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HomeMy WebLinkAboutFinal Agenda PacketCITY OF RENTON AGENDA - City Council Regular Meeting 7:00 PM - Monday, November 20, 2023 Council Chambers, 7th Floor, City Hall – 1055 S. Grady Way Please note that this regular meeting of the Renton City Council is being offered as a hybrid meeting and can be attended in person at the Council Chambers, 7th floor of City Hall, 1055 S Grady Way, Renton, 98057 or remotely through Zoom. For those wishing to attend by Zoom: Please (1) click this link https://us02web.zoom.us/j/84938072917?pwd=TUNCcnppbjNjbjNRMWpZaXk2bjJnZz09 (or copy/paste the URL into a web browser) or (2) call-in to the Zoom meeting by dialing 253-215- 8782 and entering 849 3807 2917 Passcode 156708, or (3) call 425-430-6501 by 5 p.m. on the day of the meeting to request an invite with a link to the meeting. Registration for Audience Comment: Registration will be open at all times, but speakers must register by 5 p.m. on the day of a Council meeting in order to be called upon. Anyone who registers after 5 p.m. on the day of the Council meeting will not be called upon to speak and will be required to re-register for the next Council meeting if they wish to speak at that next meeting. Request to Speak Registration Form: o Click the link or copy/paste the following URL into your browser: https://forms.office.com/g/bTJUj6NrEE You may also call 425-430-6501 or email jsubia@rentonwa.gov or cityclerk@rentonwa.gov to register. Please provide your full name, city of residence, email address and/or phone number, and topic in your message. A sign-in sheet is also available for those who attend in person. Video on Demand: Please click the following link to stream Council meetings live as they occur, or to select previously recorded meetings: Renton Channel 21 Video on Demand 1.CALL TO ORDER AND PLEDGE OF ALLEGIANCE 2.ROLL CALL 3.PROCLAMATION a)Small Business Saturday - November 25, 2023 4.ADMINISTRATIVE REPORT a)Administrative Report 5.AUDIENCE COMMENTS All remarks must be addressed to the Council as a whole, if a response is requested please provide your name and address, including email address, to the City Clerk to allow for follow-up. Speakers must sign-up prior to the Council meeting. Each speaker is allowed three minutes. When recognized, please state your name & city of residence for the record. NOTICE to all participants: Pursuant to state law, RCW 42.17A.555, campaigning for any ballot measure or candidate in City Hall and/or during any portion of the council meeting, including the audience comment portion of the meeting, is PROHIBITED. 6.CONSENT AGENDA The following items are distributed to Councilmembers in advance for study and review, and the recommended actions will be accepted in a single motion. Any item may be removed for further discussion if requested by a Councilmember. a)Approval of Council Meeting minutes of November 13, 2023. Council Concur b)AB - 3469 Mayor Pavone recommends confirmation of the reappointments of Kevin Poole and Dana Rochex to the Planning Commission with terms expiring on December 31, 2026. Council Concur c)AB - 3468 Community & Economic Development Department recommends authorizing an extension of the temporary full street closure for an 850-foot-long portion of Sunset Lane NE between NE 10th St and Harrington Pl NE for the Solera Master Site Plan project for a period not to exceed eleven (11) months, extending the street closure from October 4, 2023 to September 1, 2024. Refer to Transportation (Aviation) Committee d)AB - 3472 Executive Services Department requests authorization to 1) advertise for the selection of pro and con committees after certification of sufficient signatures for City of Renton Initiative 23-02, Ordinance Concerning Labor Standards for Certain Employees, 2) place the matter on the Council meeting agenda that follows certification to approve the pro and con committees and adopt the proposed resolution, and 3) direct the City Clerk to submit the resolution to the King County Office of Elections by December 15, 2023 so that the initiative may be considered as part of the February 13, 2024, special election. Council Concur e)AB - 3477 Finance Department recommends adoption of the 2023/2024 Mid-Biennial Budget legislation, which includes the 2023/2024 mid-biennial budget amendment ordinance, the 2024 Fee Schedule, and an ordinance amending Renton Municipal Code (RMC) Title III, Departments and Officers. Council Concur f)AB - 3464 Police Department recommends execution of an interagency agreement with the Organized Crime Drug Enforcement Task Force Program to accept $5,000 in grant funds for the purpose of conducting coordinated overtime for Organized Crime Drug Enforcement activities. Refer to Finance Committee g)AB - 3466 Public Works Transportation Systems Division recommends execution of Change Order No. 7 to CAG-22-265, contractor Olson Brothers Excavating, Inc., in the amount of $245,285.81, for additional work associated with the Park Ave N Extension project. Refer to Transportation (Aviation) Committee h)AB - 3467 Public Works Utility Systems Division recommends execution of Amendment No. 9 to CAG-17-050, consultant RH2 Engineering, Inc., in the amount of $241,120 for additional work for the Lift Station and Force Main Rehabilitation project. Refer to Utilities Committee 7.UNFINISHED BUSINESS Topics listed below were discussed in Council committees during the past week. Those topics