 0 -100.0%
Undesignated Fund Balance, Dec 31 0 0 (1,994,047) 8,266,837 (1,419,920) -28.8%
Budget by Fund
6-37
Fund 402,Airport Fund
The Airport Fund supports administration, operation, and maintenance of the Renton Municipal Airport.
The Airport is a section of the Planning/Building/Public Works Transportation Systems. In 2007, Fund
422 is created to account for Airport capital improvement.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
AIP Project 0 0 190,000 0 0 -100.0%
Seaplane Base Dredging WSDOT Grant 0 0 0 10,195 0 N/A
FAA Grants 119,820 34,047 0 100,489 0 N/A
Airside/Landslide Improvement Grant 0 0 622,000 150,000 0 -100.0%
Charges for Services 6,657 8,314 5,100 10,214 8,000 56.9%
Investment Interest 22,980 50,291 50,000 114,009 10,000 -80.0%
Airport Leases 816,824 797,969 904,717 1,008,126 936,191 3.5%
Runway 15 Safety Improvement 352,145 242,908 150,000 0 0 -100.0%
Other Miscellaneous Revenue 2,175 2,723 0 261 0 N/A
TOTAL NEW REVENUE 1,320,600 1,136,252 1,921,817 1,393,293 954,191 -50.3%
Use of Prior Yr Revenue 0 0 732,226 0 1,387,273 89.5%
TOTAL RESOURCES 1,320,600 1,136,252 2,654,043 1,393,293 2,341,464 -11.8%
EXPENDITURES:
Regular Salaries 168,887 261,244 290,200 284,248 302,368 4.2%
Part Time Salaries 84,539 45,029 43,190 44,110 57,241 32.5%
Overtime 23,289 33,815 19,100 30,676 21,965 15.0%
Personnel Benefits 74,777 84,747 105,310 96,962 110,092 4.5%
Supplies 66,516 51,562 41,300 50,899 26,100 -36.8%
Professional Services 25,685 70,458 71,800 50,363 74,300 3.5%
Postage/Telephone/Other 3,903 2,099 4,300 2,907 4,000 -7.0%
Travel/Training 3,446 1,440 1,700 2,003 2,200 29.4% �.
Other Rentals 10,062 10,805 32,300 13,025 13,200 -59.1%
Equipment Rental 24,000 26,400 26,400 26,400 33,700 27.7%
Insurance 24,100 25,300 51,000 25,300 51,000 0.0%
Public Utility Services 74,191 91,202 85,300 86,967 100,415 17.791. `
Repairs&Maintenance 38,531 72,829 71,000 72,588 88,787 25.1%
Miscellaneous 4,028 3,458 500 1,764 12,000 2300.0%
Interfund Payments 56,445 64,683 48,400 48,400 170,496 252.3%
Equity Transfers to 422 0 0 0 0 1,273,600 100.0%
Capital Outlay 0 0 30,000 0 0 -100.0%
SUBTOTAL OPERATING BUDGET 682,397 845,071 921,800 836,612 2,341,464 154.0% ,
Airport Capital Improvements 639,247 178,264 1,732,243 1,363,083 0 -100.0%
TOTAL COMMITTED EXPENDITURES 1,321,645 1,023,335 2,654,043 2,199,695 2,341,464 -11.8%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 1,321,645 1,023,335 2,654,043 2,199,695 2,341,464 -11.8%
Fund Balance,January 1 2,344,625 2,343,581 2,456,498 2,456,498 1,650,096 -32.8%
Total New Revenue 1,320,600 1,136,252 1,921,817 1,393,293 954,191 -50.3%
Total Committed Expenditures (1,321,645) (1,023,335) (2,654,043) (2,199,695) (2,341,464) -11.8%
Fund Balance Plus Reserves 2,343,581 2,456,498 1,724,272 1,650,096 262,823 -84.8%
Operating Reserves 54,592 67,606 73,744 66,929 262,823 256.4%
Capital Reserves 2,288,989 2,388,892 1,650,528 1,583,167 0 -100.0%
Fund Balance Dec 31 0 0 0 0 0 N/A
Budget by Fund
6-38
Fund 403, Solid Waste Utility Fund
The Solid Waste Utility Fund accounts for contracted garbage collection services to 15,075 customers.
There are three sections of the Planning/Building/Public Works Department supported by this fund:
Solid Waste Utility Billing(403/004), Solid Waste Utility Systems (403/18), and Solid Waste
Maintenance(403/19).
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Solid Waste Fees 8,777,760 9,146,522 8,872,729 9,710,697 9,400,000 5.9%
Interfund Revenues 6,232 3,635 3,200 3,606 3,200 0.0%
Investment Interest 7,599 33,247 4,900 75,110 4,900 0.0%
Franchise Fees 68,047 73,977 68,000 68,554 70,516 3.7%
DOE Grants 20,091 6,365 33,000 7,264 0 -100.0%
King County Grant Programs 83,266 68,423 105,600 140,156 64,400 -39.0%
Local Hazardous Wste Mgt Grant 20,958 22,616 17,000 20,363 22,000 29.4%
TOTAL NEW REVENUE 8,983,953 9,354,785 9,104,429 10,025,751 9,565,016 5.1%
Use of Prior Yr Revenue 0 0 565,819 0 1,352,679 139.1
TOTAL RESOURCES 8,983,953 9,354,785 9,670,248 10,025,751 10,917,695 12.9%
EXPENDITURES:
Regular Salaries 120,283 130,831 255,900 248,634 290,824 13.6%
Part Time Salaries 21,839 23,138 31,220 25,319 32,120 2.9%
Overtime 0 770 300 2,570 1,345 348.3%
Personnel Benefits 32,332 40,568 87,520 74,145 103,078 17.8%
Supplies/Small Equipment 5,828 1,412 13,125 9,886 13,825 5.3%
Garbage Contractor 6,943,919 7,273,228 7,207,116 7,763,123 8,280,000 14.9%
Clean Sweep Program 0 167,020 160,000 121,317 170,000 6.3%
Professional Services 12,179 6,863 14,700 3,582 19,700 34.0%
Solid Waste Programs 42,336 76,837 161,080 23,969 91,952 -42.9%
Postage/Telephone/Other 66 74 27,485 18,059 24,725 -10.0%
Travel/Training 352 313 3,175 1,093 3,250 2.4%
Equipment Rental 10,600 12,100 12,100 0 12,800 5.8%
Public Util Sv/Dump Fees 4,691 2,869 6,800 2,813 6,500 -4.4%
Repairs& Maintenance 0 0 6,138 5,613 9,550 55.6%
Miscellaneous 1,694 1,394 7,275 2,214 7,825 7.6%
K Co Hazardous Materials Assmt 179,259 179,259 351,200 224,546 423,878 20.7%
State Excise Tax 125,999 119,562 175,306 126,018 175,306 0.0%
State Refuse Collection Tax 302,431 339,005 379,452 349,027 379,452 0.0%
Interfund Taxes 481,091 549,855 616,146 568,961 616,146 0.0%
Interfund Payments 287,031 356,642 154,210 99,358 255,419 65.6%
TOTAL COMMITTED EXPENDITURES 8,571,929 9,281,740 9,670,248 9,670,248 10,917,695 12.9%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 8,571,929 9,281,740 9,670,248 9,670,248 10,917,695 12.97
Fund Balance,January 1 885,911 1,297,935 1,370,980 1,370,980 1,726,483 25.9%
Total New Revenue 8,983,953 9,354,785 9,104,429 10,025,751 9,565,016 5.1%
Total Committed Expenditures (8,571,929) (9,281,740) (9,670,248) (9,670,248) (10,917,695) 12.9%
Fund Balance Plus Reserves 1,297,935 1,370,980 805,161 1,726,483 373,804 -53.6%
Operating Reserves 685,754 742,539 773,620 773,620 373,804 -51.7%
Designated Fund Balance 612,181 628,441 31,541 952,863 0 -100.0%
Fund Balance, Dec 31 0 0 0 0 0 N/A
Budget by Fund
6-39
no
Fund 404,Municipal Golf Course System Fund
Ordinance 3884, approved in January 1985,created the Golf Course Fund and authorized issuance
of$3,965,000 Council-voted General Obligation Bonds to acquire, improve, and develop the
facility. The golf course is an 18-hole golf complex operated and maintained by the City through the
Parks Division of the Community Services Department. In 1994, $5 million in revenue bonds were
issued to construct a driving range and new clubhouse, including pro shop,restaurant, and meeting
rooms. The major source of support is user fees, including a green fee of$2.00 per round of golf,
reserved for capital improvements. In 1997 and beyond,the green fees will be used for payment of
the annual debt service on the revenue bonds. In 1998,the operating reserve was recalculated to
reflect debt service payments that are held in reserve on the balance sheet. See the Community
Services operating budget section for more information. (Continued on the following page.)
.ri
a
Budget by Fund
6-40
Continued from the previous page.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Golf Course Green Fees 1,152,490 1,111,195 1,305,280 1,190,931 1,331,386 2.0%
Driving Range Fees 343,743 335,317 366,600 320,406 373,900 2.0%
Other Charges for Services 257,363 275,364 270,000 300,185 277,900 2.9%
Investment Interest 10,699 29,894 15,000 61,969 15,000 0.0%
Concessions: Restaurant/Rtls/Pro Shop 423,362 444,497 463,000 439,919 464,279 0.3%
Miscellaneous Revenue 2,135 7,208 2,000 11,165 2,000 0.0%
TOTAL NEW REVENUE 2,189,791 2,203,475 2,421,880 2,324,575 2,464,465 1.8%
Use of Prior Year Revenue 0 0 20,000 0 0 -100.0%
TOTAL RESOURCES 2,189,791 2,203,475 2,441,880 2,324,575 2,464,465 0.9%
EXPENDITURES:
Regular Salaries 418,647 534,530 570,300 580,731 592,083 3.8%
Part Time Salaries 275,183 244,920 274,180 223,464 282,147 2.9%
Overtime 3,870 2,099 3,560 3,329 3,460 -2.8%
Personnel Benefits 205,197 236,196 275,940 246,380 292,846 6.1%
Supplies 264,975 291,806 287,200 295,526 295,240 2.8%
Professional Services 5,710 8,700 23,600 4,628 3,700 -84.3%
Postage/Telephone/Other 5,239 5,566 6,000 42 0 -100.0%
Travel/Training 5,667 5,144 5,700 4,466 5,700 0.0%
Other Rentals 8,069 8,026 5,700 10,301 5,700 0.0%
Insurance 8,500 8,500 8,500 8,500 8,500 0.0%
Public Utility Services 21,759 40,674 44,000 51,328 46,635 6.0%
Repairs& Maintenance 53,981 59,728 71,200 54,166 71,705 0.7%
Miscellaneous 19,958 23,690 22,800 11,083 22,800 0.0%
Capital Outlay 98,749 87,387 100,000 95,754 100,000 0.0%
Debt Service: Principal 274,271 287,357 285,700 276,477 309,500 8.3%
Debt Service: Interest 193,540 184,030 181,400 169,424 157,500 -13.2%
Interfund Payments 122,400 126,100 126,100 126,100 116,949 -7.3%
Transfer Out Fund 424 270,000 310,000 150,000 150,000 150,000 0.0%
TOTAL COMMITTED EXPENDITURES 2,255,714 2,464,453 2,441,880 2,311,700 2,464,465 0.9%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 2,255,714 2,464,453 2,441,880 2,311,700 2,464,465 0.9%
Fund Balance,January 1 1,362,027 1,296,105 1,035,127 1,035,127 1,048,001 1.2%
Total New Revenue 2,189,791 2,203,475 2,421,880 2,324,575 2,464,465 1.8%
Total Committed Expenditures (2,255,714) (2,464,453) (2,441,880) (2,311,700) (2,464,465) 0.9%
Fund Balance Plus Reserves 1,296,105 1,035,127 1,015,127 1,048,001 1,048,001 3.2%
Operating Reserves 143,032 159,445 157,982 149,264 199,747 26.4%
Bond Reserve 441,358 441,358 441,358 441,358 441,358 0.0%
Undesignated Fund Balance, Dec 31 711,714 434,323 415,786 457,379 406,897 -2.1%
Budget by Fund
6-41
No
Funds 401/405/406/407/416,Waterworks Utility Funds
Utility charges and fees provide revenue for the operation and maintenance of the water,wastewater and surface
water utilities,and Public Works Trust Fund Loan payments. In 2006, Fund 401 splits into four separate funds:
405 Water,406 Wastewater,407 Surface Water,and 416 King County Metro.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Water Collections 6,938,951 6,587,074 7,164,939 7,187,499 7,513,200 4.9%
Wastewater(City) 3,109,350 3,302,114 3,583,100 3,700,099 3,787,500 5.7%
Metro Revenue 7,707,187 8,429,550 8,418,000 9,050,032 9,500,000 12.9%
Surface Water Fees&Charges 2,709,055 2,374,403 2,540,281 2,556,698 2,985,000 17.5%
Other Utility Fees&Charges 371,629 424,569 633,193 951,199 618,400 -2.3%
Interfund Revenue 690,241 702,612 382,600 369,109 379,400 -0.8%
Investment Interest 56,681 222,596 77,900 365,270 184,900 137.4%
Other Misc Revenue 223,173 703,400 151,500 326,452 220,200 45.3%
Water Installation 259,625 261,653 220,000 169,978 300,000 36.4%
Transfer In 10,300 9,300 3,307,676 3,307,678 0 -100.0%
TOTAL NEW REVENUE 22,076,192 23,017,271 26,479,189 27,984,016 25,488,600 -3.7%
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 22,076,192 23,017,271 26,479,189 27,984,016 25,488,600 -3.7%
EXPENDITURES:
Regular Salaries 2,751,007 2,971,624 3,374,810 3,197,132 3,549,565 5.2%
Part Time Salaries 40,341 56,245 81,400 61,026 91,358 12.2%
Overtime 86,754 88,891 114,300 110,704 130,335 14.0%
Personnel Benefits 771,205 877,833 1,101,724 996,266 1,298,304 17.8%
Supplies/Inventory 640,104 611,411 609,875 525,221 605,575 -0.7%
Professional Services 104,735 78,468 359,220 223,344 241,221 -32.8%
Postage/Telephone/Other 11,454 10,575 93,115 82,111 80,275 -13.8%
Travel/Training 15,544 17,210 35,825 25,237 41,350 15.4%
Other Rentals 16,381 11,839 6,700 3,331 21,200 216.4%
Equipment Rental 367,073 506,627 504,000 504,000 578,600 14.8%
Insurance 83,700 87,900 87,900 87,900 87,900 0.0%
King County Wastewater Treatment Chrg 7,820,724 8,447,740 8,418,000 8,906,898 9,500,000 12.9%
Other Public Utility Services 622,742 636,422 865,300 892,438 940,290 8.7%
Repairs&Maintenance 228,933 223,922 198,514 286,985 280,750 41.4%
Miscellaneous 43,593 44,802 116,925 76,802 116,600 -0.3%
State Tax 594,911 414,765 670,056 467,656 605,474 -9.6%
Interfund Taxes 1,275,372 1,445,483 1,488,561 1,515,649 1,605,127 7.8%
Equity Transfers 1,731,000 6,639,850 2,767,793 2,738,000 2,100,000 -24.1% �»
Capital Outlay 0 4,803 131,100 36,155 72,400 -44.8%
Debt Service: Principal 693,445 631,643 873,845 889,143 889,371 1.8%
Debt Service: Interest 86,828 89,135 113,981 94,187 89,600 -21.4%
Transfer out to Fund 471 0 0 0 0 15,000 100.0%
Interfund Payments 2,187,357 2,268,712 2,026,090 1,954,053 2,163,953 6.8%
TOTAL COMMITTED EXPENDITURES 20,173,202 26,165,900 24,039,034 23,674,237 25,104,248 4.4%
Increase to Reserves 0 0 2,440,155 0 384,352 -84.2%
TOTAL EXPENDITURES 20,173,202 26,165,900 26,479,189 23,674,237 25,488,600 -3.7910
Fund Balance,January 1 4,965,150 6,868,140 3,719,511 3,719,511 8,029,290 115.9%
Total New Revenue 22,076,192 23,017,271 26,479,189 27,984,016 25,488,600 -3.7%
Total Committed Expenditures (20,173,202) (26,165,900) (24,039,034) (23,674,237) (25,104,248) 4.4%
Fund Balance Plus Reserves 6,868,140 3,719,511 6,159,666 8,029,290 8,413,642 36.6%
Operating Reserves 1,263,332 1,355,602 1,449,984 1,437,568 1,790,278 23.5%
Fund Balance, December 31 5,604,808 2,363,909 4,709,682 6,591,722 6,623,364 40.6%
Budget by Fund
6-42
Fund 401,Waterworks Utility Fund
Utility charges and fees provide revenue for the operation and maintenance of the water,wastewater and surface
water utilities,and Public Works Trust Fund Loan payments. Fund 451 was established for revenue bond debt
service payments and bond reserves. A portion of utility fees collected are allocated to Fund 451 in order to
make revenue bond debt payments. In 2006, Fund 401 splits into four separate funds: 405 Water,406
Wastewater,407 Surface water,and 416 King County Metro.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Water Collections 6,938,951 6,587,074 0 0 0 N/A
Wastewater(City) 3,109,350 3,302,114 0 0 0 N/A
Metro Revenue 7,707,187 8,429,550 0 0 0 N/A
Surface Water Fees&Charges 2,709,055 2,374,403 0 0 0 N/A
Other Utility Fees&Charges 371,629 424,569 0 0 0 N/A
Interfund Revenue 690,241 702,612 0 0 0 N/A
Investment Interest 56,681 222,596 0 0 0 N/A
Other Misc Revenue 223,173 703,400 0 0 0 N/A
Water Installation 259,625 261,653 0 0 0 N/A
Transfer In 10,300 9,300 0 0 0 N/A
TOTAL NEW REVENUE 22,076,192 23,017,271 0 0 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 22,076,192 23,017,271 0 0 0 N/A
EXPENDITURES:
Regular Salaries 2,751,007 2,971,624 0 0 0 N/A
Part Time Salaries 40,341 56,245 0 0 0 N/A
Overtime 86,754 88,891 0 0 0 N/A
Personnel Benefits 771,205 877,833 0 0 0 N/A
Supplies/Inventory 640,104 611,411 0 0 0 N/A
Professional Services 104,735 78,468 0 0 0 N/A
Postage/Telephone/Other 11,454 10,575 0 0 0 N/A
Travel/Training 15,544 17,210 0 0 0 N/A
Other Rentals 16,381 11,839 0 0 0 N/A
Equipment Rental 367,073 506,627 0 0 0 N/A
Insurance 83,700 87,900 0 0 0 N/A
Public Utility Services 622,742 636,422 0 0 0 N/A
King County Wastewater Treatment Chrg 7,820,724 8,447,740 0 0 0 N/A
Repairs&Maintenance 228,933 223,922 0 0 0 N/A
Miscellaneous 43,593 44,802 0 0 0 N/A
State Tax 594,911 414,765 0 0 0 N/A
Interfund Taxes 1,275,372 1,445,483 0 0 0 N/A
Transfers to 421 1,731,000 6,639,850 0 0 0 N/A
Capital Outlay 0 4,803 0 0 0 N/A
Debt Service: Principal 693,445 631,643 0 0 0 N/A
Debt Service: Interest 86,828 89,135 0 0 0 N/A
Interfund Payments 2,187,357 2,268,712 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 20,173,202 26,165,900 0 0 0 N/A
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 20,173,202 26,165,900 0 0 0 N/A
Fund Balance,January 1 4,965,150 6,868,140 0 0 0 N/A
Total New Revenue 22,076,192 23,017,271 0 0 0 N/A
Total Committed Expenditures (20,173,202) (26,165,900) 0 0 0 N/A
Fund Balance Plus Reserves 6,868,140 3,719,511 0 0 0 N/A
Operating Reserves 1,263,332 1,355,602 0 0 0 N/A
Fund Balance, December 31 5,604,808 2,363,909 0 0 0 N/A
Budget by Fund
6-43
to
Fund 405,Water Utility Operation Fund
This fund was created in 2006 for the purpose of identifying water utility revenue and expenses. rd
Utility charges and fees provide revenue for the operation and maintenance of the water utility and
Public Works Trust Fund Loan payments. Fund 451was established for revenue bond debt service
payments and bond reserves. A portion of water fees is allocated to Fund 451 in order to make r
revenue bond debt payments. Previously water,wastewater and surface water utilities were
reported in Fund 401. (Continued on the following page.)