marked with an asterisk (*) may include legislation. Committee reports on any topics may be held by the Chair if further review is necessary. a)Committee of the Whole: 1) Comprehensive Emergency Management Plan* b)Transportation Committee: 1) Change Order No. 8 to CAG-22-163 with Pivetta Brother’s Construction, Inc. for the Rainier Ave S Corridor Improvements - Phase 4 Project; 2) WSDOT Request for 300 Day Closure of Renton Avenue South* 8.LEGISLATION Resolutions: a)Resolution No. 4512: Comprehensive Emergency Management Plan (See Item 7.a) b)Resolution No. 4513: Adopting Fee Schedule, Capital Facilities Fees & Transportation Impact Fee Update (See Item 6.e) c)Resolution No. 4514: Renton Ave Bridge Closure (See Item 7.b) Ordinances for first reading: d)Ordinance No. 6124: 2023 Mid-Biennial Budget Amendment (See Item 6.e) e)Ordinance No. 6125: Amending Title III (See Item 6.e) 9.NEW BUSINESS (Includes Council Committee agenda topics; visit rentonwa.gov/cityclerk for more information.) a)Nominate and Elect 2024 Council President b)Nominate and Elect 2024 Council President Pro Tempore 10.ADJOURNMENT COMMITTEE OF THE WHOLE MEETING AGENDA (Preceding Council Meeting) 7:00 p.m. - 7th Floor - Council Chambers/Videoconference Hearing assistance devices for use in the Council Chambers are available upon request to the City Clerk CITY COUNCIL MEETINGS ARE TELEVISED LIVE ON GOVERNMENT ACCESS CHANNEL 21 To view Council Meetings online, please visit rentonwa.gov/councilmeetings ArmondoPavoneMayorPROCLAMATIONMIFIEREAS,smallbusinessesarethebackboneofourlocaleconomyintheCityofRenton,contributingtothediversity,vibrancy,andcharacterofourcommunity;and‘WhEREAS,SmallBusinessSaturday,celebratedontheSaturdayfollowingThanksgiving,encouragesresidentstoshoplocalandsupportsmallbusinessesduringtheholidayseasonandthroughouttheyear;andMTHEREAS,bychoosingtoshopatandsupportsmalllocalbusinesses,individualscanmakeasignificantimpactonthelocaleconomy,creatingjobsandhelpingtosustainandgrowourcommunity;andWHEREAS,smallbusinessesintheCityofRentonplayavitalroleinprovidinggoodsandservices,generatingtaxrevenue,andfosteringcommunityconnections;andWHEREAS,smallbusinessesoftengivebacktothecommunitybysupportinglocalcharities,organizations,andevents,furtherenhancingthesocialandculturalfabricofourcity;andMTHEREAS,SmallBusinessSaturdayservesasaremindertoallresidentstocelebrateandsupportourlocalentrepreneurs,artisans,andserviceproviders;NOMTHEREFORE,I,ArmondoPavone,MayoroftheCityofRenton,doherebyproclaimSaturday,November25,2023,tobeSMALLBUSINESSSATURDAYintheCityofRentonandencourageallresidentstosupportandcelebrateoursmallbusinessesbyshoppinglocally,engagingwithoursmallbusinesscommunity,andpromotingtheeconomicgrowthofourcity.INMTITNESSTHEREOF,IhavehereuntosetmyhandandcausedthesealoftheCityofRentontobeaffixedthis20thdayofNovember2023.ArmdoPMayorCityfRnt,WashingtonRentonCityHall,7thFloor1055SouthGradyWay,Renton,WA98057.rentonwa.govAGENDA ITEM #3. a) Mayor’s Office Memorandum DATE: November 20, 2023 TO: Valerie O’Halloran, Council President Members of Renton City Council FROM: Armondo Pavone, Mayor Ed VanValey, Chief Administrative Officer SUBJECT: Administrative Report • This Saturday, November 28, is Small Business Saturday. Support our local shops, restaurants, and services by choosing to shop small and make a big impact on our community. Discover unique offerings, enjoy personalized service, and celebrate our vibrant local businesses. Thank you for championing our small business community. • Information about preventative street maintenance, traffic impact projects, and road closures happening this week can be found at http://rentonwa.gov/traffic. All projects are weather permitting and unless otherwise noted, streets will always remain open. Preventative street maintenance, traffic impact projects, and road closures will be at the following locations:  Monday, November 20 through Wednesday, November 22, 8:00 a.m. to 3:00 p.m. Intermittent lane closure on NE 10th St from NE Sunset Blvd to Kirkland Ave NE. Questions may be directed to Kip Braaten, 206-503-1746.  Monday, November 20 through Wednesday, November 22, 8:00 a.m. to 3:00 p.m. Intermittent lane closure on NE 12th St and Jefferson Ave NE for utility installation. Questions may be directed to Brad Stocco, 425-282-2373.  Monday, November 20 through Wednesday, November 22, 8:00 a.m. to 3:00 p.m. Intermittent lane closure on N 33rd Pl for construction work. Questions may be directed to Pat Decaro, 425-207-6013.  Monday, November 20 through Wednesday, November 22, 8:00 a.m. to 3:00 p.m. Intermittent westbound lane closure on S Grady Way at Williams Ave S for construction work. Questions may be directed to Tom Main, 206-999-1833.  Monday, November 20 through Wednesday, November 22, 8:00 a.m. to 3:00 p.m. Road closure on Kirkland Ave NE between NE Sunset Blvd and NE 12th St for utility installation. Detour route will be provided. Questions may be directed to Brad Stocco, 425-282-2373. AGENDA ITEM #4. a) Valerie O’Halloran, Council President Members of Renton City Council Page 2 of 2 November 20, 2023  Monday, November 20 through Wednesday, November 22, 8:00 a.m. to 3:00 p.m. Intermittent lane closure on Lincoln Ave NE at the 4100 block for construction work. Questions may be directed to Kip Braaten, 206-503-1746.  Monday, November 20 through Wednesday, November 22, 8:00 a.m. to 3:00 p.m. Intermittent lane closure on Oakesdale Ave SW at the 1900 block for construction work. Questions may be directed to Tom Main,206-999-1833.  Monday, November 20 through Wednesday, November 22, 8:00 a.m. to 3:00 p.m. Intermittent lane closure on westbound Park Ave N at Logan Ave N for construction work. Questions may be directed to Joel McCann, 425-757-9595.  Monday, November 20 through Wednesday, November 22, 8:00 a.m. to 3:00 p.m. Intermittent lane closure on NE Sunset Blvd between Edmonds Ave NE and Kirkland Ave NE for construction work. Questions may be directed to Brad Stocco, 425-282-2373.  Monday, November 20 through Wednesday, November 22, 8:00 a.m. to 3:00 p.m. Intermittent lane closures on Williams Ave S at Grady Way S for construction work. Questions may be directed to Tom Main, 206-999-1833.  Monday, November 20 through Wednesday, November 22, 8:00 a.m. to 3:00 p.m. Southbound travel and parking lane closures on Williams Ave S between S 2nd and S 3rd Streets for construction work. Questions may be directed to Justin Johnson, 425-902-7102.  Ongoing Street Closure (City of Renton Resolution No. 4446). FULL STREET CLOSURE on Sunset Lane NE between NE 10th Street and Harrington Place NE in support of the Solera Development Project (LUA20-000305). Questions may be directed to Brad Stocco, 425-282-2373. AGENDA ITEM #4. a) November 13, 2023 REGULAR COUNCIL MEETING MINUTES      CITY OF RENTON  MINUTES ‐ City Council Regular Meeting  7:00 PM ‐ Monday, November 13, 2023  Council Chambers, 7th Floor, City Hall – 1055 S. Grady Way    CALL TO ORDER AND PLEDGE OF ALLEGIANCE    Mayor Pavone called the meeting of the Renton City Council to order at 7:00 PM and led the  Pledge of Allegiance.    ROLL CALL    Councilmembers Present:  Valerie O'Halloran, Council President  James Alberson, Jr., Council Position No. 1  Carmen Rivera, Council Position No. 2  Ryan McIrvin, Council Position No. 4  Ruth Pérez, Council Position No. 6  Kim‐Khánh Vǎn, Council Position No. 7     Councilmembers Absent:  Ed Prince, Council Position No. 5                        MOVED BY O'HALLORAN, SECONDED BY MCIRVIN, COUNCIL EXCUSE ABSENT  COUNCILMEMBER ED PRINCE. CARRIED.    ADMINISTRATIVE STAFF PRESENT    Armondo Pavone, Mayor  Ed VanValey, Chief Administrative Officer  Shane Moloney, City Attorney   Jason Seth, City Clerk  Kari Roller, Finance Department Administrator  Carrie Nass, Recreation Director  Brianne Bannwarth, Development Engineering Director  Matt Herrera, Current Planning Manager  April Alexander, Executive Assistant  Commander Tracy Wilkinson, Police Department  Attended Remotely:  Judith Subia, Council Liaison  Kristi Rowland, Deputy Chief Administrative Officer  AGENDA ITEM #6. a) November 13, 2023 REGULAR COUNCIL MEETING MINUTES  Martin Pastucha, Public Works Administrator  Melissa McCain, Deputy City Clerk  Ron Straka, Public Works Utility Systems Director  Kim Gilman, HR Labor Relations & Compensation Manager  Sonja Mejlaender, Community Events Coordinator      MOVED BY O'HALLORAN, SECONDED BY MCIRVIN, COUNCIL AMEND THE AGENDA  TO ADD A PROCLAMATION RECOGNIZING MARY ELLEN STONE'S SERVICE TO THE  COMMUNITY. CARRIED.    ADDED PROCLAMATION    Recognizing Mary Ellen Stone: A proclamation by Mayor Pavone was read proclaiming, as a  community, that we extend our deepest gratitude and heartfelt appreciation to Mary Ellen  Stone for her exceptional contributions to the field of survivor support services and her  dedicated service to the King County Sexual Assault Resource Center; and further proclaimed  that we recognize Mary Ellen Stone's indomitable spirit, compassion, and commitment, which  have made a profound difference in the lives of survivors and their families, and we wish her a  fulfilling retirement.     Mary Ellen Stone accepted the proclamation with appreciation. She also introduced Kate  Krug, the new Chief Executive Officer of King County Sexual Assault Resource Center.  Additionally, Ms. Stone's long‐time friend Bernie Dochnahl expressed gratitude for their  friendship and congratulated her for a well‐deserved retirement.    MOVED BY PÉREZ, SECONDED BY O'HALLORAN, COUNCIL CONCUR IN THE  PROCLAMATION. CARRIED.    ADMINISTRATIVE REPORT    CAO Ed VanValey reviewed a written administrative report summarizing the City’s recent  progress towards goals and work programs adopted as part of its business plan for 2023 and  beyond. Items noted were:   Information about preventative street maintenance, traffic impact projects, and road  closures happening this week can be found at http://rentonwa.gov/traffic. All  projects are weather permitting and unless otherwise noted, streets will always  remain open.    AUDIENCE COMMENTS     Patty Eixenberger, Renton, explained she has been a resident of Renton for decades  and a patron of the local VFW Hall in downtown. She voiced concern that removing  any nearby parking would mean the Hall would have to close.     Shelly Ogeler, Renton, shared that her son is currently on active duty in the military  and expressed concern that the VFW would have to close if the nearby parking is  removed. She urged Council to revise the Downtown Connector project so the  parking lot can be saved.   AGENDA ITEM #6. a) November 13, 2023 REGULAR COUNCIL MEETING MINUTES    Marcus Olson, Renton, urged Council to use unspent ARPA dollars for small business  loans or grants. He explained that many small businesses are still struggling due to  COVID‐19 issues.      Added: Diane Dobson, Renton, speaking on behalf of the Renton Chamber of  Commerce, requested additional support for small businesses utilizing unspent ARPA  funds.     