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3
1
d
Budget by Fund
6-44
Fund 405, Water Utility Operation Fund
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Water Collections 0 0 7,164,939 7,187,499 7,513,200 4.9%
Water Insp/Approval fees 0 0 56,000 61,654 65,000 16.1%
Other Utility Fees&Charges 0 0 400 121,217 400 0.0%
Interfund Revenue 0 0 203,000 212,706 204,000 0.5%
Investment Interest 0 0 55,753 179,890 97,900 75.6%
Rents/Long Term 0 0 86,700 96,290 92,000 6.1%
Other Misc Revenue 0 0 1,000 109,350 1,000 0.0%
Water Installation 0 0 220,000 169,978 300,000 36.4%
Transfer In 0 0 3,239,850 3,239,850 0 -100.0%
TOTAL NEW REVENUE 0 0 11,027,642 11,378,434 8,273,500 -25.0%
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 0 0 11,027,642 11,378,434 8,273,500 -25.0%
EXPENDITURES:
Regular Salaries 0 0 1,888,110 1,792,935 2,033,741 7.7%
Part Time Salaries 0 0 39,870 29,137 40,770 2.3%
Overtime 0 0 60,600 55,441 69,285 14.3%
Personnel Benefits 0 0 643,034 568,761 766,107 19.1%
Supplies/Inventory 0 0 500,325 444,621 500,525 0.0%
Professional Services 0 0 123,525 70,782 95,668 -22.6%
Routine Water Quality Testing 0 0 31,100 28,712 32,000 2.9%
Postage/Telephone/Other 0 0 36,525 27,836 33,980 -7.0%
Travel/Training 0 0 19,875 16,415 21,450 7.9%
Other Rentals 0 0 4,100 3,331 4,100 0.0%
Equipment Rental 0 0 222,100 222,100 238,600 7.4%
Insurance 0 0 43,900 43,900 43,900 0.0%
Purchased Water 0 0 290,000 232,205 315,000 8.6%
Electricity/Pumping 0 0 470,000 560,330 513,240 9.2%
Repairs &Maintenance 0 0 138,338 216,797 201,750 45.8%
Printing &Binding 0 0 17,000 10,107 17,000 0.0%
v DOH Permit fees 0 0 15,000 11,617 15,000 0.0%
Miscellaneous 0 0 47,575 48,506 46,625 -2.0%
State Tax 0 0 456,500 319,479 472,644 3.5%
M Interfund Taxes 0 0 544,500 545,573 563,790 3.5%
Capital Outlay 0 0 122,400 28,665 52,400 -57.2%
Debt Service: Principal 0 0 364,545 380,028 380,071 4.3%
Debt Service: Interest 0 0 51,981 30,874 34,300 -34.0%
Interfund Payments 0 0 998,625 976,341 852,683 -14.6%
Transfers to Fund 425 0 0 1,233,000 1,233,000 650,000 -47.3%
Transfer to Fund 471 0 0 0 0 10,000 100.0%
TOTAL COMMITTED EXPENDITURES 0 0 8,362,528 7,897,493 8,004,629 -4.3%
Increase to Reserves 0 0 2,665,114 0 268,871 -89.9%
TOTAL EXPENDITURES 0 0 11,027,642 7,897,493 8,273,500 -25.0%
Fund Balance,January 1 0 0 515,657 515,657 3,996,598 675.0%
Total New Revenue 0 0 11,027,642 11,378,434 8,273,500 -25.0%
Total Committed Expenditures 0 0 (8,362,528) (7,897,493) (8,004,629) -4.3%
Fund Balance Plus Reserves 0 0 3,180,771 3,996,598 4,265,469 34.1%
Operating Reserves 0 0 456,960 431,083 1,180,765 158.4%
Fund Balance, December 31 0 0 2,723,811 3,565,515 3,084,704 13.2%
Budget by Fund
6-45
ri
Fund 406,Wastewater Utility Operation Fund
This fund was created in 2006 for the purpose of identifying the City's portion of wastewater utility
revenue and expenses. Utility charges and fees provide revenue for the operation and maintenance
of the wastewater utility and Public Works Trust Fund Loan payments. Fund 451 was established
for revenue bond debt service payments and bond reserves. A portion of wastewater fees is
allocated to Fund 451 in order to make revenue bond debt payments. Previously water,wastewater
and surface water utilities were reported in Fund 401. (Continued on the following page.)
3
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a
Budget by Fund
6-46
Continued from the previous page.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Wastewater Permits 0 0 35,000 41,374 40,000 14.3%
Wastewater Collections 0 0 3,583,100 3,700,099 3,787,500 5.7%
Wastewater Insp/Approval Fees 0 0 75,000 116,890 85,000 13.3%
Interfund Revenue 0 0 145,600 145,506 140,400 -3.6%
Investment Interest 0 0 6,188 110,169 40,000 546.4%
Other Misc Revenue 0 0 1,800 45,085 56,700 3050.0%
Transfer-In 0 0 67,826 67,828 0 -100.0%
TOTAL NEW REVENUE 0 0 3,914,514 4,226,951 4,149,600 6.0%
Use of Prior Yr Revenue 0 0 44,248 0 32,065 -27.5%
TOTAL RESOURCES 0 0 3,958,762 4,226,951 4,181,665 5.6%
EXPENDITURES:
Regular Salaries 0 0 659,000 656,770 684,408 3.9%
Part Time Salaries 0 0 14,530 8,325 19,000 30.8%
Overtime 0 0 28,000 32,706 31,495 12.5%
Personnel Benefits 0 0 213,980 205,783 237,154 10.8%
Supplies/Inventory 0 0 50,425 24,806 40,625 -19.4%
Professional Services 0 0 104,425 65,017 55,668 -46.7%
Postage/Telephone/Other 0 0 38,025 35,593 29,480 -22.5%
Travel/Training 0 0 7,075 4,885 8,050 13.8%
Other Rentals 0 0 1,000 0 7,000 600.0%
Equipment Rental 0 0 191,200 191,200 182,900 -4.3%
Insurance 0 0 18,500 18,500 18,500 0.0%
King County Wastewater Treatment Ch 0 0 44,700 36,625 50,125 12.1%
Repairs&Maintenance 0 0 38,438 45,578 51,850 34.9%
Miscellaneous 0 0 6,175 3,267 6,850 10.9%
State Tax 0 0 169,856 86,654 88,050 -48.2%
Interfund Taxes 0 0 769,108 807,819 862,217 12.1%
Transfers to Fund 426 0 0 553,000 553,000 750,000 35.6%
Transfer to Fund 471 0 0 0 0 5,000 100.0%
Capital Outlay 0 0 3,600 0 10,000 177.8%
Debt Service: Principal 0 0 466,700 466,526 466,700 0.0%
Debt Service: Interest 0 0 57,700 59,054 51,500 -10.7910
Interfund Payments 0 0 523,325 499,012 525,093 0.3%
TOTAL COMMITTED EXPENDITURES 0 0 3,958,762 3,801,119 4,181,665 5.6%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 3,958,762 3,801,119 4,181,665 5.6%
Fund Balance,January 1 0 0 2,045,852 2,045,852 2,471,684 20.8%
Total New Revenue 0 0 3,914,514 4,226,951 4,149,600 6.0%
Total Committed Expenditures 0 0 (3,958,762) (3,801,119) (4,181,665) 5.6%
Fund Balance Plus Reserves 0 0 2,001,604 2,471,684 2,439,619 21.9%
Operating Reserves 0 0 155,392 146,245 392,640 152.7%
Fund Balance, December 31 0 0 1,846,212 2,325,439 2,046,979 10.9%
Budget by Fund
6-47
Fund 407, Surface Water Utility Operation Fund
This fund was created in 2006 for the purpose of identifying surface water utility revenue and
expenses. Utility charges and fees provide revenue for the operation and maintenance of the surface
water utility and Public Works Trust Fund Loan payments. Fund 451 was established for revenue
bond debt service payments and bond reserves. A portion of surface water fees is allocated to Fund
451 in order to make revenue bond debt payments. Previously water,wastewater and surface water
utilities were reported in Fund 401. (Continued on the following page.)
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Budget by Fund
6-48
Continued from the previous page.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Surface Water Permits 0 0 26,000 24,670 30,000 15.4%
Surface Water Fees&Charges 0 0 2,540,281 2,556,698 2,985,000 17.5%
Surface Water Insp Fees 0 0 185,000 277,431 190,000 2.7%
Other Utility Fees&Charges 0 0 316,793 374,007 278,000 -12.2%
Interfund Revenue 0 0 34,000 10,897 35,000 2.9%
Investment Interest 0 0 15,959 90,149 47,000 194.5%
Other Misc Revenue 0 0 1,000 9,683 500 -50.0%
TOTAL NEW REVENUE 0 0 3,119,033 3,343,535 3,565,500 14.3%
Use of Prior Yr Revenue 0 0 180,711 0 0 -100.0%
TOTAL RESOURCES 0 0 3,299,744 3,343,535 3,565,500 8.1%
EXPENDITURES:
Regular Salaries 0 0 827,700 747,427 831,416 0.4%
Part Time Salaries 0 0 27,000 23,564 31,588 17.0%
Overtime 0 0 25,700 22,557 29,555 15.0%
Personnel Benefits 0 0 244,710 221,722 295,043 20.6%
Supplies/Inventory 0 0 59,125 55,794 64,425 9.0%
Professional Services 0 0 131,270 87,545 89,885 -31.5%
Postage/Telephone/Other 0 0 18,565 18,682 16,815 -9.4%
Travel/Training 0 0 8,875 3,936 11,850 33.5%
Other Rentals 0 0 1,600 0 10,100 531.3%
Equipment Rental 0 0 90,700 90,700 157,100 73.2%
Insurance 0 0 25,500 25,500 25,500 0.0%
Repairs &Maintenance 0 0 21,738 24,611 27,150 24.9%
Other Public Utility Services 0 0 1,700 436 1,700 0.0%
Electricity 0 0 4,600 2,668 5,025 9.2%
Dump Fees 0 0 23,200 31,463 23,200 0.0%
Miscellaneous 0 0 31,175 3,305 31,125 -0.2%
State Tax 0 0 43,700 61,523 44,780 2.5%
Interfund Taxes 0 0 174,953 162,257 179,120 2.4%
Transfers to Fund 427 0 0 981,793 952,000 700,000 -28.7%
Capital Outlay 0 0 5,100 7,490 10,000 96.1%
Debt Service: Principal 0 0 42,600 42,590 42,600 0.0%
Debt Service: Interest 0 0 4,300 4,259 3,800 -11.6%
Interfund Payments 0 0 504,140 478,700 786,177 55.9%
TOTAL COMMITTED EXPENDITURES 0 0 3,299,744 3,068,726 3,417,954 3.6%
Increase to Reserves 0 0 0 0 147,546 100.0%
TOTAL EXPENDITURES 0 0 3,299,744 3,068,726 3,565,500 8.1%
Fund Balance,January 1 0 0 1,558,857 1,558,857 1,833,667 17.6%
Total New Revenue 0 0 3,119,033 3,343,535 3,565,500 14.3%
Total Committed Expenditures 0 0 (3,299,744) (3,068,726) (3,417,954) 3.6%
Fund Balance Plus Reserves 0 0 1,378,146 1,833,667 1,981,213 43.8%
Operating Reserves 0 0 164,192 147,688 489,531 198.1%
Fund Balance, December 31 0 0 1,213,954 1,685,979 1,491,682 22.9%
Budget by Fund
6-49
..
Fund 416,King County Metro Fund
This fund was created in 2006 for the purpose of identifying King County Metro's portion of the
wastewater revenue and expenses. King County provides wholesale wastewater treatment services .b
to the City of Renton. King County charges the local agencies and the local agencies bill their
customers to recover the County charge. Previously, water, wastewater and surface water utilities va
were reported in Fund 401.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Metro Revenue 0 0 8,418,000 9,050,032 9,500,000 12.9%
Investment Interest 0 0 0 (14,937) 0 N/A
TOTAL NEW REVENUE 0 0 8,418,000 9,035,095 9,500,000 12.9%
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 0 0 8,418,000 9,035,095 9,500,000 12.9%
EXPENDITURES:
Public Utility Services 0 0 8,418,000 8,906,898 9,500,000 12.9%
TOTAL COMMITTED EXPENDITURES 0 0 8,418,000 8,906,898 9,500,000 12.9%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 8,418,000 8,906,898 9,500,000 12.9%
Fund Balance,January 1 0 0 (400,854) (400,854) (272,658) -32.0%
Total New Revenue 0 0 8,418,000 9,035,095 9,500,000 12.9%
Total Committed Expenditures 0 0 (8,418,000) (8,906,898) (9,500,000) 12.9%
Fund Balance Plus Reserves 0 0 (400,854) (272,658) (272,658) -32.0%
Operating Reserves 0 0 673,440 712,552 (272,658) -140.5%
Fund Balance, Dec 31 0 0 (1,074,294) (985,210) 0 -100.0% Y
i
Budget by Fund
6-50
r
Fund 422,Airport Capital Improvement Fund
In 2007,this fund was created to account for Airport Capital Improvement,
that was previously budgeted in Fund 402.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Seaplane Base Dredging 0 0 0 0 76,400 100.0%
FAA Airfield Improvement Grant Revenue 0 0 0 0 150,000 100.0%
Residual Equity Transfer-In 0 0 0 0 1,273,600 100.0%
TOTAL NEW REVENUE 0 0 0 0 1,500,000 100.0%
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 0 0 0 0 1,500,000 100.0%
EXPENDITURES:
Airport Capital Improvements 0 0 0 0 1,500,000 100.0%
TOTAL COMMITTED EXPENDITURES 0 0 0 0 1,500,000 100.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 0 0 1,500,000 100.0%
Fund Balance,January 1 0 0 0 0 0 N/A
Total New Revenue 0 0 0 0 1,500,000 100.0%
Total Committed Expenditures 0 0 0 0 (1,500,000) 100.0%
Designated Fund Balance 0 0 0 0 0 N/A
Fund Balance, Dec 31 0 0 0 0 0 N/A
..r
Budget by Fund
6-51
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Fund 424,Municipal Golf Course System Capital Improvement Fund
This fund was established in 1996 to account for the major capital improvements ...
at the Maplewood Golf Course separately from the operating fund.
Funding for capital improvements is through a green fee of$2.00 per round of golf.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Investment Interest 3,422 7,926 4,000 12,989 4,000 0.0%
Other Misc Revenue 157 0 0 0 0 N/A
Transfer-In 270,000 310,000 150,000 150,000 150,000 0.0%
TOTAL NEW REVENUE 273,579 317,926 154,000 162,989 154,000 0.0%
Use of Prior Yr Revenue 0 0 288,398 0 26,000 -91.0%
TOTAL RESOURCES 273,579 317,926 442,398 162,989 180,000 -59.3%
EXPENDITURES:
Golf Course Capital Improvements 320,233 379,186 442,398 307,812 180,000 -59.3%
TOTAL COMMITTED EXPENDITURES 320,233 379,186 442,398 307,812 180,000 -59.3%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 320,233 379,186 442,398 307,812 180,000 -59.3%
Fund Balance,January 1 403,778 357,124 295,864 295,864 151,041 -48.9%
Total New Revenue 273,579 317,926 154,000 162,989 154,000 0.0%
Total Committed Expenditures (320,233) (379,186) (442,398) (307,812) (180,000) -59.3%
Designated Fund Balance 357,124 295,864 7,466 151,041 125,041 1574.8%
Fund Balance, Dec 31 0 0 0 0 0 N/A
Budget by Fund
6-52
r
Funds 421/425/426/427,Waterworks Utility Construction Funds
The Waterworks Utility Construction funds supports Water, Sewer and Surface Water Utility
Improvement projects. In 2002 the City issued bonds in the amount of$10 million to finance the
Capital Improvement Program (CIP). Utility collection fees, Special Assessment fees, and
connection charges also fund CIP Projects. For more detailed informaton, see the separately
published City of Renton 2007-2012 CIP document. In 2006, Fund 421 was split into three separate
funds: 425 Water Utility, 426 Wastewater Utility, and 427 Stormwater Utility.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adl Bdgt Actual Budget 06/07
REVENUE:
FEMA Springbrook floodplan 14,647 8,818 15,000 0 0 -100.0%
King County Conservation District Gran 0 0 13,000 55,085 13,000 0.0%
Charges for Services 3,268 2,703 5,000 649 0 -100.0%
Investment Interest (6,175) 46,877 50,001 210,381 49,000 -2.0%
Revenue Bond Proceeds 0 0 7,302,999 0 9,861,000 35.0%
Special Assessment District 347,758 289,280 280,000 229,707 295,000 5.4%
Connection Charges 2,175,582 1,515,253 1,211,000 1,411,168 1,387,000 14.5%
PWTF Loans: N/A
Mplwd Water Quaility Improvement 1,030,000 3,862,500 0 0 0 N/A
Mplwd Water Rights Compliance 141,958 0 0 0 0 N/A
DCD/CNST CT Pipeline for Wells 292,347 0 0 0 0 N/A
- Transfer In Fund 401 7,417,649 6,639,850 0 0 0 100.0%
Transfer In 1,731,000 2,369,687 2,980,457 2,950,664 2,100,000 -29.5%
Other Financing Sources 0 57,493 0 0 0 N/A
Miscellaneous Revenues 0 0 0 39,334 0 N/A
TOTAL NEW REVENUE 13,148,034 14,792,461 11,857,457 4,896,989 13,705,000 15.6%
Use of Prior Yr Revenue 0 0 8,070,886 0 0 -100.0%
TOTAL RESOURCES 13,148,034 14,792,461 19,928,343 4,896,989 13,705,000 -31.2%
EXPENDITURES:
Capital Improvement Program:
Wastewater 1,790,018 3,081,350 4,622,000 1,065,436 2,625,000 -43.2%
Water 7,944,200 5,400,272 8,191,700 2,099,742 8,780,000 7.2%
Surface Water 3,674,452 1,262,040 3,874,793 1,187,827 2,300,000 -40.6%
Total Capital Improvements 13,408,670 9,743,662 16,688,493 4,353,005 13,705,000 -17.9%
Transfer out 0 0 3,239,850 3,239,850 0 -100.0%
TOTAL COMMITTED EXPENDITURES 13,408,670 9,743,662 19,928,343 7,592,855 13,705,000 -31.2%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 13,408,670 9,743,662 19,928,343 7,592,855 13,705,000 -31.2%
Fund Balance,January 1 1,165,903 905,267 5,954,066 5,954,066 3,258,199 -45.3%
Total New Revenue 13,148,034 14,792,461 11,857,457 4,896,989 13,705,000 15.6%
Total Committed Expenditures (13,408,670) (9,743,662) (19,928,343) (7,592,855) (13,705,000) -31.2%
Fund Balance, Dec 31 905,267 5,954,066 (2,116,820) 3,258,199 3,258,199 -253.9%
Budget by Fund
6-53
ow
Fund 421,Waterworks Utility Construction Fund
This fund supports Water, Sewer and Surface Water Utility Improvement projects. In 2002 the City .�
issued bonds in the amount of$10 million to finance the Capital Improvement Program (CIP).
Utility collection fees, Special Assessment fees, and connection charges also fund CIP Projects. For
more detailed informaton, see the separately published City of Renton 2007-2012 CIP document. In
2006, Fund 421 was split into three separate funds: 425 Water Utility, 426 Wastewater Utility, and
427 Stormwater Utility.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
FEMA Springbrook Floodplan 14,647 8,818 0 0 0 N/A
Charges for Services 3,268 2,703 0 0 0 N/A
Investment Interest (6,175) 46,877 0 0 0 N/A
Special Assessment District 347,758 289,280 0 0 0 N/A
Connection Charges 2,175,582 1,515,253 0 0 0 N/A
PWTF Loans:
Mplwd Water Quaility Improvement 1,030,000 3,862,500 0 0 0 N/A
Mplwd Water Rights Compliance 141,958 0 0 0 0 N/A
DCD/CNST CT Pipeline for Wells 292,347 0 0 0 0 N/A
Transfer In Fund 401 7,417,649 6,639,850 0 0 0 N/A
Other Transfers In 1,731,000 2,369,687 0 0 0 N/A
Other Financing Sources 0 57,493 0 0 0 N/A
TOTAL NEW REVENUE 13,148,034 14,792,461 0 0 0 N/A .�
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 13,148,034 14,792,461 0 0 0 N/A
EXPENDITURES:
Capital Improvement Program:
Wastewater 1,790,018 3,081,350 0 0 0 N/A
Water 7,944,200 5,400,272 0 0 0 N/A
Surface Water 3,674,452 1,262,040 0 0 0 N/A
Total Capital Improvements 13,408,670 9,743,662 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 13,408,670 9,743,662 0 0 0 N/A
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 13,408,670 9,743,662 0 0 0 N/A
Fund Balance,January 1 1,165,903 905,267 0 0 0 N/A
Total New Revenue 13,148,034 14,792,461 0 0 0 N/A
Total Committed Expenditures (13,408,670) (9,743,662) 0 0 0 N/A
Fund Balance, Dec 31 905,267 5,954,066 0 0 0 N/A
Budget by Fund
6-54
Fund 425,Water Utility Construction Fund
This fund was created in 2006 to support water utility improvement projects. In 2002,the City issued
bonds in the amount of$10 million to finance the Capital Improvement Program (CIP). Utility
collection fees, special assessment fees, and connection charges also fund CIP projects. For more
detailed informaton, see the separately published City of Renton 2007-2012 CIP document.
Previously water, wastewater and surfacewater capital improvement projects were reported in Fund
421.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Charges for Services 0 0 5,000 649 0 -100.0%
Investment Interest 0 0 22,317 120,753 22,000 -1.4%
Revenue Bond Proceeds 0 0 5,028,683 0 7,588,000 50.9%
Special Assessment District 0 0 30,000 (3,719) 20,000 -33.3%
Connection Charges 0 0 396,000 448,692 500,000 26.3%
Transfer In Fund 405 0 0 1,233,000 1,233,000 650,000 -47.3%
TOTAL NEW REVENUE 0 0 6,715,000 1,799,375 8,780,000 30.8%
Use of Prior Yr Revenue 0 0 4,716,550 0 0 -100.0%
TOTAL RESOURCES 0 0 11,431,550 1,799,375 8,780,000 -23.2%
EXPENDITURES:
Capital Improvement Projects 0 0 8,191,700 2,099,742 8,780,000 7.2%
Transfer out Fund 405 0 0 3,239,850 3,239,850 0 -100.0%
TOTAL COMMITTED EXPENDITURES 0 0 11,431,550 5,339,592 8,780,000 -23.2%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 11,431,550 5,339,592 8,780,000 -23.2%
Fund Balance,January 1 0 0 4,725,858 4,725,858 1,185,641 -74.9%
Total New Revenue 0 0 6,715,000 1,799,375 8,780,000 30.8%
Total Committed Expenditures 0 0 (11,431,550) (5,339,592) (8,780,000) -23.2%
Fund Balance, Dec 31 0 0 9,308 1,185,641 1,185,641 12637.9%
Budget by Fund
6-55
..