CONSENT AGENDA  The following items are distributed to Councilmembers in advance for study and review, and the  recommended actions will be accepted in a single motion. Any item may be removed for further  discussion if requested by a Councilmember.   a) Approval of Council Meeting minutes of November 6, 2023. Council Concur.   b) AB ‐ 3451 Public Works Maintenance Services recommended approval to purchase 29  replacement Police Department patrol vehicles, totaling $1,749,561.42, from Bud Clary  Chevrolet using Washington State Bid Contract Award 05916. The budget to purchase these  vehicles was included in the 2023/2024 biennial budget. Council Concur.   c) AB ‐ 3459 Public Works Transportation Systems Division recommended execution of Change  Order No. 8 to CAG‐22‐163, contractor Pivetta Brother's Construction, Inc., in the amount of  $232,454.42 for additional work for the Rainier Ave S Corridor Improvements ‐ Phase 4  project. Refer to Transportation (Aviation) Committee.   d) AB ‐ 3465 Public Works Transportation Systems Division recommended adoption of a  resolution authorizing a 300‐day closure of Renton Ave S between January 8, 2024, and  February 28, 2025, for the purpose of extending the Renton Ave S Bridge to increase the  capacity of the I‐405 freeway. Refer to Transportation (Aviation) Committee.   e) AB ‐ 3463 Public Works Utility Systems Division reported bid opening on October 20, 2023, for  CAG‐23‐316, Monroe Ave NE Infiltration Facility, and recommended awarding the contract to  the lowest responsive and responsible bidder KLB Construction, Inc., in the amount of  $13,225,647.45. Council Concur.    MOVED BY O'HALLORAN, SECONDED BY MCIRVIN, COUNCIL CONCUR TO ADOPT  THE CONSENT AGENDA AS PRESENTED. CARRIED.    UNFINISHED BUSINESS  Topics listed below were discussed in Council committees during the past week.  Those topics marked  with an asterisk (*) may include legislation.  Committee reports on any topics may be held by the Chair if  further review is necessary.   a) Finance Committee: Chair Pérez presented a report recommending approval of the  following payments:  1. Accounts Payable – total payment of $6,517,697.46 for vouchers 10720, 10722‐ 10725, 412294‐412618; payroll benefit withholding vouches 7245‐7255, 412619‐ 412626 and 5 wire transfers.  2. Payroll – total payment of $1,864,663.55 for payroll vouchers that include 677 direct  deposits and 6 checks (10/01/2023 – 10/15/2023 pay period).  3. Kidder Matthews voucher 1500‐1523 totaling $50,829.24.  4. Municipal Court vouchers 018380‐018396 totaling $28,167.66.     AGENDA ITEM #6. a) November 13, 2023 REGULAR COUNCIL MEETING MINUTES   MOVED BY PÉREZ, SECONDED BY ALBERSON, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.      b) Finance Committee: Chair Pérez presented a report recommending concurrence in the staff  recommendation to approve the interagency agreement with the Washington Traffic Safety  Commission to receive up to $10,000 in grant funds to conduct multi‐jurisdictional, high visibility  enforcement traffic safety emphasis patrols in support of Target Zero priorities of reducing traffic  related deaths and serious injuries.    MOVED BY PÉREZ, SECONDED BY ALBERSON, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.    c) Finance Committee: Chair Pérez presented a report recommending concurrence in the staff  recommendation to approve the adjustment to customer account 042942‐018 in the amount of  $3,450.63 for excess consumption caused by a qualified water line leak in accordance with RMC  8‐4‐46 and 8‐5‐23.    MOVED BY PÉREZ, SECONDED BY ALBERSON, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.    d) Finance Committee: Chair Pérez presented a report recommending concurrence in the staff  recommendation to approve the adjustment to customer account 046904‐000 in the amount of  $2,222.33 for excess consumption caused by a qualified water line leak in accordance with RMC  8‐4‐46 and 8‐5‐23.    MOVED BY PÉREZ, SECONDED BY ALBERSON, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.    e) Finance Committee: Chair Pérez presented a report recommending concurrence in the staff  recommendation to approve the agreement with SoftResources, LLC in the amount of $162,000  plus any applicable state and local sales taxes and reimbursement for authorized out‐of‐pocket  travel expenses, for ERP software implementation project management services.    MOVED BY PÉREZ, SECONDED BY ALBERSON, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.    f) Finance Committee: Chair Pérez presented a report recommending concurrence in the staff  recommendation to approve and authorize the Mayor and City Clerk to execute a contract with  Renova Exteriors, LLC for $131,030.87 + tax ($13,234.18) = $144,265.05 to install, maintain, and  remove city‐wide winter lights from late‐November through the end of February 2024.    MOVED BY PÉREZ, SECONDED BY ALBERSON, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.    g) Finance Committee: Chair Pérez presented a report recommending concurrence in the staff  recommendation to authorize the Mayor and City Clerk to:  1. Set December 4, 2023 as the public hearing date for consideration of an ordinance  adding an additional 1/10 of 1% Sales Tax within the boundaries of the Renton  Transportation Benefit District.  AGENDA ITEM #6. a) November 13, 2023 REGULAR COUNCIL MEETING MINUTES  2. Adopt an ordinance amending Title 5 adding a new section Chapter 5.27.035, Additional  Sales and Use Tax for Renton Transportation Benefit District, after input is solicited from  the public hearing.    