Fund 426,Wastewater Utility Construction Fund
This fund was created in 2006 to support wastewater utility improvement projects. In 2002, the City ..�
issued bonds in the amount of$10 million to finance the Capital Improvement Program (CIP). Utility
collection fees, special assessment fees, and connection charges also fund CIP Projects. For more
detailed informaton, see the separately published City of Renton 2007-2012 CIP document. "
Previously water, wastewater and surface water capital improvement projects were reported in Fund
421.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE: ,.
Investment Interest 0 0 7,735 13,189 7,000 -9.5%
Revenue Bond Proceeds 0 0 1,345,265 0 1,093,000 -18.8%
Special Assessment District 0 0 250,000 233,426 275,000 10.0% +••
Connection Charges 0 0 444,000 581,999 500,000 12.6%
Transfer In Fund 406 0 0 553,000 553,000 750,000 35.6%
Transfer in Fund 451 0 0 212,664 212,664 0 -100.0% r„
TOTAL NEW REVENUE 0 0 2,812,664 1,594,277 2,625,000 -6.7%
Use of Prior Yr Revenue 0 0 1,809,336 0 0 -100.0%
TOTAL RESOURCES 0 0 4,622,000 1,594,277 2,625,000 -43.2%
EXPENDITURES:
Capital Improvement Projects 0 0 4,622,000 1,065,436 2,625,000 -43.2%
Total Capital Improvements 0 0 4,622,000 1,065,436 2,625,000 -43.2% ..
TOTAL COMMITTED EXPENDITURES 0 0 4,622,000 1,065,436 2,625,000 -43.2%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 4,622,000 1,065,436 2,625,000 -43.2% ..
Fund Balance,January 1 0 0 (60,823) (60,823) 468,018 -869.5%
Total New Revenue 0 0 2,812,664 1,594,277 2,625,000 -6.7%
Total Committed Expenditures 0 0 (4,622,000) (1,065,436) (2,625,000) -43.2%
Fund Balance, Dec 31 0 0 (60,823) 468,018 468,018 -869.5%
.r
Budget by Fund
6-56
r
Fund 427, Storm Water Utility Construction Fund
This fund was created in 2006 to support storm water utility improvement projects. In 2002 the City
issued bonds in the amount of$10 million to finance the Capital Improvement Program (CIP). Utility
collection fees, special assessment fees, and connection charges also fund CIP Projects. For more
detailed informaton, see the separately published City of Renton 2007-2012 CIP document.
Previously water, wastewater and surfacewater capital improvement projects were reported in Fund
421.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adl Bdgt Actual Budget 06/07
REVENUE:
FEMA Springbrook Floodplain Map Gran 0 0 15,000 0 0 -100.0%
King County Conservation District Grant 0 0 13,000 55,085 13,000 0.0%
Investment Interest 0 0 19,949 76,439 20,000 0.3%
Revenue Bond Proceeds 0 0 929,051 0 1,180,000 27.0%
Connection Charges 0 0 371,000 380,477 387,000 4.3%
Transfer In Fund 407 0 0 981,793 952,000 700,000 -28.7%
Miscellaneous Revenues 0 0 0 39,334 0 N/A
TOTAL NEW REVENUE 0 0 2,329,793 1,503,335 2,300,000 -1.3%
Use of Prior Yr Revenue 0 0 1,545,000 0 0 -100.0%
TOTAL RESOURCES 0 0 3,874,793 1,503,335 2,300,000 -40.6%
EXPENDITURES:
Capital Improvement Projects 0 0 3,874,793 1,187,827 2,300,000 -40.6%
Total Capital Improvements 0 0 3,874,793 1,187,827 2,300,000 -40.6%
TOTAL COMMITTED EXPENDITURES 0 0 3,874,793 1,187,827 2,300,000 -40.6%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 3,874,793 1,187,827 2,300,000 -40.6%
Fund Balance,January 1 0 0 1,289,031 1,289,031 1,604,539 24.5%
Total New Revenue 0 0 2,329,793 1,503,335 2,300,000 -1.3%
Total Committed Expenditures 0 0 (3,874,793) (1,187,827) (2,300,000) -40.6%
Fund Balance, Dec 31 0 0 (255,969) 1,604,539 1,604,539 -726.8%
Budget by Fund
6-57
Fund 451,Waterworks Revenue Bond Fund
Fund 451 was established in 1998 for Waterworks Utilities revenue bond debt service payments and
revenue bond reserves. This debt service was previously shown in Fund 401. In 2003, refunded
revenue bonds were issued. The bond reserve was moved to a newly created Fund 461 per bond issue
requirements.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Water collections 1,608,800 1,872,000 1,910,700 1,910,700 1,882,800 -1.5%
Waste Water collections 818,703 802,200 817,200 817,200 806,500 -1.3%
Storm Water collections 64,350 375,600 375,600 375,600 463,800 23.5%
Investment Interest 4,813 22,159 0 24,431 5,575 100.0%
TOTAL NEW REVENUE 2,496,666 3,071,959 3,103,500 3,127,931 3,158,675 1.8%
Use of Prior Yr Revenue 0 0 310,964 0 0 -100.0%
TOTAL RESOURCES 2,496,666 3,071,959 3,414,464 3,127,931 3,158,675 -7.5%
EXPENDITURES: �►
Debt Service: Principal 1,475,000 1,630,000 1,680,000 1,680,000 1,780,100 6.0%
Debt Service: Interest 1,010,268 1,242,544 1,518,800 1,430,198 1,378,575 -9.2%
Arbitrage Expense 27,250 0 0 0 0 N/A
Bond Registration Costs 1,285 0 3,000 2,121 0 -100.0%
Transfer to Fund 426 0 0 212,664 212,664 0 -100.0%
TOTAL COMMITTED EXPENDITURES 2,513,803 2,872,544 3,414,464 3,324,983 3,158,675 -7.5%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 2,513,803 2,872,544 3,414,464 3,324,983 3,158,675 -7.5%
Fund Balance,January 1 129,020 111,883 311,298 311,298 114,247 -63.3% r„
Total New Revenue 2,496,666 3,071,959 3,103,500 3,127,931 3,158,675 1.8%
Total Committed Expenditures (2,513,803) (2,872,544) (3,414,464) (3,324,983) (3,158,675) -7.5%
Fund Balance Plus Reserves 111,883 311,298 334 114,247 114,247 34057.7%
r
Bond Reserve 0 0 0 0 0 N/A
Fund Balance, Dec 31 111,883 311,298 334 114,247 114,247 34057.7%
Budget by Fund
6-58
Fund 461,Waterworks Bond Reserve Fund
Fund 461 was created in 2003 per refunding bond issue requirements. The reserve requirement
represents the maximum annual debt service.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adi Bdgt Actual Budget 06/07
REVENUE:
Interest Income 0 0 0 83,244 0 N/A
Transfer In from Fund 451 0 507,480 0 0 0 N/A
TOTAL NEW REVENUE 0 507,480 0 83,244 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 0 507,480 0 83,244 0 N/A
EXPENDITURES:
Miscellaneous Costs 0 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 N/A
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 0 0 0 N/A
Fund Balance,January 1 2,606,852 2,606,852 3,114,332 3,114,332 3,197,576 2.7%
Total New Revenue 0 507,480 0 83,244 0 N/A
Fund Balance Plus Reserves 2,606,852 3,114,332 3,114,332 3,197,576 3,197,576 2.7%
Bond Reserve 2,606,852 3,114,332 3,114,332 3,197,576 3,197,576 2.7%
Fund Balance, Dec 31 0 0 0 0 0 N/A
,ur
Budget by Fund
6-59
Fund 471,Waterworks Rate Stabilization Fund
Fund 471 was created in 2003. The purpose of this fund is to set aside net revenue for future strategic
opportunities in establishing the waterworks infrastructure.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adl Bdgt Actual Budget 06/07
REVENUE:
Transfer In from Fund 405 0 0 0 0 10,000 100.0%
Transfer In from Fund 406 0 0 0 0 5,000 100.0%
Investment Interest 0 0 0 0 100 100.0%
TOTAL NEW REVENUE 0 0 0 0 15,100 100.0%
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 0 0 0 0 15,100 100.0%
EXPENDITURES:
Increase to Reserves 0 0 0 0 15,100 100.0%
TOTAL EXPENDITURES 0 0 0 0 15,100 100.0%
Fund Balance,January 1 0 0 0 0 0 N/A
Total New Revenue 0 0 0 0 15,100 100.0%
Fund Balance, December 31 0 0 0 0 15,100 100.0%
Budget by Fund
6-60
Fund 481,Waterworks Bond Fund
Fund 481 was established for the issuance and tracking of a 2004 Water/Sewer Revenue Bond. For more
detail see the separately published City of Renton Debt Manual.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Revenue Bond Proceeds 10,575,952 0 0 0 0 N/A
Investment Interest 15,057 35,624 0 0 0 N/A
TOTAL NEW REVENUE 10,591,010 35,624 0 0 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 10,591,010 35,624 0 0 0 N/A
EXPENDITURES:
Debt Service: Interest 42,290 253,740 0 0 0 N/A
Debt Issue Costs 35,787 0 0 0 0 N/A
Transfer to Fund 421 7,417,649 2,877,167 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 7,495,727 3,130,907 0 0 0 N/A
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 7,495,727 3,130,907 0 0 0 N/A
Fund Balance,January 1 0 3,095,283 0 0 0 0.0%
Total New Revenue 10,591,010 35,624 0 0 0 N/A
Total Committed Expenditures (7,495,727) (3,130,907) 0 0 0 N/A
Fund Balance Plus Reserves 3,095,283 0 0 0 0 0.0%
Bond Reserve 0 0 0 0 0 N/A
Fund Balance, Dec 31 3,095,283 0 0 0 0 0.0%
Budget by Fund
6-61
Fund 501,Equipment Repair and Replacement Fund
Equipment Repair and Replacement is an internal service fund used for maintaining and replacing �»
vehicles and auxiliary equipment; except for golf course equipment that is accounted for in Fund 404.
The Equipment Repair and Replacement Fund is assigned to the Planning/Building/Public Works
Department,Maintenance Services Division. In 1997, resources were allocated to the fund for
maintenance of fire apparatus,Parks vehicles, and replacement of police patrol vehicles. Equipment
purchases are funded with available cash from maintenance and capital recovery payments charged to
Departments.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Vehicle/Eqp Repair Chrgs 56,734 58,352 55,000 54,898 50,000 -9.1
Equipment Repair and Replacement Chgs 1,416,000 1,621,400 1,623,900 1,609,300 2,046,800 26.0%
Vehicle/Equip Capital Recovery 1,303,700 1,453,000 1,443,000 1,443,000 1,412,100 -2.1%
Investment Interest 96,619 102,444 80,000 199,672 80,000 0.0%
Other Miscellaneous Revenues 15,378 69,038 0 95,902 0 N/A
TOTAL NEW REVENUE 2,888,431 3,304,234 3,201,900 3,402,771 3,588,900 12.1
Use of Prior Yr Revenue 0 0 53,210 0 778,880 1363.8%
TOTAL RESOURCES 2,888,431 3,304,234 3,255,110 3,402,771 4,367,780 34.2%
EXPENDITURES:
Regular Salaries 393,411 446,224 462,800 467,758 481,981 4.1
Part Time Salaries 1,040 0 29,870 1,290 29,870 0.0%
Overtime 388 1,815 800 719 920 15.0%
Personnel Benefits 117,939 147,062 165,140 154,502 183,741 11.3%
Supplies/Small Equipment 663,473 773,499 1,044,700 969,712 999,254 -4.4%
Postage/Telephone/Other 617 997 1,200 832 1,200 0.0%
Professional Services 6,733 10,835 0 4,844 0 N/A
Travel/Training 1,978 3,745 6,400 4,285 6,400 0.0%
Other Rentals 0 0 5,400 127 5,400 0.0%
Equipment Rental 21,100 20,642 20,500 20,500 24,400 19.0%
Insurance 234,800 246,500 246,500 246,500 246,500 0.0%
Public Utility Services 1,570 1,475 2,100 1,135 2,100 0.0%
Repairs&Maintenance 2,935 5,154 8,500 5,751 8,500 0.0% ..
Miscellaneous 4,832 4,908 4,500 5,191 5,800 28.9%
Capital Outlay 523,960 1,241,848 1,003,600 1,144,135 2,138,000 113.0%
Interfund Payments 245,909 249,800 253,100 249,800 233,714 -7.7%
Transfer to Fund 316 0 42,000 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 2,220,686 3,196,504 3,255,110 3,277,081 4,367,780 34.2%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 2,220,686 3,196,504 3,255,110 3,277,081 4,367,780 34.2%
Fund Balance,January 1 3,418,397 4,086,141 4,193,871 4,193,871 4,319,561 3.0%
Total New Revenue 2,888,431 3,304,234 3,201,900 3,402,771 3,588,900 12.1
Total Committed Expenditures (2,220,686) (3,196,504) (3,255,110) (3,277,081) (4,367,780) 34.2%
Fund Balance Plus Reserves 4,086,141 4,193,871 4,140,661 4,319,561 3,540,681 -14.5%
Operating Reserves 135,738 156,372 180,121 170,636 222,978 23.8%
Replacement Reserves 3,950,403 4,037,499 3,960,540 4,148,925 3,317,703 -16.2%
Fund Balance, Dec 31 0 0 0 0 0 N/A
Budget by Fund
6-62
Funds 502/512/522, Insurance Funds
The Insurance funds are internal service funds that provide accounting for self-insurance services to all
City departments for losses on property, liability, worker's compensation, unemployment compensation
y and healthcare programs, including medical and dental for active employees and medical for LEOFFI
retirees. Expenses are paid by the Insurance Funds and rates are charged to Departments based on use
and/or coverage requirements. In 2004, Fund 512, Healthcare Insurance Fund was created to report all
healthcare related items, and Fund 522 was created to report all LEOFFI Retirees healthcare related items.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Interest Earnings 131,994 196,716 135,000 473,015 205,000 51.9%
Liab/Prop Ins Premiums 1,840,800 1,932,400 1,932,400 1,932,400 1,468,746 -24.0%
Industrial Insurance Premiums 831,764 862,775 846,803 875,333 798,972 -5.6%
Unemployment Comp Premiums 114,700 114,700 153,300 153,300 153,300 0.0%
Medical Premiums 5,373,581 6,440,495 7,365,449 7,024,744 8,439,667 14.6%
r► Dental Premiums 973,359 1,116,583 1,263,660 1,200,576 1,460,065 15.5%
Judgements/Recoveries/Miscellaneous 136,497 460,830 0 101,632 0 N/A
Other Financing Sources 2,290,000 0 272,000 283,537 20,000 -92.6%
TOTAL NEW REVENUE 11,692,695 11,124,499 11,968,612 12,044,537 12,545,750 4.8%
Use of Prior Yr Revenue 0 0 1,190,423 0 0 -100.0%
TOTAL RESOURCES 11,692,695 11,124,499 13,159,035 12,044,537 12,545,750 -4.7%
EXPENDITURES:
Regular Salaries 156,619 168,367 243,600 240,089 247,561 1.6%
Personnel Benefits 41,488 43,229 61,800 52,709 67,863 9.8%
Healthcare Claims 5,750,632 6,845,652 7,846,056 7,785,562 8,787,403 12.0%
Worker's Compensation 560,310 401,526 483,752 874,732 500,000 3.4%
Unemployment Compensation 83,421 80,769 142,000 62,117 142,000 0.0%
Professional Services 568,370 507,976 1,010,200 575,821 565,540 -44.0%
Travel/Training 1,517 (119) 2,000 0 2,000 0.0%
Property/Liability Claims 817,662 631,744 2,494,500 447,290 450,000 -82.0%
Insurance Premiums&Assessment Fees 619,863 776,029 708,800 799,252 791,723 11.7%
Miscellaneous 930 7,507 24,500 18,560 24,500 0.0%
Emergency Services 2,180 0 100 3,477 100 0.0%
State Self-Insurance Tax 1,094 1,736 3,500 1,092 3,500 0.0%
Interfund Payments 1,219,800 123,400 138,227 138,227 82,197 -40.5%
TOTAL COMMITTED EXPENDITURES 9,823,886 9,587,816 13,159,035 10,998,928 11,664,387 -11.4%
or Increase to Reserves 0 0 0 0 881,363 100.0%
TOTAL EXPENDITURES 9,823,886 9,587,816 13,159,035 10,998,928 12,545,750 -4.7%
Fund Balance,January 1 7,611,589 9,480,398 11,017,081 11,017,081 12,062,690 9.5%
Total New Revenue 11,692,695 11,124,499 11,968,612 12,044,537 12,545,750 4.8%
Total Committed Expenditures (9,823,886) (9,587,816) (13,159,035) (10,998,928) (11,664,387) -11.4%
Fund Balance Plus Reserves 9,480,398 11,017,081 9,826,658 12,062,690 12,944,053 31.7%
Anti Recessionary 2,100,000 2,100,000 2,100,000 2,100,000 2,100,000 0.0%
i South Renton Reserve 660,000 660,000 660,000 660,000 660,000 0.0%
Reserve for Claims 750,000 750,000 0 0 0 N/A
Healthcare IBNR 20% 1,120,300 1,325,900 1,535,100 1,532,700 1,609,100 4.8%
Additional Reserves of GG Funds 5,116,291 5,116,291 4,954,756 5,583,396 6,121,756 23.6%
Fund Balance, Dec 31 (266,193) 1,064,890 576,802 2,186,594 2,453,197 325.3%
Budget by Fund
6-63
wo
Fund 502,Insurance Fund
Fund 502, is an internal service fund that provides accounting for self-insurance services to all City .c
departments for property losses, liability, worker's compensation, and unemployment
compensation. Expenses are paid by the Insurance Fund and rates are charged to Departments
based on use and/or coverage requirements. Effective January 1, 2004, Fund 512, Healthcare
Insurance Fund, was created to report all healthcare related items.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE: ..
Interest Earnings 124,994 142,568 75,000 393,636 150,000 100.0%
Liab/Prop Ins Premiums 1,840,800 1,932,400 1,932,400 1,932,400 1,468,746 -24.0%
Industrial Insurance Premiums 831,764 862,775 846,803 875,333 798,972 -5.6%
Unemployment Comp Premiums 114,700 114,700 153,300 153,300 153,300 0.0%
Judgements/Settlements/Misc 136,497 460,830 0 43,099 0 N/A
Other Financing Sources, Transfers in 940,000 0 0 0 0 N/A
TOTAL NEW REVENUE 3,988,755 3,513,273 3,007,503 3,397,768 2,571,018 -14.5%
Use of Prior Yr Revenue 0 0 1,378,498 0 0 -100.0%
TOTAL RESOURCES 3,988,755 3,513,273 4,386,001 3,397,768 2,571,018 -41.4%
EXPENDITURES:
Regular Salaries 106,521 114,583 151,200 150,885 155,562 2.9%
Personnel Benefits 27,967 27,637 36,500 30,607 41,132 12.7%
Other Benefits:
Worker's Compensation 560,310 401,526 483,752 874,732 500,000 3.4%
Unemployment Compensation 83,421 80,769 142,000 62,117 142,000 0.0%
Professional Services:
Industrial Ins Administrative Costs 273,983 239,589 245,000 224,701 235,340 -3.9% '
Other Miscellaneous Services 2,500 390 50,000 0 50,000 0.0%
Insurance:
Property/Liability Claims 817,662 631,744 2,494,500 447,290 450,000 -82.0%
Premiums&Assessment Fees 619,863 776,029 708,800 799,252 791,723 11.7%
Travel/Training 1,517 (119) 2,000 0 2,000 0.0%
Miscellaneous:
Memberships/Reg/Publications 410 1,411 2,500 500 2,500 0.0%
Emergency Services 2,180 0 100 3,477 100 0.0%
Transfer Out to Fund 512 1,100,000 0 0 0 0 N/A
Interfund Payments 59,900 61,700 69,649 69,649 43,149 -38.0% ..
TOTAL COMMITTED EXPENDITURE 3,656,234 2,335,259 4,386,001 2,663,210 2,413,506 -45.0%
Increase to Reserves 0 0 0 0 157,512 100.0%
TOTAL EXPENDITURES 3,656,234 2,335,259 4,386,001 2,663,210 2,571,018 -41.4%
Fund Balance,January 1 7,611,589 7,944,110 9,122,124 9,122,124 9,856,682 8.1%
Total New Revenue 3,988,755 3,513,273 3,007,503 3,397,768 2,571,018 -14.5%
Total Committed Expenditures (3,656,234) (2,335,259) (4,386,001) (2,663,210) (2,413,506) -45.0%
Fund Balance Plus Reserves 7,944,110 9,122,124 7,743,626 9,856,682 10,014,194 29.3%
Anti Recessionary 2,100,000 2,100,000 2,100,000 2,100,000 2,100,000 0.0%
South Renton Reserve 660,000 660,000 660,000 660,000 660,000 0.0%
Reserve for Claims 750,000 750,000 0 0 0 N/A w.
Additional Reserves of GG Funds 5,116,291 5,116,291 4,954,756 5,583,396 6,121,756 23.6%
Fund Balance, Dec 31 (682,181) 495,833 28,870 1,513,286 1,132,438 3822.5%
Budget by Fund
6-64
Fund 512,Healthcare Insurance Fund
Fund 512 was created in 2004 for the purpose of identifying Healthcare Insurance revenue and
expenditures. This is an internal service fund that provides accounting for self-insurance services to
all City departments for health care programs. Expenses are paid by the Healthcare Insurance Fund
and rates are charged to Departments based on use and/or coverage requirements. In the second half
of 2004, Fund 512 was further defined to report only active employees and Fund 522 was created to
report all LEOFFI Retirees healthcare related items.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Interest Earnings 6,674 32,940 50,000 63,872 35,000 -30.0%
Medical Premiums 4,382,688 5,048,809 5,610,349 5,061,373 6,051,000 7.9%
Medical Premiums, Employee paid 251,109 371,809 295,000 404,928 305,000 3.4%
Dental Premiums 973,359 1,116,583 1,263,660 1,200,576 1,410,065 11.6%
Insurance Recoveries/Misc 0 0 0 50,798 0 N/A
Transfer in from Fund 502, Fund Balance 1,100,000 0 0 0 0 N/A
TOTAL NEW REVENUE 6,713,830 6,570,141 7,219,009 6,781,547 7,801,065 8.1%
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 6,713,830 6,570,141 7,219,009 6,781,547 7,801,065 8.1%
EXPENDITURES:
Regular Salaries 50,098 53,784 85,700 82,633 70,692 -17.5%
Personnel Benefits 13,521 15,592 23,400 20,961 20,397 -12.8%
Healthcare Benefits:
Prescriptions 890,180 1,051,031 1,061,000 895,262 1,049,565 -1.1%
HMA Medical Claims 2,954,207 3,320,754 3,900,726 4,562,891 4,330,367 11.0%
Group Health 182,073 174,288 192,100 152,467 217,100 13.0%
Medical Excess Coverage 160,309 196,242 285,400 193,956 369,615 29.5%
Dental Claims 801,534 881,486 951,630 870,830 974,430 2.4%
Leoffl Retirees 27,705 0 0 0 0 N/A
Professional Services:
Admin/PPO Costs 258,254 241,798 407,200 296,150 232,100 -43.0%
125 Plan Enrollment Fee 7,633 7,633 9,000 8,500 9,000 0.0%
Other Miscellaneous Services 0 2,200 15,000 3,300 15,000 0.0%
Misc Insurance Premium Costs 125 1,693 2,000 850 2,000 0.0%
Health&Wellness Program 395 4,403 20,000 17,210 20,000 0.0%
State Self-Insurance Tax 1,094 1,736 3,500 1,092 3,500 0.0%
Interfund Payments 59,900 61,700 68,248 68,248 39,048 -42.8%
TOTAL COMMITTED EXPENDITURES 5,407,028 6,014,340 7,024,904 7,174,350 7,352,814 4.7%
Increase to Reserves 0 0 194,105 0 448,251 130.9%
TOTAL EXPENDITURES 5,407,028 6,014,340 7,219,009 7,174,350 7,801,065 8.1%
Fund Balance,January 1 0 1,306,802 1,862,603 1,862,603 1,469,800 -21.1%
Total New Revenue 6,713,830 6,570,141 7,219,009 6,781,547 7,801,065 8.1%
Total Committed Expenditures (5,407,028) (6,014,340) (7,024,904) (7,174,350) (7,352,814) 4.7%
Fund Balance Plus Reserves 1,306,802 1,862,603 2,056,708 1,469,800 1,918,051 -6.7910
Healthcare IBNR 20% 980,800 1,099,000 1,264,100 1,325,000 1,317,300 4.2%
Fund Balance, Dec 31 326,002 763,603 792,608 144,800 600,751 -24.2%
Budget by Fund
6-65
Fund 522,LEOFFI Retirees Healthcare Insurance Fund
Fund 522 was created in 2004 for the purpose of identifying LEOFFI Retirees Healthcare Insurance •
revenue and expenditures. Previously, all active and LEOFFI retirees Healthcare activity was reported
in Fund 512. This is an internal service fund that provides accounting for self-insurance services to all
City departments for health care programs. Expenses are paid by the Healthcare Insurance Fund and
rates are charged to departments based on use and/or coverage requirements. In the second half of
2004, Fund 512 was further defined to report only active employees, and Fund 522 was created to
report all LEOFFI Retirees healthcare related items.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adl Bdgt Actual Budget 06/07
REVENUE:
Interest Earnings 326 21,208 10,000 15,507 20,000 100.0%
Medical Premiums 739,784 1,019,877 1,460,100 1,558,443 1,811,667 24.1% ...
Long Term Care Premiums 0 0 0 0 272,000 100.0%
Dental Premiums 0 0 0 0 50,000 100.0%
Fire Pension Medical Reimb from Fund 61 0 0 0 11,537 20,000 100.0%
Insurance Recoveries/Misc 0 0 0 7,735 0 N/A
Other Financing Sources,Tranfers In 250,000 0 272,000 272,000 0 -100.0%
TOTAL NEW REVENUE 990,110 1,041,085 1,742,100 1,865,222 2,173,667 24.8%
Use of Prior Yr Revenue 0 0 6,030 0 0 -100.0%
TOTAL RESOURCES 990,110 1,041,085 1,748,130 1,865,222 2,173,667 24.3%
EXPENDITURES:
Regular Salaries 0 0 6,700 6,571 21,307 218.0% ..`
Personnel Benefits 0 0 1,900 1,141 6,334 233.4%
Healthcare Benefits:
Prescriptions 107,564 131,231 285,000 310,256 358,500 25.8%
HMA Medical Claims 563,970 986,964 786,000 674,476 1,026,600 30.6%
Group Health 0 36,236 40,000 34,997 40,000 0.0%
Medical Excess Coverage 11,955 13,716 18,600 13,842 23,226 24.9%
Dental Claims 0 0 0 10,793 50,000 100.0%
Leoffl Medicare, Plan B 38,228 45,329 38,600 54,255 56,000 45.1%
Fire Pension Medical 12,907 8,375 15,000 11,537 20,000 33.3%
Leoffl Long Term Care 0 0 272,000 0 272,000 0.0%
Professional Services:
Admin/PPO Costs 26,000 16,366 284,000 43,170 24,100 -91.5%
Miscellaneous:
Interfund Payments 0 0 330 330 0 -100.0% `
TOTAL COMMITTED EXPENDITURES 760,624 1,238,217 1,748,130 1,161,368 1,898,067 8.6%
Increase to Reserves 0 0 0 0 275,600 100.0%
TOTAL EXPENDITURES 760,624 1,238,217 1,748,130 1,161,368 2,173,667 24.3%
Fund Balance,January 1 0 229,486 32,354 32,354 736,208 2175.5%
Total New Revenue 990,110 1,041,085 1,742,100 1,865,222 2,173,667 24.8%
Total Committed Expenditures (760,624) (1,238,217) (1,748,130) (1,161,368) (1,898,067) 8.6%
Fund Balance Plus Reserves 229,486 32,354 26,324 736,208 1,011,808 3743.7%
Healthcare IBNR 20% 139,500 226,900 271,000 207,700 291,800 7.7%
Fund Balance, Dec 31 89,986 (194,546) (244,676) 528,508 720,008 -394.3%
Budget by Fund
6-66
Fund 503, Information Services Fund
Fund 503 was created in 2006 for the purpose of identifying communication and data support to meet
departmental function and record keeping, and supply technical support services to all data/voice system
users in the City. Expenses are paid by the Information Services Fund and rates are charged to
Departments based on use and/or coverage requirements. Previously,the Information Services operating
budget was reported in Fund 000, and the capital budget was reported in Fund 316.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Wa Office of the Courts 0 0 0 11,163 0 N/A
Communication Services 0 0 204,050 204,049 204,075 0.0%
IS Repair and Maintenance Services 0 0 1,530,100 1,525,887 1,609,045 5.2%
Computer Replacement and Other CIP 0 0 1,105,000 1,068,821 1,156,800 4.7%
Print/Mail Services 0 0 592,400 580,400 673,271 13.7%
Investment Interest 0 0 0 25,887 0 N/A
Other Miscellaneous Revenues 0 0 0 8,583 0 N/A
Transfer in Fund 316 0 0 402,000 402,000 0 -100.0%
TOTAL NEW REVENUE 0 0 3,833,550 3,826,790 3,643,191 -5.0%
Use of Prior Yr Revenue 0 0 0 0 434 100.0%
TOTAL RESOURCES 0 0 3,833,550 3,826,790 3,643,625 -5.0%
EXPENDITURES:
Regular Salaries 0 0 953,939 918,881 1,029,664 7.9%
Part Time Salaries 0 0 65,820 64,411 65,900 0.1%
Overtime 0 0 29,561 27,016 29,600 0.1%
Personnel Benefits 0 0 241,946 242,440 319,377 32.0%
Supplies/Small Tools 0 0 1,471,500 557,610 1,264,300 -14.1%
Postage/Telephone/Other 0 0 270,000 283,174 277,000 2.6%
Professional Services 0 0 309,900 319,459 309,900 0.0%
Travel/Training 0 0 22,684 19,466 22,684 0.0%
Repairs&Maintenance 0 0 102,400 29,292 102,400 0.0%
Miscellaneous 0 0 112,800 79,466 112,800 0.0%
Capital Outlay 0 0 110,000 295,956 110,000 0.0%
TOTAL COMMITTED EXPENDITURES 0 0 3,690,550 2,837,173 3,643,625 -1.3%
Increase to Reserves 0 0 143,000 0 0 -100.0%
TOTAL EXPENDITURES 0 0 3,833,550 2,837,173 3,643,625 -5.0%
Fund Balance,January 1 0 0 0 0 989,617 100.0%
Total New Revenue 0 0 3,833,550 3,826,790 3,643,191 -5.0%
Total Committed Expenditures 0 0 (3,690,550) (2,837,173) (3,643,625) -1.3%
Fund Balance Plus Reserves 0 0 143,000 989,617 989,183 591.7%
Operating Reserves 0 0 0 0 0 N/A
Replacement Reserves 0 0 0 0 0 N/A
Fund Balance, Dec 31 0 0 143,000 989,617 989,183 591.7%
Budget by Fund
6-67
Fund 611,Firemen's Pension Fund (previously Fund 601)
The Firemen's Pension Fund is a closed system with membership limited to firefighters employed
prior to March 1, 1970; when the Law Enforcement Officers and Fire Fighters(LEOFF) Retirement
System was established. This fund provides full benefits for firefighters, and beneficiaries, retiring
prior to March 1, 1970, and excess benefits over LEOFF pensions for those firefighters retiring
thereafter who are members of the plan. Payments for medical bills related to retirement disability
for retirees prior to enactment of LEOFF.
2004 2005 2006 2006 2007 Change
Item Actual Actual Adj Bdgt Actual Budget 06/07
REVENUE:
Fire Insurance Premium Tax 70,250 72,404 73,000 77,821 73,000 0.0%
Investment Interest 154,281 179,951 150,000 215,553 175,000 16.7%
TOTAL NEW REVENUE 224,531 252,355 223,000 293,374 248,000 11.2%
Use of Prior Yr Revenue 0 0 254,300 0 256,176 0.7%
TOTAL RESOURCES 224,531 252,355 477,300 293,374 504,176 5.6%
EXPENDITURES:
Fire Pensions 374,624 402,202 450,000 414,281 463,500 3.0%
Supplies 399 400 400 316 450 12.5%
Professional Services/Actuarial 0 7,075 0 0 12,000 100.0%
Reimburse General/Clerical &Account 6,700 6,900 6,900 6,900 8,226 19.2%
Fire Pension Medical 0 0 20,000 11,537 20,000 0.0%
TOTAL COMMITTED EXPENDITURES 381,723 416,577 477,300 433,034 504,176 5.6% "
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 381,723 416,577 477,300 433,034 504,176 5.6%
Fund Balance,January 1 5,133,314 4,976,121 4,811,899 4,811,899 4,672,239 -2.9%
Total New Revenue 224,531 252,355 223,000 293,374 248,000 11.2%
Total Committed Expenditures (381,723) (416,577) (477,300) (433,034) (504,176) 5.6%
Designated Fund Balance 4,976,121 4,811,899 4,557,599 4,672,239 4,416,063 -3.1%
Fund Balance, Dec 31 0 0 0 0 0 N/A
Budget by Fund
6-68
i
I
1
1
1
1
1
1
1
1
1
t
i
..
WO Oetaib
ME
In order to best display the information for some of our tables,we chose to summarize specific
subjects and delete some associated details. Here we are providing those tables complete with all
�. associated data. Each table here makes reference to a table in the Budget at a Glance section that
it enhances.
r.
r
r.
WO
r:
r
Details
r� 7-1
r
i
Revenue Detail,All Funds
2004 2005 2006 2006 2007 Change
Revenue Actual Actual Adj Bdgt Actual Budget 06/07
Tax Revenues
Property Tax - General Levy 19,589,250 21,109,939 22,076,707 22,064,717 23,646,892 7.1%
Property Tax - Special Levy 520,855 508,651 514,100 507,055 516,000 0.4%
Total Property Taxes 20,110,105 21,618,590 22,590,807 22,571,772 24,162,892 7.0%
Retail Sales and Use Tax 18,071,140 18,692,911 20,134,697 20,567,102 21,651,799 7.5%
Utility Taxes 8,957,389 9,585,293 9,895,036 10,513,362 10,945,616 10.6%
Other Taxes
Admissions Tax 476,424 259,669 335,000 220,358 273,456 -18.4%
Franchise Fees 619,926 640,845 615,100 499,323 730,490 18.8%
Excise Taxes 4,610,770 4,546,374 4,827,181 6,003,998 3,335,977 -30.9%
Emergency Medical Service 461,303 475,642 476,482 492,082 506,015 6.2%
Gambling Excise Tax 2,117,985 2,305,120 2,305,000 2,064,544 2,088,680 -9.4%
Total Other Taxes 8,286,408 8,227,650 8,558,763 9,280,305 6,934,618 -19.0%
Total Tax Revenue 55,425,042 58,124,444 61,179,303 62,932,541 63,694,925 4.1%
Licenses and Permits
Business Licenses and Permits 2,086,040 2,106,894 2,202,184 2,493,918 2,269,984 3.1%
Building Permits 2,252,851 2,559,224 3,118,014 2,494,211 3,109,014 -0.3%
Non-Business Licenses/Permits 45,282 47,008 30,700 59,183 30,700 0.0% ..
Total Licenses and Permits 4,384,173 4,713,126 5,350,898 5,047,312 5,409,698 1.1%
Intergovernmental Revenue
Federal Grants 1,212,364 1,007,352 4,003,409 944,286 4,783,514 19.5% ..
State Grants 719,820 319,237 10,343,650 3,058,842 4,691,300 -54.6%
Motor Vehicle Excise Tax(MVET) 49,660 51,235 25,000 53,800 25,000 0.0%
State DUI 9,288 9,329 0 9,482 0 N/A
State/Street Fuel Taxes 1,131,300 1,185,614 1,226,100 1,326,304 1,400,654 14.2%
State/Fire Insurance Premium Tax 70,250 72,404 73,000 77,821 73,000 0.0%
State/Liquor Board Profits/Excise Tax 610,835 620,419 735,400 615,150 776,297 5.6%
Intrgovl Service and Interlocal Grants 3,975,960 1,732,058 5,573,580 1,887,858 7,433,184 33.4%
Total Intergovernmental Revenue 7,779,477 4,997,648 219980,139 7,973,543 19,182,949 -12.7%
Charges for Services
General Government 395,345 320,953 320,400 380,020 336,700 5.1%
Public Safety 458,607 469,547 708,800 552,859 698,120 -1.5%
Utility and Environment 32,223,826 33,449,941 34,101,649 36,080,300 36,831,900 8.0%
Transportation Mitigation 915,752 522,808 500,000 546,344 500,000 0.0%
Other Transportation 6,657 8,314 5,100 10,214 8,000 56.9%
Plan Checking Fees 976,686 1,127,350 1,082,000 1,149,365 1,082,000 0.0%
Fire and Park Mitigation 904,500 663,598 750,000 575,027 750,000 0.0%
Planning/Zoning/EIS Fees 162,251 161,387 1,147,542 240,604 969,800 -15.5%
Recreation 3,028,333 3,016,853 3,219,880 3,200,693 3,336,986 3.6%
IS/MV Equip Repair/Replacement Chgs 1,472,734 1,679,752 4,005,450 3,974,534 4,583,191 14.4%
Total Charges for Services 40,544,691 41,420,503 45,840,821 46,709,960 49,096,697 7.1%
Total Fines and Forfeits 1,025,151 720,312 732,350 920,168 953,600 30.2%
Miscellaneous Revenue
Interest and Other Earnings 1,296,448 2,245,773 1,548,701 3,717,868 1,901,975 22.8%
LID/Special Assessment Principal 20,852 23,340 0 6,778 23,200 100.0%
Rents/Leases/Concessions 2,786,977 2,160,295 3,041,479 2,691,441 3,163,185 4.0%
Insurance Premiums and Recoveries 0 404,494 0 99,236 0 N/A
Equipment Capital Recovery Charges 1,303,700 1,453,000 2,548,000 2,511,821 2,568,900 0.8%
Intrfund Proprty Liability Ins Premiums 1,977,297 1,932,400 1,932,400 1,932,400 1,468,746 -24.0%
Employee Insurance Premiums 7,290,739 8,470,623 9,629,212 9,204,453 10,890,504 13.1%
Contributions from Private Sources 299,668 363,691 106,850 233,514 215,300 101.5% r
Other Miscellaneous 187,791 1,165,137 178,300 488,025 127,300 -28.6%
Total Miscellaneous Revenue 15,163,472 18,218,753 18,984,942 20,885,536 20,359,110 7.2%
Interfund Dept Service Charges 4,341,623 4,501,598 4,183,993 3,588,741 3,308,912 -20.9%
Total Non-Revenues 15,327,537 6,226,089 9,169,599 2,158,637 11,929,400 30.1%
Total Other Financing Sources 18,415,633 15,847,866 28,625,718 28,586,754 12,415,745 -56.6%
TOTAL NEW REVENUE $162,406,799 $154,770,339 $196,047,763 $178,803,192 $186,351,036 -4.9%
Details
7-2 .