MOVED BY PÉREZ, SECONDED BY ALBERSON, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.    h) Finance Committee: Chair Pérez presented a report recommending concurrence in the staff  recommendation to award the construction contract for the Burnett Ave South Sidewalk &  Utilities Replacement Project CAG‐23‐299, to the lowest responsive and responsible bidder,  Active Construction, Inc., in the amount of $897,897 and authorize an additional budget  appropriation in the amount of $182,184 from the General Fund (REET 1 Funding) to the project  account as part of the proposed 2023/2024 Mid‐Biennium Budget Adjustment to cover the cost  of the construction contract, inspection, contract administration, and contingencies for Schedule  A of the contract.    MOVED BY PÉREZ, SECONDED BY ALBERSON, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.    LEGISLATION   Resolution:   a) Resolution No. 4511:  A resolution of the City of Renton, Washington adopting the Clean  Economy Strategy 2.0.     Councilmember Vǎn requested for the record that every occurrence of her name, Kim‐Khánh  Vǎn, cited in the document be corrected so that it is spelled correctly.    MOVED BY MCIRVIN, SECONDED BY O'HALLORAN, COUNCIL ADOPT THE  RESOLUTION AS PRESENTED. CARRIED.   Ordinances for second and final reading:   a) Ordinance No. 6122: An ordinance of the City of Renton, Washington, authorizing the dollar  amount and percentage increase for property tax to be levied for the year 2024, providing for  severability, and establishing an effective date.     MOVED BY PÉREZ, SECONDED BY ALBERSON, COUNCIL ADOPT THE ORDINANCE  AS PRESENTED. ROLL CALL: 5 AYES, 1 NAY. CARRIED.  AYES: O'Halloran, McIrvin, Pérez, Alberson, Rivera  NOES: Vǎn   b) Ordinance No. 6123: An ordinance of the City of Renton, Washington, establishing the  property tax levy for the year 2024 for general city operational purposes in the amount of  $25,783,496, providing for severability, and establishing an effective date.      MOVED BY PÉREZ, SECONDED BY ALBERSON, COUNCIL ADOPT THE ORDINANCES  AS PRESENTED. ROLL CALL: 5 AYES, 1 NAY. CARRIED.  AYES: O'Halloran, McIrvin, Pérez, Alberson, Rivera  NOES: Vǎn      AGENDA ITEM #6. a) November 13, 2023 REGULAR COUNCIL MEETING MINUTES  NEW BUSINESS   (Includes Council Committee agenda topics; visit rentonwa.gov/cityclerk for more information.)     MOVED BY RIVERA, SECONDED BY VǍN, COUNCIL REFER TO THE  ADMINISTRATION THE EXPLORATION OF ESTABLISHING A SMALL BUSINESS  GRANT FUND. **    MOVED BY VǍN, SECONDED BY RIVERA, AMEND THE MOTION TO INSERT THE  FOLLOWING WORDS TO THE END OF THE MOTION “USING ARPA FUNDS,  $500,000.” AMENDMENT FAILED.    **MAIN MOTION CARRIED.    ADJOURNMENT    MOVED BY PÉREZ, SECONDED BY MCIRVIN, COUNCIL ADJOURN. CARRIED.   TIME: 7:56 PM                            Jason A. Seth, MMC, City Clerk            Jason Seth, Recorder  13 Nov 2023    AGENDA ITEM #6. a) Council Committee Meeting Calendar November 13, 2023 November 20, 2023 Monday CANCELED Utilities Committee, Chair Alberson 3:45 PM Public Safety Committee, Chair Văn Location: Council Conference Room/Videoconference 1. RPD Drone Program Presentation 2. Downtown Patrol District Update 3. RRFA Briefing 4. Emerging Issues in Public Safety 5:00 PM Transportation Committee, Chair McIrvin Location: Council Conference Room/Videoconference 1. Change Order No. 8 to CAG-22-163 with Pivetta Brother’s Construction, Inc. for the Rainier Ave S Corridor Improvements - Phase 4 Project 2. WSDOT Request for 300 Day Closure of Renton Avenue South 5:45 PM Committee of the Whole, Chair O’Halloran Location: Council Chambers/Videoconference 1. Comprehensive Emergency Management Plan 7:00 PM Council Meeting Location: Council Chambers/Videoconference AGENDA ITEM #6. a) AB - 3469 City Council Regular Meeting - 20 Nov 2023 SUBJECT/TITLE:Reappointments to Planning Commission: Poole, Rochex RECOMMENDED ACTION: Council Concur DEPARTMENT: Mayor Pavone STAFF CONTACT:April Alexander, Executive Assistant EXT.:x6520 FISCAL IMPACT SUMMARY: None SUMMARY OF ACTION: Mayor Pavone reappoints Mr. Kevin Poole and Ms. Dana Rochex for a term expiring December 31, 2026. EXHIBITS: A. Recommendation Memo STAFF RECOMMENDATION: Confirm Mayor Pavone's reappointments of Mr. Poole and Ms. Rochex to the Planning Commission. AGENDA ITEM #6. b) C:\Users\abravo\OneDrive - City of Renton\Planning Division\Long Range Planning\Planning Commission\Appointments\2023 DEPARTMENT OF COMMUNITY AND ECONOMIC DEVELOPMENT M E M O R A N D U M DATE: November 9, 2023 TO: Armondo Pavone, Mayor FROM: For Vanessa Dolbee, Interim CED Administrator SUBJECT: Re-appointment of Commissioners Kevin Poole and Dana Rochex to the Planning Commission There are two (2) current Planning Commissioners whose terms are officially expiring this December 31, 2023. Commissioner Kevin Poole has been serving a remarkably long time with the Planning Commission since August 2008. He has exemplified consistent commitment and active participation during his entire tenure. Commissioner Dana Rochex was appointed in January 2020. She has been serving in leadership positions for the past two (2) years as the current Commission Chair and as the Commission Vice Chair last 2022. Over the years, they have both demonstrated understanding and commitment to the City’s mission statement and Business Plan goals. They have