Expenditure Detail,All Funds
2004 2005 2006 2006 2007 Change
Expenditures Actual Actual Adj Bd t Actual Budget 06/07
Salaries And Wages
Regular Salaries 34,894,570 37,765,769 41,160,104 39,317,823 43,264,593 5.1%
Part Time Salaries 2,539,592 2,518,950 2,497,959 2,688,258 2,634,999 5.5%
Uniform Allowance 76,195 77,741 80,300 100,646 101,400 26.3%
Overtime 2,085,720 2,203,460 2,296,162 2,575,565 2,315,077 0.8%
Total Salaries And Wages 39,596,077 42,565,920 46,034,525 44,682,292 48 316,069 5.0%
Personnel Benefits
Retirement/PERS 339,253 574,474 946,613 788,047 1,759,791 85.9%
Retirement/LEOFF 436,591 551,857 705,900 718,634 875,119 24.0%
FICA 2,399,218 2,576,619 2,820,015 2,712,530 2,977,389 5.6%
Medical Insurance 4,311,237 4,992,969 5,663,849 5,160,193 6,335,835 11.9%
Leoffl Retired Medical/Dental Insurance 741,114 1,020,002 1,460,100 1,481,366 2,133,667 46.1%
Leoffl Long Term Care 0 0 272,000 0 272,000 0.0%
Industrial Insurance 787,155 814,772 912,761 834,141 809,090 -11.4%
�r Life Insurance 75,548 72,483 81,296 74,323 80,500 -1.0%
Dental Insurance 964,933 1,112,850 1,276,960 1,198,250 1,462,981 14.6%
Unemployment Compensation 114,700 114,700 161,300 153,300 161,300 0.0%
Fire Pensions 374,624 402,202 450,000 425,571 475,740 5.7%
PERS Prior Service Liability 0 0 8,800 0 8,800 0.0%
Long Term Disability 82,398 92,876 103,384 95,213 108,087 4.5%
Self-Insurance Medical/Dental 5,750,631 6,845,652 7,574,056 7,785,562 8,515,403 12.4%
Self-Insurance Workmen's Comp 560,309 401,526 483,752 874,732 500,000 3.4%
Self-Insurance Unemployment Comp 83,421 80,769 142,000 62,117 142,000 0.0%
Total Personnel Benefits 17,021,132 19,653,751 23,062,786 22,363,979 26,617,702 15.4%
Supplies
Office/Operating Supplies 2,989,026 3,161,788 3,629,824 3,605,321 3,687,846 1.6%
MN Purchased Merchandise/Inventory 299,302 314,729 323,000 298,989 352,350 9.1
Small Equipment 1,096,110 720,075 1,725,450 875 611 1,451,967 -15 8%
Total Supplies 4,384,438 4,196,592 5,678 274 4,779,921 5 492,163 -3.3%
Other Services&Charges
Professional Services 11,316,152 12,212,347 14,042,773 12,920,620 14,396,417 2.5%
Communications 418,680 438,175 503,830 493,547 502,979 -0.2%
Travel and Training 208,047 259,074 411,159 335,246 412,694 0.4%
Volunteer Travel/Meals 19,858 20,049 28,100 20,119 20,000 -28.8%
Operating Rentals&Leases 2,865,104 3,220,921 3,304,700 3,233,504 3,793,214 14.8%
Property/Liability Ins Premiums&Claims 3,278,326 3,340,173 5,161,400 3,178,942 2,710,469 -47.5%
Subtotal Misc Charges 18,106,167 19,490,739 23,451,962 20,181,978 21,835,773 -6.9%
Public Utility Services 10,312,915 11,146,412 11,353,874 11,995,911 12,540,013 10.4%
® Repairs and Maintenance 1,322,775 1,310,136 1,694,365 1,486,212 1,763,447 4.1%
Other Miscellaneous Services 1,392,966 1,232,226 1,418,917 1,438,978 1,408,963 -0.7%
Total Other Services And Charges 31,134 823 33,179,513 37,919,118 35,103,079 37,548,196 -1.0%
Intergovernmental Services
Intergovernmental Professional Services 1,918,154 2,243,715 2,438,310 2,592,726 2,689,687 10.3%
Intergovernmental Payments 0 21,303 250,000 84,673 0 -100.0%
External Taxes&Operating Assessments 1,203,693 1,054,967 1,579,514 1,168,488 1,587,610 0.5%
Interfund Taxes 1,756,462 1,995,338 2,104,707 2,084,610 2,221,273 5.5%
Total Intergovernmental Services 4,878,309 5,315,323 6 372 531 5,930,497 6 498 570 2 0%
Capital Outlay
Land 1,618,708 492,142 898,538 447,903 380,000 -57.7%
do Buildings,Structures&Oth Imprvmnts 3,337,644 1,955,811 30,295,492 12,075,477 18,659,197 -38.4%
Machinery and Equipment 1,353,777 1,974,778 1,460,600 1,634,467 2,881,659 97.3%
Construction Projects 14,779,678 9,742,826 16,688,493 4,353,005 13,705,000 -17.9%
Street Improvement Projects/CIP 5,177,125 7,200,487 21918 600 8,556,374 22947100 4.7%
Total Capital Outlay 26,266,932 21,366 044 71,261,723 27,067 226 58,572,956 -17.8%
Debt Service
Principal 3,920,294 3,924,737 4,342,645 4,348,970 4,545,871 4.7%
Interest and Related Debt Costs 3,161,138 3,475,473 3,659,481 3,829,184 4,343,975 18.7%
Total Debt Service 7,081,432 7,400,210 8,002,126 8,178,154 8,889,846 11.1
Total Interfund Payments 3,040,726 3,207,668 5 747 001 5,618,796 6 330 231 10.1%
Total Non-Expenditures 387,003 200,375 180,000 180,000 180,000 0.0%
Total Other Financing Uses 18,282,927 15,312,677 11,095,997 9,985,237 12,415,745 11.9%
.o TOTAL COMMITTED EXPENDITURES $152,073,799 $152,398,073 $215,354,081 $163,889,181 $210,861,478 -2.1%
Details
7-3
2007 Revenue Expenditures Fund Sources All Funds
General Government
000 001 003 004 006 007
General ComSvcs Street CDBG Library Garage Op
Revenue
Property Tax 11,567,495 6,387,094 3,593,371 2,008,112
Sales Tax 19,779,569
Sales Tax/Criminal Justice 1,418,766
Admissions Tax 273,456
Utility Tax&Natural Gas Use Tax 5,877,884 3,619,617 1,686,579
Real Estate Excise Tax
EMS Levy Funds 506,015
Gambling Excise Tax 2,088,680
Franchise/Leasehold Excise 816,467
Sub-Total Taxes 42,328,332 10,006,711 5,279,950 0 2,008,112 0
Business License Fee 481,584
Building Permits 3,227,414
Other Licenses/Permits 4,400 26,300
Community Dev Block Grants 280,914
Other Federal/State Grants 61,200
State Shared Revenue 826,697 838,154 "
Other Intergovernmental 1,451,284 7,000
Charges for Services 2,201,420 1,547,200 6,400
Fines and Forfeits 911,400 42,200
Interest Earnings 809,500 36,700 24,400 2,400
Miscellaneous Revenue 185,100 635,400 7,000 2,900
Non-Revenue
Other Financing Sources 86,500
Interfund Revenue 1,380,458 95,379 1,172,475
Total New Revenue 53,955,289 12,328,390 7,348,279 280,914 2,062,012 0
Use of Prior Yr Revenue 401,069 37,000 0 0 0 86,500
Total Resources 54,356,358 12,365,390 7,348,279 280,914 2,062,012 86,500
Expenditures
Legislative 284,284
AJLS: Mayor's Office 913,785
City Clerk 644,393
City Attorney 1,197,238
Hearing Examiner 164,625
Court Services 1,687,823
Econ Dev,Neighbrhds&Strat Ping 1,594,376
Human Resources&Risk Mgmt: 854,233
Insurance
Finance&Information Systems 1,870,378 '
Other City Services/Mise 4,378,851
Debt Service
Police 19,750,056
Fire 15,280,356 ,
Planning/Building/Pub Wks:
Administration 636,653
Development Services 3,860,891
Transportation 4,399,657 '
Utility Systems&Technical Svc 510,477
Maintenance Services 2,948,622
Community Services:
General Services/Parks 12,365,390 ,
Housing&Human Services 727,939
Comm Dev Block Grants 280,914
Library/Museum 2,062,012
Golf Course 1�
86,500
Transfers-Out
Total Committed Expenditures 54,356,358 12,365,390 7,348,279 280,914 2,062,012 86,500
Increase to Reserves 0 0 0 0 0 0
Total Expenditures 54,356,358 12,365,390 7,348,279 280,914 2,062,012 86,500 '
Fund Balance, January 1 7,497,498 986,909 1,659,921 (48,658) 244,677 86,125
Total New Revenue 53,955,289 12,328,390 7,348,279 280,914 2,062,012 0
Total Committed Expenditures (54,356,358) (12,365,390) (7,348,279) (280,914) (2,062,012) (86,500)
Fund Balance Plus Reserves 7,096,429 949,909 1,659,921 (48,658) 244,677 (375) '
Operating Reserves 5,761,257 949,909 734,828 0 206,201 0
Other Reserves/IBNR 0 0 0 0 0 0
Fund Balance(Undesig/Designated) 1,335,172 0 925,093 (48,658) 38,476 (375)
Details
7-4
2007 Revenue, Expenditures, Fund Sources All Funds
General Government Special Revenue
010 011 201/207/215 102 108
Revenue Fire Memorial Fire Wellness Limited GO Total 2007 Arter Str Leased City
Property Tax 90,820 23,646,892
Sales Tax 19,779,569
Sales Tax/Criminal Justice 1,418,766
Admissions Tax 273,456
Utility Tax&Natural Gas Use Tax 11,184,080
Real Estate Excise Tax 2,350,000 2,350,000
EMS Levy Funds 506,015
Gambling Excise Tax 2,088,680
Franchise/Leasehold Excise 816,467
Sub-Total Taxes 0 0 2,440,820 62,063,925 0 0
Business License Fee 481,584
Building Permits 3,227,414
Other Licenses/Permits 30,700
Community Dev Block Grants 280,914
Other Federal/State Grants 61,200
State Shared Revenue 1,664,851 562,500
Other Intergovernmental 1,458,284
Charges for Services 3,755,020
Fines and Forfeits 953,600
Interest Earnings 24,400 897,400 2,500
Miscellaneous Revenue 18,500 848,900 960,899
Non-Revenue 0
Other Financing Sources 1,898,045 1,984,545
Interfund Revenue 2,648,312
Total New Revenue 0 18,500 4,363,265 80,356,649 565,000 960,899
Use of Prior Yr Revenue 0 4,000 1,707,200 2,235,769 0 0
Total Resources 0 22,500 6,070,465 82,592,418 565,000 960,899
Expenditures
Legislative 284,284
AJLS: Mayor's Office 913,785
City Clerk
644,393
City Attorney 1,197,238
Hearing Examiner 164,625
Court Services 1,687,823
Econ Dev,Neighbrhds&Strat Ping 1,594,376
Human Resources&Risk Mgmt: 854,233
Insurance
Finance&Information Systems 1,870,378
Other City Services/Misc 4,378,851
Debt Service 6,070,465 6,070,465
Police 19,750,056
Fire 22,500 15,302,856
Planning/Building/Pub Wks:
Administration 636,653
Development Services 3,860,891
Transportation 4,399,657
Utility Systems&Technical Svc 510,477
Maintenance Services 2,948,622
Community Services:
General Services/Parks 12,365,390 576,321
Housing&Human Services 727,939
Comm Dev Block Grants 280,914
Library/Museum 2,062,012
Golf Course 0
Transfers-Out 86,500 i 565,000 127,200
Total Committed Expenditures 0 22,500 6,070,465 82,592,418 565,000 703,521
Increase to Reserves 0 0 0 0 0 257,378
Total Expenditures 0 22,500 6,070,465 82,592,418 565,000 960,899
Fund Balance, January 1 28,595 15,388 1,981,007 12,451,462 321,307 150,884
Total New Revenue 0 18,500 4,363,265 80,356,649 565,000 960,899
Total Committed Expenditures 0 22,500 6,070,465 82,592,418 565,000 703,521
Fund Balance Plus Reserves 28,595 11,388 273,807 10,215,693 321,307 408,262
Operating Reserves 0 0 0 7,652,195 0 0
Other Reserves/IBNR 0 0 245,238 245,238 0 0
Fund Balance(Undesig/Designated) 28,595 11,388 28,569 2,318,260 321,307 408,262
' Details
7-5
2007 Revenue, Expenditures, Fund Sources All Funds
Special Revenue Debt Service
110 118 125 127 131 219
Hotel/Motel Paths 1%Art Cable Com Park Memorial Unlim G.O.
Revenue 516,000
Property Tax
Sales Tax 180,000
Sales Tax/Criminal Justice
Admissions Tax
Utility Tax&Natural Gas Use Tax 35,000
Real Estate Excise Tax
EMS Levy Funds
Gambling Excise Tax r•
Franchise/Leasehold Excise
Sub-Total Taxes 180,000 0 0 35,000 0 516,000
Business License Fee
Building Permits
Other Licenses/Permits
Community Dev Block Grants
Other Federal/State Grants
State Shared Revenue
Other Intergovernmental
Charges for Services
Fines and Forfeits
Interest Earnings 10,000 2,400 4,200 5,000
Miscellaneous Revenue 65,000 1,500 50,000
Non-Revenue
Other Financing Sources 60,000
Interfund Revenue
Total New Revenue 255,000 0 60,000 38,900 54,200 521,000
Use of Prior Yr Revenue 0 0 0 40,000 205,800 0
Total Resources 255,000 0 60,000 78,900 260,000 521,000
Expenditures
Legislative
AJLS: Mayor's Office 60,000
City Clerk 78,900
City Attorney
Hearing Examiner
Court Services
Econ Dev,Neighbrhds&Strat Ping 255,000
Human Resources&Risk Mgmt:
Insurance
Finance&Information Systems '
Other City Services/Misc
Debt Service 521,000
Police
Fire
Planning/Building/Pub Wks:
Administration
Development Services
Transportation
Utility Systems&Technical Svc
Maintenance Services
Community Services:
General Services/Parks 260,000 '
Housing&Human Services
Comm Dev Block Grants
Library/Museum
Golf Course ,
Transfers-Out
Total Committed Expenditures 255,000 0 60,000 78,900 260,000 521,000
Increase to Reserves 0 0 0 0 0 0
Total Expenditures 255,000 0 60,000 78,900 260,000 j 521,000 ,
Fund Balance, January 1 276,128 3,028 78,314 195,349 161,996 585,308
Total New Revenue 255,000 0 60,000 38,900 54,200 521,000
Total Committed Expenditures 255,000 0 60,000 78,900 260,000 521,000
Fund Balance Plus Reserves 276,128 3,028 78,314 155,349 (43,804) 585,308
Operating Reserves 0 0 0 0 0 0
Other Reserves/IBNR 0 0 0 0 0 0
Fund Balance(Undesig/Designated) 276,128 3,028 78,314 155,349 (43,804) 585,308
Details
7-6
2007 Revenue, Expenditures, Fund Sources, All Funds
Capital Project
301 303 304 305 307 316
Revenue Garage CIP C D Mitiq Fire Mitig Trans Mitig Aquatic Ctr Mun Fac
Property Tax
Sales Tax
Sales Tax/Criminal Justice
Admissions Tax
Utility Tax&Natural Gas Use Tax
Real Estate Excise Tax 900,000
EMS Levy Funds
Gambling Excise Tax
Franchise/Leasehold Excise
Sub-Total Taxes 0 0 0 0 0 900,000
Business License Fee
Building Permits
Other Licenses/Permits
Community Dev Block Grants
Other Federal/State Grants
- State Shared Revenue
Other Intergovernmental
Charges for Services 250,000 500,000 500,000
Fines and Forfeits
Interest Earnings 5,000 40,000 100,000 100,000
Miscellaneous Revenue
Non-Revenue
Other Financing Sources 3,232,000
Interfund Revenue
Total New Revenue 0 255,000 540,000 600,000 0 4,232,000
Use of Prior Yr Revenue 180,000 845,000 0 2,435,600 192,000 818,497
Total Resources 180,000 1,100,000 540,000 3,035,600 192,000 5,050,497
Expenditures
Legislative
AJLS: Mayor's Office
City Clerk
City Attorney
Hearing Examiner
Court Services
Econ Dev,Neighbrhds&Strat Ping 350,000
Human Resources&Risk Mgmt:
Insurance
Finance&Information Systems
Other City Services/Misc
Debt Service
Police
Fire
Planning/Building/Pub Wks:
Administration
Development Services
Transportation
Utility Systems&Technical Svc
Maintenance Services
Community Services:
General Services/Parks 192,000 4,700,497
Housing&Human Services
Comm Dev Block Grants
Library/Museum
Golf Course
Transfers-Out 180,000 1,100,000 300,000 3,035,600
Total Committed Expenditures 180,000 1,100,000 300,000 3,035,600 192,000 5,050,497
Increase to Reserves 0 0 240,000 0 0 0
Total Expenditures 180,000 1,100,000 540,000 3,035,600 192,000 5,050,497
Fund Balance, January 1 178,839 889,709 1,140,128 3,606,384 191,420 14,629,315
Total New Revenue 0 255,000 540,000 600,000 0 4,232,000
Total Committed Expenditures (180,000) (1,100,000) (300,000) (3,035,600) (192,000) (5,050,49L
Fund Balance Plus Reserves (1,161) 44,709 1,380,128 1,170,784 (580) 13,810,818
Operating Reserves 0 0 0 0 0 0
Other Reserves/IBNR 0 0 0 0 0 8,493,000
Fund Balance(Undesig/Designated) (1,161) 44,709 1,380,128 1,170,784 (580) 5,317,818
Details
Ir 7-7
2007 Revenue, Expenditures, Fund Sources, All Funds
Capital Project Enterprise
317 318 405/406/407/416 425/426/427 451 461
Trans CIP So Lk WA W/S/S Util W/S/S Const W/S/S Rev B W/S/S B Resv
Revenue
Property Tax
Sales Tax
Sales Tax/Criminal Justice
Admissions Tax
Utility Tax&Natural Gas Use Tax
Real Estate Excise Tax
EMS Levy Funds
Gambling Excise Tax
Franchise/Leasehold Excise
Sub-Total Taxes 0 0 0 0 0 0
Business License Fee 1,600,000
Building Permits
Other Licenses/Permits 70,000
Community Dev Block Grants
Other Federal/State Grants 6,796,600 2,054,300
State Shared Revenue ..
Other Intergovernmental 5,991,900 13,000
Charges for Services 838,100 24,126,100 3,153,100
Fines and Forfeits
Interest Earnings 186,900 49,000 5,575
Miscellaneous Revenue 118,200
Non-Revenue 300,000 11,543,000
Other Financing Sources 3,600,600 30,000 2,100,000
Interfund Revenue 657,400
Total New Revenue 17,989,100 2,892,400 25,488,600 13,705,000 3,158,675 0
Use of Prior Yr Revenue 5,113,000 10,421,527 0 0 0 0
Total Resources 23,102,100 13,313,927 25,488,600 13,705,000 3,158,675 0
Expenditures
Legislative
AJLS: Mayor's Office
City Clerk
City Attorney
Hearing Examiner
Court Services '
Econ Dev,Neighbrhds&Strat Ping
Human Resources&Risk Mgmt:
Insurance
Finance&Information Systems '
Other City Services/Misc 582,742
Debt Service 978,971 3,158,675
Police
Fire
Planning/Building/Pub Wks:
Administration
Development Services 445,400
Transportation 23,102,100 13,313,927 ,
Utility Systems&Technical Svc 6,154,153 13,705,000
Maintenance Services 15,507,482
Community Services:
General Services/Parks '
Housing&Human Services
Comm Dev Block Grants
Library/Museum
Golf Course '
Transfers-Out 1 1,435,500
Total Committed Expenditures 23,102,100 13,313,927 25,104,248 13,705,000 3,158,675 0
Increase to Reserves 0 0 384,352 0 0 0
Total Expenditures 23,102,100 13,313,927 25,488,600 13,705,000 3,158,675 0 '
Fund Balance, January 1 7,044,330 9,001,607 8,029,290 3,258,199 144,247 3,197,576
Total New Revenue 17,989,100 2,892,400 25,488,600 13,705,000 3,158,675 0
Total Committed Expenditures 23,102,100 13,313,927 25,104,248 13,705,000 3,158,675 0
Fund Balance Plus Reserves 1,931,330 (1,419,920) 8,413,642 3,258,199 144,247 3,197,576 ,
Operating Reserves 0 0 1,790,278 0 0 0
Other Reserves/IBNR 500,000 0 0 0 0 3,197,576
Fund Balance(Undesig/Designated) 1,431,330 (1,419,920) 6,623,364 3,258,199 144,247 0
Details ,
7-8
2007 Revenue, Expenditures, Fund Sources All Funds
Enterprise
471 481 402 422 403 404
Rate Stabl W/S Bond Airport Airport CIP Sol Waste Golf Crs
Revenue
Property Tax
Sales Tax
Sales Tax/Criminal Justice
Admissions Tax
Utility Tax&Natural Gas Use Tax
Real Estate Excise Tax
EMS Levy Funds
Gambling Excise Tax
Franchise/Leasehold Excise
Sub-Total Taxes 0 0 0 0 0 0
Business License Fee
Building Permits
Other Licenses/Permits
Community Dev Block Grants
Other Federal/State Grants 226,400
State Shared Revenue
Other Intergovernmental
Charges for Services 8,000 9,400,000 1,983,186
Fines and Forfeits
Interest Earnings 100 10,000 4,900 15,000
Miscellaneous Revenue 936,191 70,516 466,279
Non-Revenue 86,400
Other Financing Sources 15,000 1,273,600
Interfund Revenue 3,200
Total New Revenue 15,100 0 954,191 1,500,000 9,565,016 2,464,465
Use of Prior Yr Revenue 0 0 1,387,273 0 1,352,679 0
Total Resources 15,100 0 2,341,464 1,500,000 10,917,695 2,464,465
Expenditures
Legislative
AJLS: Mayors Office
City Clerk
City Attorney
Hearing Examiner
Court Services
Econ Dev,Neighbrhds&Strat Ping
Human Resources&Risk Mgmt:
Insurance
Finance&Information Systems
Other City Services/Misc 372,021 116,949
Debt Service 467,000
Police
Fire
Planning/Building/Pub Wks:
Administration
Development Services
Transportation 2,341,464 1,500,000
Utility Systems&Technical Svc 10,469,889
Maintenance Services 75,785
Community Services:
General Services/Parks
Housing&Human Services
Comm Dev Block Grants
Library/Museum
Golf Course 1,730,516
Transfers-Out 150,000
Total Committed Expenditures 0 0 2,341,464 1,500,000 10,917,695 2,464,465
Increase to Reserves 15,100 0 0 0 0 0
Total Expenditures 15,100 0 2,341,464 1,500,000 10,917,695 2,464,465
Fund Balance, January 1 0 0 1,650,096 0 1,726,483 1,048,001
Total New Revenue 15,100 0 954,191 1,500,000 9,565,016 2,464,465
Total Committed Expenditures 0 0 (2,341,464) (1,500,000) (10,917,695) (2,464,465)
Fund Balance Plus Reserves 15,100 0 262,823 0 373,804 1,048,001
Operating Reserves 0 0 262,823 0 373,804 199,747
Other Reserves/IBNR 0 0 0 0 0 441,358
Fund Balance(Undesig/Designated) 15,100 0 0 0 0 406,896
Details
7-9
2007 Revenue, Expenditures, Fund Sources, All Funds
Enterprise Internal Service Fiduciary All Funds
424 501 502/512/522 503 611 Total
Golf CIP Equip R&R Insurance Inform Svc Fire Pension 2007
Revenue
Property Tax 24,162,892
Sales Tax 1 ,959,569
1
Sales Tax/Criminal Justice 1,418,766
Admissions Tax 273,456
Utility Tax&Natural Gas Use Tax 11,219,080
Real Estate Excise Tax 3,250,000
EMS Levy Funds 506,015
Gambling Excise Tax 2,088,680
Franchise/Leasehold Excise 816,467
Sub-Total Taxes 0 0 0 0 0 63,694,925
Business License Fee 2,081,584
Building Permits 3,227,414 _.
Other Licenses/Permits 100,700
Community Dev Block Grants 280,914
Other Federal/State Grants 9,138,500
State Shared Revenue 73,000 2,300,351
Other Intergovernmental 7,463,184
Charges for Services 2,096,800 2,486,391 49,096,697
Fines and Forfeits 953,600
Interest Earnings 4,000 80,000 205,000 175,000 1,901,975 �.
Miscellaneous Revenue 1,412,100 12,340,750 1,156,800 18,427,135
Non-Revenue 11,929,400
Other Financing Sources 150,000 12,445,745
Interfund Revenue 3,308,912 .�
Total New Revenue 154,000 3,588,900 12,545,750 3,643,191 248,000 186,351,036
Use of Prior Yr Revenue 26,000 778,880 0 434 256,176 26,288,635
Total Resources 180,000 4,367,780 12,545,750 3,643,625 504,176 212,639,671
Expenditures
Legislative 284,284
AJLS: Mayor's Office 973,785
City Clerk 723,293
City Attorney 1,197,238 -�
Hearing Examiner 164,625
Court Services 1,687,823
Econ Dev,Neighbrhds&Strat Ping 2,199,376
Human Resources&Risk Mgmt: 854,233
Insurance 11,582,190 11,582,190
Finance&Information Systems 3,643,625 5,514,003
Other City Services/Misc 120,300 82,197 504,176 6,157,236
Debt Service 11,196,111
Police 19,750,056
Fire 15,302,856 ,
Planning/Building/Pub Wks:
Administration 636,653
Development Services 4,306,291
Transportation 44,657,148 ,
Utility Systems&Technical Svc 30,839,519
Maintenance Services 4,247,480 22,779,369
Community Services:
General Services/Parks 18,094,208 ,
Housing&Human Services 727,939
Comm Dev Block Grants 280,914
Library/Museum 2,062,012
Golf Course 180,000 1,910,516
Transfers-Out i 6,979,800
Total Committed Expenditures 180,000 4,367,780 11,664,387 3,643,625 504,176 i1i 210,861,478
Increase to Reserves 0 0 881,363 0 0 1 1,778,193
Total Expenditures 180,000 4,367,780 12,545,750 3,643,625 ( 504,176 212,639,671
Fund Balance, January 1 151,041 4,319,561 12,062,690 989,617 4,672,239
Total New Revenue 154,000 3,588,900 12,545,750 3,643,191 248,000
Total Committed Expenditures 180,000 4,367,780 11,664,387 3,643,625 504,176
Fund Balance Plus Reserves 125,041 3,540,681 12,944,053 989,183 4,416,063 I ,
Operating Reserves 0 222,978 0 0 0
Other Reserves/IBNR 0 3,317,703 10,490,856 0 ` 0
Fund Balance(Undesig/Designated) 125,041 0 2,453,197 989,183 4,416,063
Details
7-10
Appendix
t
t
OPPM&X
r
In this section you will find a wide range of economic statistics, demographic data(Did You
Know?) on page 8-7, and general information about the City of Renton on page 8-2. We also
include a glossary of commonly used budget terms starting on page 8-11.
The City of Renton's largest taxpayers and principal employers are listed on page 8-4.
The number of full-time employees working for the City, as well as the number of employees for
r. every 1,000 Renton citizens, are shown on page 8-5.
The graph and table on page 8-6 compares our taxes and rates to those of surrounding
ir. communities.
The Index of Positions begins on page 8-18. It details specifics on City staffing positions and
+� pay ranges for all represented and non-represented positions. The percent salary increase for
2007 is noted on each table.
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Appendix
i 8-1
General Information—City of Renton, Washington
DATE OF INCORPORATION........................September 6,1901 ELECTIONS:
FORM OF GOVERNMENT................................Mayor-Council Number of Precincts..................................................................63
TYPE OF GOVERNMENT.....................Non-Charter,Code City Number of Active Registered Voters(2006).....................26,191 %W
LOCATION.............................................I 1 Miles South of Seattle LICENSES&PERMITS:2006
LAND AREA.......................................................17.2 Square Miles General Business Licenses(includes all businesses)..........4,102
RANK IN SIZE-STATE OF WASHINGTON.......................10 Amusement Devices............................................................... 129
RANK IN SIZE-KING COUNTY..............................................5 Animal Licenses(Dog and Cat) ........................................ 1,368 r
POPULATION Official 4/l/06............................................ 58,360
2007 KING CO CERTIFICATION OF ASSESSED VALUATION FIRE PROTECTION:
For the 2007 Tax Roll Year..................................$8,370,801,805 Number of Commissioned Fire Fighting Personnel................106
CITY EMPLOYEES-2007 Budget Number of Non-Commissioned Personnel................................16
Full Time Equivalents/FTE.....................................................620 Total Number of Fire Personnel('07 Budget)........................122
(Does not include Intermittent Employees) Number of Fire Stations(includes FD#25)................................5
2007 PROPERTY TAX LEVY: Life Support Responses(2006)............................................7,368
General Levy(Includes Fire Pension).......................$23,646,892 All Other Responses(2006).................................................2,728
Special Levy(Excess)................................................... $516,000 Total Number of Responses(2006)....................................10,096
TOTAL 2007 PROPERTY TAX LEVY....................$24,162,892
POLICE PROTECTION:
2007 PROPERTY TAX RATES: (Per$1,000 of Assessed Value) Number of Commissioned Police Personnel..........................99.0
City of Renton-General Levy...................................... $2.82148 Number of Non-Commissioned Police Personnel..................44.2
City of Renton-Special Levy.........................................0.06252 Total Number of Police Personnel('07 Budget)..................143.2
TOTAL City of Renton Property Tax Rate ......................$2.884 Number of Calls for Service(2006)...................................63,072
KingCounty.....................................................................1.28956
Port of Seattle...................................................................0.23158 PARKS&RECREATION:
Hospital District#1..........................................................0.55652 Total Parks and Open Space Acreage...................................1,160
Renton School District 9403............................................3.44659 Number of Developed Parks and Playgrounds..........................26
State of Washington School Fund....................................2.32535 Major Facilities:
Emergency Medical Service.............................................0.20621 Liberty Park
TOTAL 2007 PROPERTY TAX RATES....................$10.93981 Gene Coulon Memorial Beach Park(Lake Washington) a►
Cedar River Trail
UTILITY TAX RATES: Maplewood Golf Course
Electricity,Gas(Utility and Use),and City Utilities Renton Senior Activity Center
(Water Sewer,Storm Drain,and Solid Waste) 6% Cedar River Park: am
TV Cable,Telephone,and Cellular Phone..............................6% Carco Theatre
Renton Community Center
SALES TAX RATE:
State.......................................................................................6.5% STREETS:2006
King County effective 4/1/01estion ................Metro............................................................... State Signed Routes(Arterials)............................................10.82
Transit and Traffic Con 0.2% City Arterials...........................................................................62.3
RTA(effective 4/1/97)...........................................................0.4/o
Congestion( a Local Access Streets.............................................................140.4
Cityof Renton Local Option.................................................1.0% Alleys....................................................................................11.10
City of Renton Local Option-Criminal Justice...................0.1% TOTAL STREETS..............................................................224.62
TOTAL SALES TAX RATE....................................................8.8% Number of signalized intersections(2006)..............................107
King County Stadium Tax Rate on Food&Beverage UTILITIES:2006
Sales at Restaurants,Bars and Taverns................................0.5% WATER UTILITY:
Hotel/Motel Tax....................................................................1.0% Total Water Customers.......................................................16,804
Public Facilities/Rental Car..................................................1.0% Gallons of Water Produced....................................2,917,911,000
Number of Fire Hydrants......................................................3,440
ADMISSION TAX RATE: Miles of Water Main................................................................295
Theaters and Other Events.......................................................5% SANITARY WASTEWATER UTILITY:
Total Sanitary Wastewater Customers...............................15,637
BUSINESS LICENSE FEE.......................$55 per Employee/Year Miles of Gravity Sewer and Force Main(2005)................204.97
STORM WATER UTILITY:
TWO-YEAR ANIMAL LICENSE FEES:Not Altered Altered Number of Accounts...........................................................15,752
Dog License $20.00 $10.00 Miles of Storm Water..........................................................214.76
Cat License $8.00 $4.50 SOLID WASTE UTILITY:(Contracted Services)
(Lifetime tags for senior citizens offered at one-time fee.) Total Accounts....................................................................15,075
2007 UTILITY RATES: (Reduced rates for low income senior AIRPORT:2006
citizens,and disabled persons available.) Area in acres.......................................................................167.21
WATER: Feet of Asphalt/Concrete Runway........................................5,382
Basic Service Charge 3/4"Meter $11.93/Month Total Operations................................................................82,979
Commodity Rate: $2.01/100 cf.for First 1000 cubic ft a month,
2006
$2.14 charged in excess of 1000 cubic feet. LIBRARY:Mai
CITY SEWER:(Single Family Residence)..........$14.67/Month Libraries(Main and Highlands)..................................................ers26
METRO SEWER:(Single Family Residence).......$28.51/Month Number of City Resident Borrowers..................................ers32,226
013
STORM SEWER:(Single Family Residence).........$5.72/Month Number of Non-Resident/King g County Borrowers.............1,145
GARBAGE RATES:(Residential) Number of Interlibrary Loan Borrowing Libraries..............1,145
1 can(32 gal)/week,curbside.................................$13.44/Month Total Books/Holdings .....................................................193,383
1 additional can,weekly $8.00/Month Total Titles........................................................................124,333
y.......................................... Total Circulation...............................................................464,333
Appendix
8-2
Cita a� J
The City of Renton is located in King County,
Washington, approximately 20 miles southeast of
Seattle and surrounds the southern end of Lake
• Washington. Renton has a population of 58,360,
which ranks fifth in size of cities in the County. The
City of Renton was incorporated in 1901, and
operated under the laws of the State of Washington as
an optional municipal code city under a Mayor-
Council form of government with a seven member
City Council. Renton is a general purpose
government that provides police, fire/emergency,
water, wastewater, stormwater, street construction E Wmrr
and maintenance, parks and recreation, planning and `
zoning, municipal court and general government
services to its citizens. The economy of the area is t
based-manufacturing, technology-based business, the
Port of Seattle, services industry, tourism, fishing and
r°' agriculture. The Boeing Company's Renton " �-
,,5
Operation is the largest employer accounting for more
than thirty percent of the area's workforce.
a �m
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Appendix
am 8-3
Largest Taxpayers
Real&Personal Percentage
Taxpayer Type of Business Property AV of AV
Boeing Aerospace&Computer Services 629,784,603 7.52%
Paccar Heavy Manufacturing 116,317,925 1.39%
Puget Sound Energy-Elec/Gas Electric/Gas Utility 80,829,517 0.97%
Providence Health Healthcare 57,902,300 0.69% .�
AMB Property Corp. Commercial Property Owners 49,479,200 0.59%
Renton Properties LLC Real Estate 36,993,300 0.44%
Qwest Corporation Telephone Utility 30,371,972 0.36%
BRE Properties Real Estate 30,005,710 0.36%
Wal-Mart Retail 28,566,077 0.34%
Axis Grand Holdings(formerly HSC Real Estate Inc.) Real Estate 28,549,000 0.34%
Total Assessed Valuation-Largest Taxpayers 1,088,799,604 13.01%
Total Assessed Valuation-All Others 7,282,002,201 86.99%
Total Assessed Valuation 8,370,801,805 100.00%
Source
Assessed Valuation: King County Department of Assessment,both real and personal property assessment where applicable(2007
taxroll year.)
..r
Principal Employers
2006 Full-Time
Equivalent %of Total
Principal Employers Type of Business Employees Employment
Boeing Company Aerospace&Computer Services 11,942 29.38%
Valley Medical Center Medical Services 2,346 5.77%
Paccar Inc Heavy Manufacturing 1,749 4.30%
Renton School District Public Education 1,353 3.33%
Federal Aviation Administration Federal Government 860 2.12%
City of Renton City Government 620 1.53%
ER Solutions Inc Professional&Technical Services 428 1.05%
Young's-Columbia of Washington LLC Wholesale Trade, Non Durable 402 0.99%
Walmart#2516 Retail 378 0.93%
IKEA Retail 361 0.89%
Total number of Employees-Principal Employers 20,439 50.28%
Total number of Employees-All Other Employers 20,211 49.72%
Total Employees working within Renton 40,650 100.00%
Source:City of Renton Business License Records and individual inquiry where applicable.
Note:The table does not include non-profit organizations.
The FTE count for the City of Renton does not include temporary employees.
Appendix
8-4
,.. Full-Time Employee (FTE) Stang Levels per 1,000 Renton Citizens
The graph below represents the number of regular full-time employees (FTE) working for the
City of Renton, as well as the number of employees per every 1,000 Renton citizens. The
number of FTEs has increased 12.9 percent between 1996 and 2006, while the population of
Renton grew 29.2 percent during that same time period. The number of FTEs per 1,000 Renton
citizens remained fairly constant until 2001. The high was in 1998 at 12.21 FTE per 1,000
citizens.
Total Population of Renton
t Employees per 1,000 Population
70,000 12.5
60,000 12.0
m
50,000 - a
11.5 no
c
40,000 0
11.0
a
30,000 --
d a
10.5 m
20,000 T
0
10,000 10.0
w
in 0 9.5
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
to
Regular Employees per Total Population
rrr --
Year FTE's 1,000 Population of Renton
1996 549.0 12.15 45,170
1997 553.0 12.04 45,920
,ts 1998 565.0 12.21 46,270
1999 573.7 12.05 47,620
2000 583.7 12.09 48,270
em 2001 594.7 12.16 48,900
2002 598.7 11.71 51,140
2003 603.7 11.00 54,900
im 2004 609.2 11.00 55,360
2005 608.0 10.70 56,840
2006 620.0 10.62 58,360
to Source
Population: State of Washington Office of Financial Management
All other information: City of Renton Finance Division
4111110
L
Appendix
8-5
No
t
Comparison of Renton Taxes and Rates
,t
11.83
28.29
16.56
23.35
5.72
5.n }
s.15
27.01 11.50 $°0 24.73
16.25
19.60
-23 $°0
$55 �0 $50
$50 28.01 $3.22
21.55
$0 $2.56
$2.88 $1.09 $2.84
13.44 x.73 x.44 2157 $718 27.93
1130 15.30 9.96 19.52
10.90 8.80
k1.67 9.81 10.94
Renton Auburn Bellevue Kent Redmond Seattle Tukwila
■Wastewater ■Solid Waste ❑Property Tax ■Business License ■Water ■Storm
Renton's
Rank Renton Auburn Bellevue Kent Redmond Seattle Tukwila
Population- 4 58,360 48,955 118,200 84,920 49,890 575,000 17,930
Tax Rates
Avg.Prop Tax/$1,000 AV 2 2.88 2.73 1.09 2.56 1.18 3.22 2.84
Electric Utility 1 6.0% 5.0% 5.0% 6.0% 6.0% 6.0% 6.0%
Cable TV 2 6.0% 5.0% 5.0% 5.0% 5.0% 10.0% 6.0%
B&O(1) N/A N/A N/A 0.15% N/A N/A 0.215% N/A 4W
Admissions 1 5.0% 5.0% 3.0% 5.0% 5.0% 5.0% 5.0%
Licenses&Fees
Business-Renewal (2) 3 $55 $50 $0 $50 $90 $90 $50
Golf(18 holes) (3) 5 $32 $35 $33 $37 $49 N/A $30
Dog License (4) 7 $20 $60 $60 $60 $63 $40 $60
Utility Rates(5)
Water(750 CF) (6) 3 27.01 19.60 28.01 16.25 23.35 28.29 24.73
Wastewater(7) 3 14.67 9.81 15.30 10.90 10.94 27.93 8.80
Stormwater(8) 5 5.72 11.50 13.23 5.15 16.56 1 1.83 5.17
Solid Waste/Garbage 9 5 13.44 11.30 15.44 21.57 9.96 21.55 19.52
Notes: (1)Seattle has a second B&O rate for service related businesses (0.215%). (2)Cities calculate business license fees using a
variety of different methods. Bellevue is participating in a joint licensing program with the State. No business renewal fee in
Bellevue.Kent's fee for the first year is$75,with a lower renewal fee. Tukwila rates are $50 for 0-5 employees,$100 for 6- 100
employees, and $200 for 101 employees and above. (3) Kent, Auburn, Tukwila, Bellevue, and Renton fees differ for
weekday/weekend, based on summer weekend rates when applicable. (4) With the exception of Renton and Seattle,all cities
surveyed use King County Animal Control. Fees are for unaltered animals for one year. Renton has a $20 two year license. (5)
Based on single family households (6) Rates were based on 750 cubic feet of water. For Seattle, Kent and Tukwila,the rates are
based on a weighted average of summer and winter rates.(7)Rates were based on 750 cubic feet of water.Rates do not include
King County Wastewater treatment charge of$27.95. (8) Bellevue's rate is an average rate based on a 10,000- 12,000 sq.ft.lot
area (between 20%and 4017o developed). Kent's rate depends on the drainage basin affected,ranging from$2.67 to $7.62 per
month. (9) For the following cities,service is provided and billed by an outside contractor: Bellevue (Robanco), Kent, Redmond,
and Tukwila. Auburn rates are based on Waste Management services rates.For comparison purposes,rates are based on 32-gal
size can and includes garbage,recycling and yard waste collection.City of Redmond rates are based on 35-gal size can.
Appendix
8-6
r
RENTON
AHEAD OF THE CURVE
Did You Know?
• Respondents to a 2004 Citizen Survey were satisfied with the quality of life in Renton,
with 75%rating Renton as an "excellent" (21%) or "very good" (54%)place to live, an
increase from 63% two years ago. The principal reasons people gave Renton a positive
rating were atmosphere, location, public services, and sense of community.
• Over 58,000 people live in Renton. Housing options range from lake front homes to
urban apartments to affordable family neighborhoods.
• City staff members serve as volunteer liaisons for the City's Neighborhood Program to
provide a direct link between City government and residents. The program serves 32
neighborhoods, over 12,000 residents and 4,500 households with neighborhood picnics,
r grant programs, newsletters, and personal contact.
• Since inception, 63 matching grants awarded to 24 different neighborhoods have helped
fund local neighborhood improvements. While the City has invested nearly $100,000 in
�y. funding the combined projects, neighbors have matched that dollar investment with
volunteer work and sweat equity.
• In addition to maintaining a high standard of drinking water quality, the City of Renton
also diligently maintains 295 miles of pipe, 10 wells, 1 spring, 9 reservoirs, 12 pump
stations, 2 water treatment facilities, 3,440 fire hydrants, and 16,668 metered
connections.
• We operate two large treatment facilities - the Maplewood treatment facility and the
corrosion control facility. In addition, we treat all water with chlorine and fluoride.
These treatments take place at each well house.
• The Renton Police Department responds to emergency calls within 3 minutes. In 2006
they responded to just over 63,000 calls for service, down slightly from 2005. Our
investigation unit cleared 83% of crimes investigated(exceeding our goal of 80%).
• According to a 2004 Citizen Survey, 93% of respondents feel safe in Renton and 95%
gave the Renton Police Department a passing grade in terms of service. Top citizen
priorities include keeping police patrols in neighborhoods and investigating and solving
crimes.
• The Renton Police Department is one of only nine Washington police agencies to meet
the highest policing standards in America and be accredited by the Commission on
Accreditation for Law Enforcement Agencies, Inc.
• The City provides diverse recreation programs for all ages -preschool, youth, teen, adult,
WW and senior. Leisure programs, organized athletics, fitness and wellness programs, outdoor
recreational opportunities; cultural arts programs; and programs designed to provide
Appendix
�. 8-7
t
social and recreational opportunities to senior citizens and those with special needs all
add to Renton's quality of life.
• Libraries in Renton have made several technological improvements including patron self-
service computer reservations, wireless internet access, in-library and home access to an
online automotive repair database, and the availability of resume writing software.
• The City's Housing Repair Assistance Program helps low to moderate income
homeowners maintain their homes by providing services such as accessibility
modifications (ramps, grab bars, door handles), and basic structure maintenance, as well
as smoke detector and carbon monoxide detector installation. The goal is to increase the
health and safety of Renton residents and keep neighborhoods maintained. In 2006 we
served 168 households and provided 591 health and safety related repairs.
• Over 3,000 individuals participate in various volunteer opportunities and, in 2006,
contributed more then 55,750 hours of service to the City of Renton valued at over
$1,000,000. Available volunteer opportunities include representation on a City Board,
Commission, or Advisory Committee or assisting with community events or one-time
special projects.
• The City of Renton has 28 developed public parks comprising 255 acres, 12.5 miles of
trails, an 18-hole public golf course and 813 acres of public open space for passive and r►
active recreation. The City also maintains a boathouse,theater, community center,two
neighborhood centers, a museum, two public libraries and an aquatic center.
• In 2006, 71,351 people visited the new Henry Moses Aquatic Center. Of those surveyed,
92%rated the facility good or excellent and 98%will return. As anticipated,user fees
covered all operating expenses. Revenue was generated from paid admissions,pass cards,
swim lessons, classes,rentals, and concessions.
• The Renton Farmers Market is extremely popular and brings hundreds of people to the
Piazza in downtown Renton every Tuesday from June through September. More than 50
vendors sell a bounty of fresh, locally grown farm products, including organic fruits and
vegetables, cut flowers,baked goods,herbs, and more weekly at the Piazza.
• Many neighborhood parks feature play equipment for kids. Over the last several years,
older equipment has been replaced with colorful new equipment at many parks, including
Gene Coulon Memorial Beach, Kennydale Beach, Burnett Linear Park,Heritage Park,
Windsor Hills Park,North Highlands, Jones Park, Kennydale Lions and Sunset Court
Park.