the ability to review detailed information and to balance the sometimes competing objectives presented to the Commission. I recommend that Commissioners Poole and Rochex be re-appointed to a new three- year-term expiring on December 31, 2026. AGENDA ITEM #6. b) AB - 3468 City Council Regular Meeting - 20 Nov 2023 SUBJECT/TITLE:Extension of Temporary Full street closure of an 850-foot-long portion of Sunset Lane NE (AKA Jefferson Ave NE) between NE 10th St and Harrington Pl NE RECOMMENDED ACTION: Refer to Transportation (Aviation) Committee DEPARTMENT: Community & Economic Development Department STAFF CONTACT:Brianne Bannwarth, Development Engineering Director EXT.:7299 FISCAL IMPACT SUMMARY: N/A SUMMARY OF ACTION: Solera Manager, LLC and Housing Authority of City of Renton requested an extension of the temporary full street closure of an 850-foot-long portion of Sunset Lane NE immediately between NE 10th St and Harrington Pl NEpreviously authorized by City Council under Resolution 4446 for the construction of theSolera Master Site Plan Project (former Hi-Lands Shopping Center). The requested duration of the extension of the temporary full street closure is for an additional eleven (11) months. The closure will be extended from October 4, 2023 (retroactively) to September 1, 2024. The extension request, is the result of unanticipated project delays and is needed to complete the reconstruction of Sunset Lane NE to meet current City Street standards and to provide connection to NE 12th St. EXHIBITS: A. ROAD CLOSURE NARRATIVE, MAPS AND TRAFFIC CONTROL PLAN B. RESOLUTION AUTHORIZING THE EXTENDED TEMPORARY CLOSURE OF SUNSET LANE STAFF RECOMMENDATION: Authorize the extension of the temporary full street closure for an 850-foot-long portion of Sunset Lane NE between NE 10th St and Harrington Pl NE for the Solera Master Site Plan Project (former Hi-Lands Shopping Center) for a period not to exceed eleven (11) months, extending the street closure from October 4, 2023 to September 1, 2024 and adopt a resolution authorizing the closure to accommodate the continued construction of the project. AGENDA ITEM #6. c) Continuation of Proposed Sunset Closure (Narrative) This “Sunset Lane Narrative” is designed to provide information relevant to the continuation of the Temporary Road Closure of Jefferson (formerly known as Sunset Lane). The continuation of the Road Closure is being requested to extend from October 4th, 2023, until September 1st, 2024 at which time Heartland anticipates being complete with Building A NORTH & SOUTH Towers (referred to as Block A) in its entirety including the completion of all Civil Improvements including those along Jefferson, 11th, and Harrington. This includes all of Blocks A, B, and D (shown in the attached Exhibit 1) I. Continued Jefferson (formerly known as Sunset Lane) Closure Map (Exhibit 2) II. Solera Safety Concerns & Benefits to Continued Closure Heartland Construction is requesting the continuation of the Sunset Closure for the primary reasons: 1. Public Safety 2. Vehicular Safety 3. Pedestrian Safety 4. Construction worker safety & the interfacing with general public within an active work zone which would include daily closures and access concerns 5. Access for Emergency Vehicles The following benefits in keeping Jefferson (formerly referred to as Sunset Lane) closed during Construction activities are as follows: ii. Prevents construction workers including delivery trucks supplying materials, equipment operations and normal construction activities from interacting with the general public. This creates a safer environment for both the general public and construction personnel and eliminates the potential of serious injury or fatality. iii. It will prevent the general public interacting with construction personnel from potentially creating a hazardous condition and causing a vehicular accident in an active CONSTRUCTION WORK ZONE during construction activities while eliminating the potential of serious injury or fatality. iv. It will prevent the general public’s pedestrians from interacting with construction workers which will eliminate the potential of an accident occurring in an active CONSTRUCTION WORK ZONE and ensure Public Safety. This eliminates the possibility of a serious injury or a fatality. v. It will prevent individuals who are routinely and commonly trying to access the Project while under the influence of narcotics, drugs, and alcohol from entering into an active “Construction Work Area” which will eliminate the potential for a serious injury or fatality. vi. It will allow First Responders better access to the Project by not having to focus on the general public while responding to an emergency. vii. It will increase productivity for construction workers which will allow the Project to be completed sooner for the Renton Highlands neighborhood and the City of Renton. AGENDA ITEM #6. c) III. Solera Projected Completion Dates for Building “BLOCK A” & Building “BLOCK B” Longest Path’s (Illustration 1) (Illustration 1) BUILDING “A” NORTH & SOUTH TOWERS Task Name Duration Start Finish THIRD PARTY LETTER Submitted to COR 0 days Thu 8/22/24 Thu 8/22/24 Certificate of Occupancy/TCO SOUTH TOWER 0 days Fri 8/23/24 Fri 8/23/24 Building A NORTH & SOUTH TOWERS COMPLETE 0 days Fri 8/23/24 Fri 8/23/24 BUILDING “B” WEST & EAST TOWERS Task Name Duration Start Finish Certificate of Occupancy/TCO EAST TOWER 0 days Fri 12/13/24 Fri 12/13/24 Building A WEST & EAST TOWERS COMPLETE 0 