• Gene Coulon Memorial Beach Park, a stunning 55-acre park,has nearly 1.5 miles of
Lake Washington waterfront and receives over 1.5 million visitors a year. Major public
events featured at Coulon Beach Park include the Freddie's Club of Renton Fabulous
Fourth of July, the Kidd Valley Family Concert Series in the summer, and Clam Lights in
December. �
• Outdoor activities continue to bring people to downtown Renton. The extremely popular
Cinema at Liberty Park features free movies on the silver screen every Saturday in July
and August. Families will enjoy the best in comedy, drama and classics with movies
beginning at dusk. Liberty Park also serves as the main festival grounds for Renton's
annual community family celebration, Renton River Days. Since 1986, and held each
year during the fourth weekend of July,nearly 40 events and programs feature
Appendix
8-8
M
VW entertainment, arts, food, recreation, and special activities for residents, families and
Puget Sound region tourists.
• Along with other local theaters, Carco Theatre has joined the Renton Live Theater
Alliance to promote the arts in Renton. Renton has an impressive public art collection,
two professional theater companies, a youth symphony orchestra, a city concert band,
three theaters, and an active arts community. In July each year, many teens participate in
the annual Summer Teen Musical at Carco Theatre.
• The award-winning Renton River Days festival attracts nearly 50,000 visitors annually.
The six-day community family festival includes a parade, sports events, golf tournament,
live music, art shows, craft and vendor booths, food galore, and much more. Liberty Park,
in the heart of Renton, is the focal point for the festival with additional events in and
around the downtown core.
• Over 35,000 people are employed in Renton as of March, 2006. This includes 30,200 in
the private sector and 4,800 in the public sector.
,� • Over the last decade, pro-active economic development efforts have diversified Renton's
employment base. While The Boeing Company and PACCAR remain the two largest
private employers, many other innovative businesses have made Renton their home,
including bar-code technology developer Microscan, internet firm Classmates Online,
and software publisher Topics Entertainment.
• Revitalization efforts continue in downtown Renton with new housing,parks, a
performing arts center, and a transit center. Efforts in the Highlands will focus on
stimulating investment in the area's WWII housing stock and retail centers.
• Renton is becoming known as the place to be for regional retailers. Building on the
success of IKEA, which opened its only Northwest U.S. store in Renton in 1994, new
Fry's Electronics and Sam's Club stores bring millions of dollars to the local economy. In
2006, total sales tax revenue increased by almost 10 percent, hotel/motel tax revenue
increased by 11.2 percent, and construction revenue increased by 7.7 percent.
• On average the City of Renton repairs 12,565 square feet of sidewalk each year. The
focus is on areas where trip hazards are most severe and on public right-of-way where the
City is responsible for maintenance and repairs.
• The City of Renton maintains and operates 23 sanitary sewer lift stations and 2
stormwater pumping stations, 199 miles of stormwater pipe, and 164 miles of sanitary
sewer pipe. Crews clean an average of 86,000 feet of stormwater pipe and 180,000 feet of
sanitary sewer pipe each year to help prevent flooding and overflows.
The City of Renton sweeps approximately 6,650 lane miles of roadway each year. Last
year, 840 tons of leaves and debris were removed from Renton's streets, making them
cleaner and safer.
wr • Through an aggressive recycling program, Renton residents diverted over 47% of
recyclable residential waste and 9% of recyclable multi-family waste from the landfill.
j • Along with restoring street pavement after excavation by the various City of Renton
i utilities, crews repair approximately 179,925 square feet of pavement each year. This
helps to limit potholes, maintain the streets Overall Condition Index rating of 80 or better,
and make streets safer, smoother, and more pleasant to drive on.
1 Appendix
8-9
• According to a 2004 Citizen Survey, 91% gave the Renton Fire Department a passing
grade in terms of service,with 60% giving them an "A" grade. Top citizen priorities
include putting out fires and limiting damage and providing emergency medical services.
year,•
Twenty-four hours a day, a y
365 da s the Renton Fire Department provides r
professional and cost-effective protection of life and property to the citizens of Renton
and King County Fire District#25. ,r
• The Renton Fire Department responded to 14,466 calls for service in 2006 that included
response to fires, emergency medical,hazardous material rescue and service types of
incidents. Department average response time to priority calls from the time of receipt of
the alarm to arrival on scene was 5 minutes and 32 seconds.
• The best way to avoid the devastation of a fire is to prevent it from happening. The
Renton Fire Department inspects businesses for fire hazards, investigates fires, reviews
construction plans, and hosts public education activities. The Department provides annual
fire prevention programs to local schools, CPR training, senior citizen programs, and
disaster preparedness training, and participates in a countywide intervention program for
juvenile fire-setters.
• Renton Library system's collection offers a variety of media to meet the information and
entertainment needs of the City's residents, including roughly 171,000 books, 10,000
videos, 5,000 books-on-tape, 550 DVDs, and 450 magazine subscriptions for a total of
187,000 items.
• The City maintains communications systems and support for 745 network devices, 50
miles of fiber optic and 30 miles of copper cabling, 600 phone sets,4 PBX phone
switches, 650 GB of data backups, 32 network servers, 550 workstations, and 24
enterprise class software applications. In addition,the City handles over 723,000
outbound mail parcels annually.
• The City provides funding to a number of area human service providers using both
General Funds and Community Development Block Grant funds. For 2005, $327,422
was allocated to 28 different human service programs serving Renton residents. $391,910
was allocated to 7 agencies for capital projects and employment service programs.
• The City's records management program, mandated by law, ensures the timely retrieval
of information and the proper retention and disposition of the City's public records. More
than 1,800 boxes of City records are stored in inactive storage areas,the second to last
step in the records life cycle, which includes creation, filing, active use, inactive storage,
and ultimate disposition by means of confidential destruction or transfer to the State
Archives.
• For many consecutive years the City has received the annual Government Finance
Officers Association Distinguished Budget Award and the Excellence in Financial
Reporting Award. State Auditor Brian Sonntag commended the City of Renton at a
Council meeting in 2006 for its strong record and commitment to financial excellence.
• The City's credit rating was improved by Standard and Poor's, as well Fitch Rating
services in 2006 from A+to AA- (on a scale of AAA). This recognizes strong financial .rl
programs,reserves,budgetary controls and other attributes that make the City a good
credit risk with respect to the purchase of its bonds which finance public improvements.
.r
Appendix
8-10
Budget Glossary
""' Accounting System: The total set of records and procedures, which are used to record, classify,
and report information on the financial status and operations of an entity.
Accrual Basis:A basis of accounting in which transactions are recognized at the time they are
,., incurred, as opposed to when cash is received or spent. Also, see Modified Accrual Basis of
Accounting.
Activity:A combination of people, technology, supplies, methods, and environment that produce
a given product or service.
Ad Val Orem Taxes: A tax levied on the assessed value of real property.
Agency Fund:A fund used to account for assets held by a government as an agent for
individuals,private organizations, other governments, and/or other 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
VW 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.
weArbitrage: 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 Kin
County Assessor as the basis for levying taxes. g
g P ropertY
BARS: The State of Washington prescribed Budgeting,Accounting, Reporting System Manual
required for all governmental entities in the State of Washington.
Base Budget: Ongoing expense for personnel, contractual services, and the replacement of
supplies and equipment required to maintain service levels previously authorized by the City
Council.
Biennial Budget:A budget applicable to a two-year fiscal period.
Bond(Debt Instrument):A written promise to pay(debt) a specified sum of money(called
principal or face value) at a specified future date(called the maturity date) along with periodic
interest paid at a specified percentage of the principal(interest rate). Bonds are typically used for
long-term debt to pay for specific capital expenditures.
Budget: Budget adopted by Renton's City Council that goes into effect on January 1 st, including
amendments through December 31 st, of the current year.
Budget(Operating):A plan of financial operation embodying an estimate of proposed
ww expenditures for a given period(typically a fiscal year) and the proposed means of financing
them(revenue estimates). The term is also used to denote the officially approved expenditure
ceilings under which the City and its departments operate.
Budget Adjustment:A procedure to revise a budget appropriation either by City Council
approval through the adoption of a supplemental appropriation ordinance for any
Appendix
8-11
interdepartmental or interfund adjustments, or authorization by the Mayor to adjust
appropriations within a departmental budget.
Budgets and Budgetary Accounting: The City of Renton budgets its funds in accordance with
the Revised Code of Washington(RCW) 35A.33. In compliance with the Code, annual
appropriated budgets are adopted for the General, Special Revenue, Debt Service, and Capital
Projects Funds. Any unexpended appropriations lapse at the end of the fiscal year. The City of
Renton budgets on a cash basis.
Budget Calendar: The schedule of key dates or milestones that the City follows in the
preparation and adoption of the budget.
Budget Document: The official written statement prepared by the budget office and supporting
staff,which presents the proposed budget to the City Council.
Budgetary Control: The control or management of a government in accordance with the
approved budget for the purpose of keeping expenditures within the limitations of available
appropriations and resources.
CDBG: Community Development Block Grant is funding for the purpose of carrying out eligible
community development and housing activities.
CIP: See Capital Improvement Program.
Capital Assets: Assets of significant value,which assets have a useful life of several years.
Capital Improvement Program: A separately published plan for capital expenditures to be
incurred each year over a period of six future years,which sets forth each capital project
identifying the expected beginning and ending date for each project, the amount to be expended
in each year, and the method of financing those expenditures.
Capital Outlay: Expenditures,which result in the acquisition of, or additions to, capital assets.
Examples include land,buildings,machinery and equipment, and construction projects.
Cash Basis: A basis of accounting in which transactions are recognized only when cash is
received or disbursed. The City of Renton operates on a cash basis.
Committed Expenditures: Appropriated expenditures (see definition of appropriation.)
Comprehensive Plan: A general plan that outlines growth and land use for residential,
commercial, industrial, and open space areas.
Contingency: A budgetary reserve set-aside for emergencies or unforeseen expenditures not
otherwise budgeted for.
Cost Center: An organization budget/operating unit within each City division or department.
Councilmanic Bonds: Councilmanic bonds refer to bonds issued with the approval of the
Council, as opposed to voted bonds, which must be approved by vote of the public.
Councilmanic bonds must not exceed .75 percent of the assessed valuation and voted bonds 1.75
percent.
Debt Manual: A manual that provides comprehensive reference material and information
relevant to City of Renton legal debt responsibilities, limitations, and authority.
Appendix
8-/2
i
•. 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
i 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.
it
Depreciation: (1) Expiration in the service life of capital assets attributable to wear and tear,
deterioration, action of the physical elements, inadequacy of obsolescence. (2) That portion of
r. the cost of a capital asset that is charged as an expense during a particular period.
Division: A group of homogeneous cost centers within a department.
�. ECC: The Emergency Coordination Center is located at Fire Station 14 and is used by the
Emergency Management Team as the command center in the event of an emergency in the
greater Renton area.
.. ESA: The Endangered Species Act provides for the designation and protection of invertebrates,
wildlife, fish, and plant species that are in danger of becoming extinct and mandates conservation
of the ecosystems on which endangered species depend.
r
Equipment Rental Fund:An internal service fund used to account for the cost of maintaining
and replacing all City vehicles and auxiliary equipment except for golf course equipment.
Enterprise Fund. Separate financial accounting used for government operations that are
financed and operated in a manner similar to business enterprises, and for which preparation of
an income statement is desirable.
Expenditures: Where accounts are kept on the accrual or modified accrual basis of accounting,
the cost of goods received or services rendered whether cash payments have been made or not.
Where accounts are kept on a cash basis, expenditures are recognized only when the cash
payments for the above purposes are made.
FICA: Federal Insurance Contribution Act is an employment tax levied against both an
employee and employer for Social Security and Medicare taxes.
FEMA: The Federal Emergency Management Act is a Federal initiative designed to provide
financial assistance in the event of an emergency.
Fund:An independent fiscal and accounting entity with a self-balancing set of accounts
recording cash and/or other resources together with all related liabilities, obligations, reserves,
r" 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.
Appendix
8-13
Q
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
r!
restrictions governing the levy of the funds they contain. Examples are the Debt Service Funds
and Capital Improvement Funds.
GAAP: Generally Accepted Accounting Principles are standards used for accounting and
reporting used for both private industry and governments. i
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 y and Pa ments: Expenditures made to other funds for services rendered. This category t
includes interf ind repairs and maintenance.
Intergovernmental Services: Intergovernmental purchases of those specialized services typically
performed by local governments.
Intermittent Employee: An intermittent employee is one who is hired to work for an indefinite
or intermittent period, as needed.An intermittent employee may work a fluctuating schedule or
on an on-call basis, limited to a maximum of four months of full-time and/or may not work more
than 69 hours per month,not to exceed 1,500 hours in a calendar year.
Internal Service Fund. Funds used to account for the financing of goods or services provided by
one department or agency to other departments or agencies of the City, or to other governments,
on a cost-reimbursement basis.
International Firefighters Union (684): Labor union representing firefighter officers,
lieutenants, captains, and fire battalion chiefs.
LEOFF: Law Enforcement Officers and Firefighters Retirement System provided in the State of
Washington.
LID: Local Improvement District or Special Assessments made against certain properties to
defray part or all of the cost of a specific improvement or service deemed to primarily benefit
those properties.
LTGO: Limited Tax General Obligation bonds are non-voter approved bonds for which the full + '
faith and credit of the insuring government are pledged for payment.
Appendix
8-14
r 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 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.
s
Object:As used in expenditure classification, this term applies to the type of item purchased or
the service obtained(as distinguished from the results obtained from expenditures). Examples
r are personnel services, contractual services, and materials and supplies.
Objective:Desired accomplishment that can be measured and achieved within a given time
frame.
Operating Funds: Recurring revenue sources used to finance ongoing operating expenditures
and pay-as-you-go capital projects.
8% Operating Reserve: Unavailable fund balance that represents eight percent of the operating
expenditures.
Operating Transfer: Routine and/or recurring transfers of assets between funds.
Other Services and Charges: A basic classification for services other than personnel services
that are needed by the City. This item includes professional services, communication,travel,
advertising, rentals and leases, insurance,public utility services, repairs and maintenance, and
miscellaneous.
r„ PERS: Public Employees Retirement System provided for, other than Police and Fire, by the
State of Washington.
PWTF: See Public Works Trust Fund.
Performance Measures: Indicators of program performance that are collected to show the
impact of resources spent on city services directly tied to program results.
Personnel Benefits: Those benefits paid by the City as part of the conditions of employment.
Examples include insurance and retirement benefits.
Appendix
8-15
i
Police Guild Union: Represents commissioned police officers and sergeants, and non-
commissioned personnel.
Program: A group of related services or activities that are provided or administered by a
department or division and accounted for in its budget.
Public Works Trust Fund Loans: A State revolving loan fund that provides low-interest loans to
help local governments maintain or improve essential public works systems.
Reallocation: The 2004 Original Budget plus salary and benefit reallocations due to union
contracts settled after the passage of the 2004 budget.
Reserve: See fund balance.
Resources:Total dollars available for appropriations including estimated revenue, fund transfers,
and beginning fund balances.
Retained Earnings:An equity account reflecting the accumulated earnings of the City.
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.
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:Anappropriation approved by the Council after the initial budget
appropriation.
Supplies:A basic classification of expenditures for articles and commodities purchased for ad
consumption or resale. Examples include office and operating supplies, fuel,power, water, gas,
inventory or resale items, and small tools and equipment. a
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 ur
consecutive years.
Appendix
8-16
r
+w► Trust Fund:Funds used to account for assets held by a government in a trustee capacity for
individuals, private organizations, other governments, and/or other funds.
UTGO: Unlimited Tax General Obligation bonds are voter approved and retired by a tax levy,
commonly referred to as an excess levy.
Use of Prior Year Revenue: Fund balance from prior year revenue to be used to offset current
.. year expenditures.
Washington State Council of County and City Employees,Local 2070(Division ofAFSCME):
ew Labor union representing all regular non-exempt personnel, grades 1 through 29.
L
aw
an
w
.s
Mw
Mw
Appendix
aw
8-17
Index ofPositions and Pay Ranges-Elected Officials, Management, and Non-Union Supervisory
12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual
Grade Status Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
ELECTED OFFICIALS
(3.0%increase for 2007)
e10 Mayor * 9,956 119,472
e09 City Council Members** 950 11,400
e08 7,645 91,740 8,033 96,396 8,438 101,256 8,865 106,380 9,312 111,744
e11 Municipal Court Judge 9,949 119,388
MANAGEMENT&SUPERVISORY
NON-UNION
(3.0%increase for 2007)
m53 Chief Administrative Officer*** 10,031 120,372 10,540 126,480 11,073 132,876 11,632 139,584 12,214 146,568
M52 9,785 117,420 10,279 123,348 10,805 129,660 11,352 136,224 11,917 143,004
m51 9,546 114,552 10,031 120,372 10,540 126,480 11,073 132,876 11,632 139,584 40
m50 9,312 111,744 9,785 117,420 10,279 123,348 10,805 129,660 11,352 136,224
m49 Community Services Administrator**` 9,086 109,032 9,546 114,552 10,031 120,372 10,540 126,480 11,073 132,876
Economic Development Administrator***
Finance/Information Services Administrator*`* J 4
Fire Chief***
lf
Human Resources&Risk Mgmt Administrator***
Planning/Bldg/PW Administrator***
Police Chief***
m48 8,865 106,380 9,312 111,744 9,785 117,420 10,279 123,348 10,805 129,660
m47 8,650 103,800 9,086 109,032 9,546 114,552 10,031 120,372 10,540 126,480
m46 8,438 101,256 8,865 106,380 9,312 111,744 9,785 117,420 10,279 123,348
m45 Assistant Chief Administrative Officer*** 8,233 98,796 8,650 103,800 9,086 109,032 9,546 114,552 10,031 120,372
Deputy Fire Chief***
Deputy P/B/PW Administrator-Transportation***
Police Deputy Chief***
NN
m44 8,033 96,396 8,438 101,256 8,865 106,380 9,312 111,744 9,785 117,420 ;
m43 7,836 94,032 8,233 98,796 8,650 103,800 9,086 109,032 9,546 114,552
m42 7,645 91,740 8,033 96,396 8,438 101,256 8,865 106,380 9,312 111,744
m41 7,459 89,508 7,836 94,032 8,233 98,796 8,650 103,800 9,086 109,032
m40 7,278 87,336 7,645 91,740 8,033 96,396 8,438 101,256 8,865 106,380
m39 7,100 85,200 7,459 89,508 7,836 94,032 8,233 98,796 8,650 103,800
m38 Communications Director 6,927 83,124 7,278 87,336 7,645 91,740 8,033 96,396 8,438 101,256
Development Services Director
Economic Development Director
Emergency Management Director
Facilities Director
Fiscal Services Director
Information Services Director
Library Director
Maintenance Services Director
Parks Director
Recreation Director
Utility Systems Director
m37 6,760 81,120 7,100 85,200 7,459 89,508 7,836 94,032 8,233 98,796
m36 Police Commander`*** 6,593 79,116 6,927 83,124 7,278 87,336 7,645 91,740 8,033 96,396
Police Manager****
m35 Hearing Examiner 6,432 77,184 6,760 81,120 7,100 85,200 7,459 89,508 7,836 94,032
m34 Information Services Manager 6,273 75,276 6,593 79,116 6,927 83,124 7,278 87,336 7,645 91,740 Id
m33 Current Planning Manager 6,120 73,440 6,432 77,184 6,760 81,120 7,100 85,200 7,459 89,508
Development Engineering Supervisor
Long Range Planning Manager
Transportation Design Supervisor
Transportation Operations Manager
Transportation Planning Supervisor
Utility Engineering Supervisor "!
Water Maintenance Manager
m32 Airport Manager 5,972 71,664 6,273 75,276 6,593 79,116 6,927 83,124 7,278 87,336
Building Official
Golf Course Manager
Community Development Project Manager
m31 5,826 69,912 6,120 73,440 6,432 77,184 6,760 81,120 7,100 85,200
m30 City Clerk/Cable Manager 5,685 68,220 5,972 71,664 6,273 75,276 6,593 79,116 6,927 83,124
Court Services Director
Appendix
8-18
Index of Positions and Pay Ranges-Elected Officials, Management, and Non-Union Supervisory
NON-UNION-Continued
111111111P -
Wr m30 Fleet Manager 5,685 68,220 5,972 71,664 6,273 75,276 6,593 79,116 6,927 83,124
Human Resources Manager
Information Systems Supervisor
m29 5,543 66,516 5,826 69,912 6,120 73,440 6,432 77,184 6,760 81,120
m28 Facilities Manager 5,412 64,944 5,685 68,220 5,972 71,664 6,273 75,276 6,593 79,116
Human Services Manager
Parks Maintenance Manager
Recreation Manager
to m27 Assistant Library Director 5,280 63,360 5,543 66,516 5,826 69,912 6,120 73,440 6,432 77,184
Transportation Maintenance Supervisor
m26 Assistant Fire Marshal 5,150 61,800 5,412 64,944 5,685 68,220 5,972 71,664 6,273 75,276
Finance Analyst Supervisor
Waste Water/Special Operations Manager
m25 Community Services Resource&Funding M 5,024 60,288 5,280 63,360 5,543 66,516 5,826 69,912 6,120 73,440
Recreation Supervisor
Senior Finance Analyst
Solid Waste Coordinator
m24 Principal Financial&Administrative Analyst 4,904 58,848 5,150 61,800 5,412 64,944 5,685 68,220 5,972 71,664
m23 U Open Space Coordinator 4,780 57,360 5,024 60,288 5,280 63,360 51543 66,516 5,826 69,912
m22 Community Relations&Events Coordinator 4,667 56,004 4,904 58,848 5,150 61,800 5,412 64,944 5,685 68,220
Museum Manager
Sr HR Analyst/Civil Service Coordinator
m21 Golf Course Supervisor 4,552 54,624 4,780 57,360 5,024 60,288 5,280 63,360 5,543 66,516
m20 Community Center Coordinator 4,441 53,292 4,667 56,004 4,904 58,848 5,150 61,800 5,412 64,944
Employee Benefits Analyst
Golf Professional
Human Resources Analyst
Safety Officer
n Senior Services Coordinator
m19 4,334 52,008 4,552 54,624 4,780 57,360 5,024 60,288 5,280 63,360
M-18 4,225 50,700 4,441 53,292 4,667 56,004 4,904 58,848 5,150 61,800
m17 City Council Liaison 4,124 49,488 4,334 52,008 4,552 54,624 4,780 57,360 5,024 60,288
Deputy City Clerk
Executive Secretary
NON-UNION(CLERICAL,OTHER)
(3.0%increase for 2007)
n16 Finance Analyst III 4,007 48,084 4,210 50,520 4,418 53,016 4,644 55,728 4,875 58,500
n15 3,903 46,836 4,105 49,260 4,313 51,756 4,531 54,372 4,761 57,132
n14 3,813 45,756 4,007 48,084 4,210 50,520 4,418 53,016 4,644 55,728
n13 Finance Analyst 11 3,717 44,604 3,903 46,836 4,105 49,260 4,313 51,756 4,531 54,372
r11nl
Lead Payroll Analyst
3,631 43,572 3,813 45,756 400748,084 4,210 50,520 4,418 53,016
Admin Secretary II(Com Svc,Fire,P/B/PW, 3,539 42,4683,717 44,604 3,903 46,836 4,105 49,260 4,313 51,756
Admin Secretary II/Economic Assistant
Admin Secretary II/Risk Mgmt Assistant
Assistant Golf Professional
Human Resources Systems Technician
Payroll Analyst
n10 Finance Analyst 1 3,452 41,424 3,631 43,572 3,813 45,756 4,007 48,084 4,210 50,526-
n09
3,371 40,452 3,539 42,468 3,717 44,604 3,903 46,836 4,105 49,260
n08 3,287 39,444 3,452 41,424 3,631 43,572 3,813 45,756 4,007 48,084
n07 SZIEXY 3,208 38,496 3,371 40,452 3,539 42,468 3,7173,903 46,836
n06 3,128 37,536 3,287 39,444 3,452 41,424 3,631 43,572 3,813 45,756
n05 Se3,053 36,636 3,208 38,496 3,371 40,452 3,539 42,468 3,717 44,604
n04
n03 2,980 35,760 3,128 37,536 3,287 39,444 _3,45241,424 3,631 43,572
2,909 34,908 3,053 36,636 3,208 38,496 3,371 40,452 3,539 42,468
n02 2,837 34,044 2,980 35,760 3,128 37,536 3,287 39,444 3,452 41,424
n01 2,_779V2'3R4 2,909 34,908 3,053 36,636 3,208 38,496 3,371 40,452
LONGEVITY SCHEDULE
*In addition to salary receives$4,800 annual car allowance. Completion ofN5Yrs
NON-UNION Step a13E $90
**Council members salary set per Ordinance 4757(01/01/99 Completion of 10 Yrs 3%Step a13E $135 per month
***Not eligible for Longevity/Education or Uniform Allowance Completion of 15 Yrs 4%Ste a13E per month
****Receive Education/Longevity&Uniform Allowance Completion of 20 Yrs 5%Step a13E $180 per month
based on Union Contract P $225 per month
Completion of 25 Yrs 6%Step a13E $269 per month
The City contributes 2%of employee's base wage per year to a deferred compensation account
for Management and Non-Represented employees except for CAO receives$8,500 per year
Appendix
8-19
Index of Positions and Pay Ranges-Local 2170
12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual
Grade tatu Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
UNION-LOCAL 2170
(3.0%Increase for 2007)
a34 6,188 74,256 6,498 77,976 6,824 81,888 7,165 85,980 7,524 90,288
a33 6,038 72,456 6,344 76,128 6,667 80,004 7,003 84,036 7,350 88,200
a32 Network Systems Supervisor 5,892 70,704 6,188 74,256 6,498 77,976 6,824 81,888 7,165 85,980
a31 Utility/GIS Engineer 5,745 68,940 6,038 72,456 6,344 76,128 6,667 80,004 7,003 84,036
a30 Application Support Supervisor 5,606 67,272 5,892 70,704 6,188 74,256 6,498 77,976 6,824 81,888
a29 Program Development Coordinator II 5,471 65,652 5,745 68,940 6,038 72,456 6,344 76,128 6,667 80,004
Mapping Coordinator
a28 5,337 64,044 51606 67,272 5,892 70,704 6,188 74,256 6,498 77,976
a27 Civil Engineer III 5,207 62,484 5,471 65,652 5,745 68,940 6,038 72,456 6,344 76,128
a26 5,079 60,948 5,337 64,044 5,606 67,272 5,892 70,704 6,188 74,256
a25 Capital Project Coordinator 4,955 59,460 5,207 62,484 5,471 65,652 5,745 68,940 6,038 72,456
Facilities Coordinator
Financial Systems Coordinator
Neighborhood Program Coordinator
Program Development Coordinator I
Property Services Agent
a24 Database Technician 4,834 58,008 5,079 60,948 5,337 64,044 5,606 67,272 5,892 70,704
Lead Construction Inspector
Lead Fire Inspector
Senior Economic Development Specialist
Senior Network Systems Specialist
Senior Planner
Senior Systems Analyst
Transportation Planner
a23 Airport Operations Specialist 4,718 56,616 4,955 59,460 5,207 62,484 5,471 65,652 5,745 68,940
Building Plan Reviewer
Business Systems Analyst
Civil Engineer II
Engineering Specialist III
Fire Plan Reviewer/Inspector III
Pavement Management Technician
Street Maintenance Services Supervisor
Waste Water Maintenance Services Supervisor
a22 Librarian 4,604 55,248 4,834 58,008 5,079 60,948 5,337 64,044 5,606 67,272
a21 Building Inspector-Electrical 4,490 53,880 4,718 56,616 4,955 59,460 5,207 62,484 5,471 65,652
Building Inspector/Combination
Construction Inspector II
Facilities Supervisor
Fire Inspector III
Hazardous Materials Specialist
Help Desk Technical Support Coordinator
Park Maintenance Supervisor
Signal/Electronics Systems Technician II
Systems Analyst
Water Maintenance Services Supervisor
Water Utility Maintenance Supervisor
a20 Associate Planner 4,380 52,560 4,604 55,248 4,834 58,008 5,079 60,948 5,337 64,044
Economic Development Specialist
Housing Repair Coordinator
Network Systems Specialist
JEnergy
ting Supervisor 4,272 51,264 4,490 53,880 4,718 56,616 4,955 59,460 5,207 62,484
gineer I
ompliance Inspector
Plans Examiner/Permit Representative
ering Specialist IIpector II
n Reviewer/Inspector II
Systems Technician
ehicle&Equipment Mechanic
Appendix
8-20
Index of Positions and Pay Ranges-Local 2170
UNION-LOCAL 2170 Continued
VW a18 CDBG Specialist 4,172 50,064 4,380 52,560 4,604 55,248 4,834 58,008 5,079 60,948
Development Services Representative
Lead Water Utility Pump Station Mechanic
Probation Officer
�f Recreation Program Coordinator
a17 Custodial Services Supervisor 4,067 48,804 4,272 51,264 4,490 53,880 4,718 56,616 4,955 59,460
Fire Inspector I
Fire Plan Reviewer/Inspector 1
Help Desk Support Technician
Library Supervisor
Maintenance Buyer
Signal/Electronic Systems Tech I
Traffic Sign&Paint Supervisor
Water Quality/Treatment Plant Operator
a16 Assistant Planner 3,971 47,652 4,172 50,064 4,380 52,560 4,604 55,248 4,834 58,008
Lead Golf Course Maintenance Worker
Lead Maintenance Services Worker
Lead Park Maintenance Worker
al5 Facilities Technician II 31869 46,428 41067 48,804 4,272 51,264 4,490 53,880 4,718 56,616
Grounds Equipment Mechanic
Lead Judicial Specialist
Planning Technician 11
Vehicle&Equipment Mechanic I
Water Utility Maintenance Technician
a14 Lift Station Technician 3,779 45,348 1,971 47,652 4,172 50,064 4,380 52,560 4,604 55,248
Recreation Specialist II
a13 Engineering Specialist I 3,684 44,208 3,869 46,428 4,067 48,804 4,272 51,264 4,490 53,880
Facilities Technician
Print&Mail Coordinator
Signal/Electronics System Assistant II
Solid Waste Program Specialist
alt Desktop Publishing Operator3,597 43,164 3,779 45,348 3,971 47,652 4,172 50,064 4,380 52,560
Fire Inspector Trainee
Golf Course Maintenance Worker III
Maintenance Services Worker III
Multimedia/Records Specialist
Parks Maintenance Worker III
Traffic Maintenance Worker II
all Administrative Secretary II 3,508 42,096 3,684 44,208 3,869 46,428 4,067 48,804 4,272 51,264
Airport Maintenance Worker
Fleet Management Technician
Payroll Analyst
Records Management Coordinator
Recreation Specialist I
a10 Form/Graphic Technician 3,422 41,064 3,597 43,164 3,779 45,348 3,971 47,652 4,172 50,064
Judicial Specialist/Trainer
Permit Technician
a09 Accounting Assistant IV 3,338 40,056 3,508 42,096 3,684 44,208 3,869 46,428 4,067 48,804
Administrative Secretary I
Library Assistant II
Mechanic's Assistant
Planning Technician I
Records Management Specialist
Signal/Electronics Systems Assistant I
a08 Golf Course Maintenance Worker II3,257 39,084 3,422 41,064 3,597 43,164 3,779 45,348 3,971 47,652
Golf Course Operations Specialist
Housing Repair Technician
Judicial Specialist
Lead Office Assistant
Maintenance Services Worker II
Appendix
8-21
Index of Positions and Pay Ranges-Local 2170
UNION-LOCAL 2170 Continued
084 3,422 41,064 3,597 43,164 3,779 45,348
a08 Parks Maintenance Worker II 3,257 39, 3,971 47,652
Probation Clerk
Purchasing Assistant
Traffic Maintenance Worker I
3,180 38,160 3,338 40,056 3,508 42,096 3,684 44,208 3,869 46,428
a07 Accounting Assistant III
Database Systems Technician
Hearing Examiner's Secretary
Library Technical Assistant
Maintenance Custodian
Print&Mail Operator
Secretary II
a06 3,105 37,260 3,257 39,084 3,422 41,064 3,597 43,164 3,779 45,348
a05 Accounting Assistant II 3,027 36,324 3,180 38,160 3,338 40,056 3,508 42,096 3,684 44,208
Office Assistant III
Secretary I
Water Meter Reader
2,955 35,460 3,105 37,260 3,257 39,084 3,422 41,064 3,597 43,1
a04 Golf Course Maintenance Worker I64
Lead Custodian
Maintenance Services Worker I
Parks Maintenance Worker I
Pro Shop Assistant
Solid Waste Maintenance Worker
a03 Accounting Assistant 1 2,883 34,596 3,027 36,324 3,180 38,160 3,338 40,056 3,508 42,096
Library Assistant I
Office Assistant II
a02 2,816 33,792 2,955 35,460 3,105 37,260 3,257 39,084 3,422 41,064
a01 Custodian 2,744 32,928 2,883 34,596 3,027 36,324 3,180 38,160 3,338 40,056
Office Assistant I
LONGEVITY SCHEDULE
LOCAL 2170
Completion of 5 Yrs 2%Step a13 E $90 per month
Completion of 10 Yrs 3%Step a13 E $135 per month
FCompletion of 15 Yrs 4%Step a13 E $180 per month
Completion of 20 Yrs 5%Step a13 E $225 per month
Completion of 25 Yrs 6%Step a13 E $269 per month
The City contributes 2%of employee's base wage per year to a deferred compensation account
Appendix
8-22
Index of Positions and Pay Ranges—Fire Department, Commissioned Officers
Entry Annual 12 Mos Annual 24 Mos Annual 36 Mos Annual
Grade Position Title Step A Salary Step B Salary Step C Salary Step D Salary
1`70 Fire Fighter 4,148 49,776 4,238 50,856 4,577 54,924 5,564 66,768
11W f71 Lieutenant (15%over D Step Fire Fighter) 6,399 76,788
f72 Captain (13%over Lieutenant) 7,231 86,772
11110 1`73 Battalion Chief (15%over Captain) 8,316 99,792
Deputy Fire Chief 1 For salary information,see Management&Supervisory Matrix,Grade m45
1110 Fire Chief For salary information,see Management&Supervisory Matrix,Grade m49
FIRE DEPARTMENT LONGEVITY SCHEDULE
Longevity is based on the following schedule,rounded to the nearest whole dollar.
%of D Step Fire Fighter Salary= $5,564
Monthly
Percent Amount_
Completion of 5 years--------------- 2% $111
Completion of 10 years--------------- 4% $223
Completion of 15 years--------------- 6% $334
Completion of 20 years---------------- 10% $556
Completion of 25 years---------------- 12% $668
FIRE DEPARTMENT DAY SHIFT DIFFERENTIAL
Personnel assigned to day shift for 30 consecutive days or more(excluding light duty).
Grades 71,72 and 73:5%of base wage per pay period
FIRE DEPARTMENT EDUCATIONAL INCENTIVE PAY
%applicable to base firefighter's salary,rounded to nearest whole dollar.
Monthly
% Step D
Fire Science Certification 2% 111
Fire Science Degree(Two Year) 4% 223
Four Year&Fire Science Degrees 6% 334
Above%for Grades 70,71 and 72 only; %Based on D Step Firefighter Base Pay.
Four Year&Fire Science Degrees 2% 111
Above%for Grade 73 only, %Based on D step Firefighter Base Pay
DEFERRED COMPENSATION/INCOME PROTECTION PLAN
For Grades 70,71,72&73:The City contributes 3.5%of employee's base wage per year to a deferred compensation
or other income protection plan.
For Grades 70,71,72,and 73,the City will contribute 2.5%of employee's base wage per year to deferred compensation plan for passing physical fitness
prior to the beginning of each year.
UNIFORM ALLOWANCE
For Grades 70,71,72 and 73 the Uniform allowance will be 1.25%of top step of firefighter annual base pay.
HOURS OF WORK: 2,430 Hours/Year;46.6 Hours/Week.
Note: Please refer to 2006/2008 labor agreement for specific information.
yr
Appendix
8-23
Index of Positions and Pay Ranges—Police Department, Commissioned Officers
12 Mos Salary 12 Mos Salary 12 Mos Salary 12 Mos Salary 12 Mos Salary
Grade Position Title Step A Step B Step C Step D Step E
pc60 Police Officer 4,157 49,884 4,510 54,120 4,864 58,368 5,213 62,556 5,564 66,768
Salary
Grade Position Title Step E i
6,399 76,788
pc61 Sergeant
Police Commander See Management&Supervisory Matrix,Grade m36
Police Deputy Chief See Management&Supervisory Matrix, Grade m45
Police Chief See Management&Supervisory Matrix, Grade m49
Police Manager See Management&Supervisory Matrix,Grade m36(non-commissioned)
COMMISSIONED POLICE OFFICER'S HAZARD DUTY AND PREMIUM PAY
Percent
Bicycle Officers—---------------------- 3%
Bi-lingual------------------------------• 3%
Detectives------------------------ 3%
Traffic Assignment------------------ 3%
Canine Officer------------------------ 3%
Corporal Assignment---------------- 7.5%
Field Training Officer----------------- 3%
Training Officer----------------------- 3%
REACT----------------------------------- 3%
SRT Assignment-------------------- 4%
SRO Assignment---------------------- 3%
Patrol Officer- 12 Hr Differential--- 5.24%
Civil Disturbance Unit----------------Paid at rate of double time with 3 hrs.
minimum when called to emergency.
Crisis Communication Unit-------Paid at rate of double time with 3 hrs.
minimum when called to assist SRT.
POLICE COMMISSIONED
MONTHLY LONGEVITY INCENTIVE PAY SCHEDULE
Completed Yrs of Service 5 10 15 20 25
Longevity 2% 4% 65 10% 1 12%
MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE
AA Degree/90 credits 4%
BA Degree/Masters Degree 6%
The City also contributes 3.0%of employee's wage base toward deferred compensation.
The City will contribute 3.0%of employee's wage base toward deferred compensation for passing physical fitness prior to beginning of each calendar year.
Police Patrol: Effective 7-1-95,schedule revised to 12 hour(3 on/3 off)shift
resulting in additional 109 hours worked per officer per year. 2,189 hours per year total.
NOTE: Please refer to 2006/2008 labor agreement for specific information
Appendix
8-24
Index of Positions and Pay Ranges-Police Department, Non-Commissioned Officers
12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual
Grade Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
pn50 Traffic Controller 2,559 30,708 2,782 33,384 3,093 37,116 3,436 41,232 3,604 43,248
pn51 Police Secretary 2,843 34,116 3,070 36,840 3,379 40,548 3,717 44,604 3,901 46,812
pn52 Animal Control Officer 3,291 39,492 3,557 42,684 3,913 46,956 4,303 51,636 4,517 54,204
pn52 Jailer 3,291 39,492 3,557 42,684 3,913 46,956 4,303 51,636 4,517 54,204
pn53 Evidence Technician 3,488 41,856 3,766 45,192 4,145 49,740 4,560 54,720 4,793 57,516
Police Community Program
pn54 Coordinator 3,707 44,484 4,005 48,060 4,400 52,800 4,744 56,928 4,983 59,796
Electronic Home
�. pn56 Detention Jailer 3,657 43,884 3,948 47,376 4,347 52,164 4,778 57,336 5,016 60,192
Police Service Specialist Lead
pn57 7.5%above Specialist step 1 4,478 53,736
Police Service Specialist Supervisor
r pn58 15%above Specialist step E 4,791 57,492
Jail Sergeant
pn59 15%above Jailer step E 5,195 62,340
r.
pn60 3,298 39,576 3,584 43,008 3,983 47,796 4,378 52,536 4,608 55,296
pn61 Crime Analyst 3,460 41,520 3,758 45,096 4,178 50,136 4,591 55,092 4,834 58,008
Domestic Violence Victim Advocate
pn62 Police Service Specialist 3,036 36,432 3,278 39,336 3,609 43,308 3,970 47,640 4,166 49,992
,.. (Position is Non-Union/Salary Increases&Benefits Based on those Negotiated by Police Non-Commissioned)
12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual
Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
Police Administrative
�r pn55 Assistant 3,557 42,684 3,739 44,868 3,926 47,112 4,125 49,500 4,335 52,020
POLICE NON-COMMISSIONED PREMIUM PAY
r
Percent Grade
Bilingual Premium.......................... 2% Base Pay
Jail Staff&Jail Sergeants 12 Hr. Differential....... 5.24%
Training Pay/Police Service Specialist/Jailer.. 1 hr of straight pay for each day as Trainer
Crisis Communication Unit......................... Paid at rate of double time with 3 hours minimum.
POLICE NON-COMMISSIONED
MONTHLY LONGEVITY INCENTIVE PAY SCHEDULE
Completed Yrs of Service 5 10 15 20 25
Longevity 2% 4% 6% 10% 12%
MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE
�. AA Degree/90 credits 4%
BA Degree/Masters Degree 6%
The City contributes 3.0% of the employee's base wage to a deferred compensation plan
for all union members in recognition of police department's national accrediation.
The City will contribute 3.0%of employee's wage base toward deferred compensation for passing physical fitness prior to beginning of each calendar year.
Appendix
8-25
Index of Positions and Pay Ranges Hourly Non-Regular Salary Schedule u""
STEP STEP STEP STEP STEP
GRADE A B C D E
h02 7.93 8.00 8.25 8.50
h03 8.75 9.00 9.25 9.50 9.75
h04 10.00 10.25 10.50 10.75 11.00
h05 11.25 11.50 11.75 12.00 12.25
h06 12.50 12.75 13.00 13.25 13.50
h07 13.75 14.00 14.25 14.50 14.75
h08 15.00 15.25 15.50 15.75 16.00
h09 16.25 16.50 16.75 17.00 17.25
h10 17.50 17.75 18.00 18.25 18.50
h 11 18.75 19.00 19.25 19.50 19.75 Id
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 4
h15 27.50 28.00 28.50 29.00 29.50
hl6 1.00
h17 1 30.00 35.00 40.00 1 45.00 50.00
h18 1 55.00 60.00 65.00 1 70.00 75.00
Salary schedule is effective January 1,2007
1�
SUGGESTED SALARY RANGES BY POSITION TYPE
Office/Engineering Aide I $7.93-$9.75
Office/Engineering Aide II $8.75-$13.50
Office/Engineering Aide III $12.50-$18.50
Planner/Coordinator $7.93-$22.00
Laborer $7.93-$13.50
Library Page $7.93-$9.75
Library Associate I $10.00-$12.25
Library Associate II/III $12.50-$19.75 ,
Lifeguard/Aquatic $7.93-$14.50
Recreation Leader/Attendant $7.93-$12.00
Recreation Manager/Director $8.75-$14.50
Recreation Asst.Mgr/Director$7.93-$12.25
Instructor $1.00
Engineer/Professional $20.00-$75.00
Non-Regular Seasonal,Intermittent,and Project Specific positions#9900 series
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Appendix
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