days Fri 12/13/24 Fri 12/13/24 Project Solera Buildings A & B Complete & Turned Over for Occupancy 0 days Fri 12/13/24 Fri 12/13/24 IV. Reasons for Continuation & Request for Road Closure Over the life of the Project, Heartland Construction has experienced numerous scheduling impacts directly related to existing underground utilities, and their locations as shown within the approved and permitted Civil Drawings. In addition, many of the utility companies such as PSE Power, PSE Natural Gas, and other critical underground utilities such as Communication providers are behind schedule in both design and are shorthanded with qualified staff to perform and execute the utility infrastructure work for a Project of this size and complexity, thus, delaying Heartland from completing and executing its work. This Project had overcome most all the challenges up until the “Solera Schedule 73 UG Power Infrastructure” work began which is the underground power plan for both Buildings A & B, as well as the infrastructure for surrounding properties. This power runs and ties in from 10th and goes right through the center of Jefferson, 11th, and crosses 12th Street. This work was originally scheduled to be completed in June; and had this been accomplished, Heartland Construction would have been able to complete the minimum necessary work in order to have reopened Jefferson (formerly known as Sunset Lane on or before October 4th, 2023) as planned. Unfortunately, PSE still is changing the underground infrastructure (Schedule 73 Drawings) and as of 10.16.23, Heartland still doesn’t have a completed design. PSE continues to modify and add to the original design without warning which is creating difficulty in projecting and scheduling the work necessary to complete the underground portion of this scope of work. Regardless of these impacts, we have begun despite the design not being complete, (awaiting added vaults and completed design). Multiple additional vaults were just added to the overall design by PSE as of 10.10.23 and have a current lead time of between 4-12 weeks depending on vault sizes, configuration and other special considerations or requirements. Once the underground power pathway has been installed and is completed, a significant amount of work remains which will need to be completed prior to allowing Jefferson, and 11th to be opened to the general public. AGENDA ITEM #6. c) Our priority and commitment to the City of Renton is to make available the roadways and walkways available as soon as possible to reduce the construction impact while keeping the public safe. We believe this plan being submitted accomplishes this objective. V. Solera Proposed Road Closure Detour Routing (Exhibit 3) VI. Solera Block Map (Exhibit 4) VII. Alternative Routes Routes that can be used during Sunset Lane Closure i. NE 12th Street to Harrington (Turn Left or Right onto Sunset Lane NE) ii. Sunset Lane NE to Harrington (Turn Left or Right onto 12 Street) iii. 12th Street to Harrington. Harrington to Glenwood Ave NE to Sunset Lane NE iv. Sunset Lane NE to Glenwood Ave NE to Harrington. Harrington to 12th Street. (Turn Left or Right on 12th Street) AGENDA ITEM #6. c) ROADCLOSEDDETOURROA D CLO S E D DETOUR Harrington Pl N E Sunset Ln NE NE 1 0 t h S tSunset Ln NESunset Ln NEHarrington Ave NEGlenwood Ave NENE 12th StNE 12th St NE Sunset BlvdNE Sunset BlvdNE Sunset Blvd K i r k l a n d A v e N EKirkland Ave NENE 12th St NE 1 0 t h S tGlenwood Ave NEROAD CLOSED AHEAD W20-3 ROAD CLOSED AHEAD W20-3 ROAD CLOSED AHEAD W20-3 DETOUR AHEAD W20-2 DETOUR AHEAD W20-2 DETOUR AHEAD W20-2 200' 200'200' CUSTOMER: CONTACT: LOCATION: DATE:W/O # HEARTLAND CONST.Benham Rex Hansen 425.327.6925 2842 Sunset Ln NE Renton WA 08.30.2021 OFFICE: 800-343-4049 CELL: 425-765-1153 WATCP@KNDSERVICES.NET WSTCS#011563 Project Solera DESIGNED BY: CHRIS SCHALEGER PLEASE SCHEDULE WITH DISPATCH @ 800-343-4049 OPT.1 AND PROVIDE A COPY OF THE APPROVED TRAFFIC CONTROL PLAN Notes: 1. Maintain ped. access to and through crosswalks 2. Maintain Min. 11' lanes 3. Maintain local access 4. Notify Transit Authority at least 72 hrs. in advance of bus stop closure 5. Traffic control plan and all devices shall comply with MUTCD, PROWAG & WSDOT 6. DEVICE SPACING Flag Taper 20' Signs per WSDOT Tapers per WSDOT 7. 28" Cones 36" Barrels 48" Signs 24" Paddle 8. Adjust to field conditions K&D Services, as the preparer of this traffic control plan makes no representation as to its' general adequacy or being approved for implementation. Approval must result from the Traffic Engineer or other Public Official having statutory enforcement authority in the jurisdiction. Utilization and implementation of this plan shall be a result of that approval. Ref. MUTCD 2009 6A-01 (10) Legend Barricade DETOUR M4-10 Detour M4-10L DETOUR AHEAD W20-2 detour ahead ROAD CLOSED AHEAD W20-3 road closed ahead Work Area Manifest 3 x W20-2 detour ahead 3 x W20-3 road closed ahead 2 x Barrier 2 x R11-2 R11-2 1 x M4-10 Detour M4-10L NOT TO SCALE NOTIFY EMS, FIRE, POLICE AND LOCAL TRANSIT AUTHORITY 72 HOURS IN ADVANCE N Adjust Controls as Needed Page 1 of 3 10-04-21 to 10-04-23 ROAD CLOSEDNOTICE SIGNS TO BE PLACED 7 DAYS IN ADVANCE WHERE ROAD CLOSURE WILL OCCUR www.invarion.com Revise to 09-01-24 AGENDA ITEM #6. c) ROADCLOSEDDETOURROA D CLO S E D DETOUR DETOUR M4-9 DETOUR M4-9 DETOUR M4-9 DETOUR M4-9 DETOUR M4-9 DETOUR M4-9 DETOUR M4-9 DETOUR M4-9 Harrington Pl N E Sunset Ln NE NE 1 0 t h S tSunset Ln NESunset Ln NEHarrington Ave NEGlenwood Ave NENE 12th StNE 12th St NE Sunset BlvdNE Sunset BlvdNE Sunset Blvd K i r k l a n d A v e N EKirkland Ave NENE 12th St NE 1 0 t h S tGlenwood Ave NEDETOUR MAP CUSTOMER: CONTACT: LOCATION: DATE:W/O # HEARTLAND CONST.Benham Rex Hansen 425.327.6925 2842 Sunset Ln NE Renton WA 08.30.2021 OFFICE: 800-343-4049 CELL: 425-765-1153 WATCP@KNDSERVICES.NET WSTCS#011563 Project Solera DESIGNED BY: CHRIS SCHALEGER PLEASE SCHEDULE WITH DISPATCH @ 800-343-4049 OPT.1 AND PROVIDE A COPY OF THE APPROVED TRAFFIC CONTROL PLAN Notes: 1. Maintain ped. access to and through crosswalks 2. Maintain Min. 11' lanes 3. Maintain local access 4. Notify Transit Authority at least 72 hrs. in advance of bus stop closure 5. Traffic control plan and all devices shall comply with MUTCD, PROWAG & WSDOT 6. DEVICE SPACING Flag Taper 20' Signs per WSDOT Tapers per WSDOT 7. 28" Cones 36" Barrels 48" Signs 24" Paddle 8. Adjust to field conditions K&D Services, as the preparer of this traffic control plan makes no representation as to its' general adequacy or being approved for implementation. Approval must result from the Traffic Engineer or other Public Official having statutory enforcement authority in the jurisdiction. Utilization and implementation of this plan shall be a result of that approval. Ref. MUTCD 2009 6A-01 (10) Legend Barricade DETOUR Detour Straight DETOUR M4-10 Detour M4-10L DETOUR M4-9 detour (L) DETOUR M4-9 detour (R) Work Area Manifest 5 x M4-9 detour (R) 5 x OC-29 Detour 3 x M4-9 detour (L) 2 x Barrier 2 x R11-2 R11-2 1 x M4-10 Detour M4-10L NOT TO SCALE NOTIFY EMS, FIRE, POLICE AND LOCAL TRANSIT AUTHORITY 72 HOURS IN ADVANCE N Adjust Controls as Needed DETOUR DETOUR DETOUR DETOUR DETOUR Label all Detour signs with Sunset Ln NE DETOUR Sunset Ln NE Page 2 of 3 www.invarion.com AGENDA ITEM #6. c) ROADCLOSEDDETOURROA D CLO S E D DETOUR Harrington Pl N E Sunset Ln NE NE 1 0 t h S tSunset Ln NESunset Ln NEHarrington Ave NEGlenwood Ave NENE 12th StNE 12th St NE Sunset BlvdNE Sunset BlvdNE Sunset Blvd K i r k l a n d A v e N EKirkland Ave NENE 12th St NE 1 0 t h S tGlenwood Ave NEDETOUR DETOUR M4-9b DETOUR M4-9b DETOUR M4-9b DETOUR M4-9b DETOUR M4-9b DETOUR M4-9b DETOUR M4-9b DETOUR M4-9b PEDESTRIAN DETOUR MAP PLEASE SCHEDULE WITH DISPATCH @ 800-343-4049 OPT.1 AND PROVIDE A COPY OF THE APPROVED TRAFFIC CONTROL PLAN Notes: 1. Maintain ped. access to and through crosswalks 2. Maintain Min. 11' lanes 3. Maintain local access 4. Notify Transit Authority at least 72 hrs. in advance of bus stop closure 5. Traffic control plan and all devices shall comply with MUTCD, PROWAG & WSDOT 6. DEVICE SPACING Flag Taper 20' Signs per WSDOT Tapers per WSDOT 7. 28" Cones 36" Barrels 48" Signs 24" Paddle 8. Adjust to field conditions K&D Services, as the preparer of this traffic control plan makes no representation as to its' general adequacy or being approved for implementation. Approval must result from the Traffic Engineer or other Public Official having statutory enforcement authority in the jurisdiction. Utilization and implementation of this plan shall be a result of that approval. Ref. MUTCD 2009 6A-01 (10) Legend Barricade DETOUR M4-10 Detour M4-10L DETOUR M4-9b detour for peds DETOUR M4-9b detour for peds (R) Work Area Manifest 4 x M4-9b detour for peds 4 x M4-9b detour for peds (R) 2 x Barrier 2 x R11-2 R11-2 1 x M4-10 Detour M4-10L 1 x M4-9mb NOT TO SCALE NOTIFY EMS, FIRE, POLICE AND LOCAL TRANSIT AUTHORITY 72 HOURS IN ADVANCE N Adjust Controls as Needed CUSTOMER: CONTACT: LOCATION: DATE:W/O # HEARTLAND CONST.Benham Rex Hansen 425.327.6925 2842 Sunset Ln NE Renton WA 08.30.2021 OFFICE: 800-343-4049 CELL: 425-765-1153 WATCP@KNDSERVICES.NET WSTCS#011563 Project Solera DESIGNED BY: CHRIS SCHALEGER Page 3 of 3 www.invarion.com AGENDA ITEM #6. c) NE SUNSET BLVDNE 10TH STKIRKLAND AVE NENE 12TH ST HARRINGTON PL NEHAR RI N G T O N A V E N E NE SUNSET BLVD CITY OF RENTON IN COMPLIANCE WITH CITY OF RENTON STANDARDSTED-40-4178SOLERA 2842 NE SUNSET BLVD RENTON, WA 98056SOLERA LUA20-000305C21-001020PR18-0003331601 5th Avenue, Suite 1600 Seattle, WA 98101 206.622.5822 www.kpff.com R Call 811two business daysbefore you dig NW 1/4 OF THE NW 1/4 AND THE NE 1/4 OF THE NW 1/4 SECTION 9, TOWNSHIP 23 NORTH, RANGE 05 EAST, W.M.WWP-27-4178WTRP-27-4178SURFACE MOUNTED UTILITY PLAN R-417878 W-417802S-417802 08/05/2022 DENOTES PROPOSED EXTENT OF ROAD TO BE OPENED ON OR BEFORE 9.1.24 DENOTES AREAS WHICH ARE COMPLETED AND TURNED OVER BY 9.1.24 & ARE ACCESSIBLE TO PUBLIC VEHICULAR & PEDESTRIANS Area Shown within Red Dotted Line to remain as staging area for the duration of the Solera Project until the completion of the EAST Tower. The EAST Tower will be the last Tower completed on the Solera Project. See Completion Schedule Sequence for each Tower below. DENOTES AREA TO REMAIN FOR MATERIALS & STORAGE OF CONSTRUCTION PRODUCT UNTIL CONSTRUCTION IS COMPLETE NT OF ROAD TO BE 24 R Call 811two business daysbefore you dig DENOTES PATHWAY FOR CONSTRUCTION DELIVERIES & EQUIPMENT Area Shown within Fence Outline will be where fencing is installed to prevent general public and pedestrians from accessing during continued construction activities for Building B. DENOTES CONSTRUCTION 8' HIGH FENCING DENOTES AREAS WHICH ARE COMPLETED AND TURNED OVER BY 9.1.24. ACCESSIBLE TO PUBLIC VEHICULAR TRAFFIC & PEDESTRIANS INCLUDING SIDEWALKS. LANDSCAPING, SIGNAGE, STREET LIGHTING COMPLETE ALL SIDEWALKS, LANDSCAPING, AND STREET LIGHTING WILL BE COMPLETED AND ACCESSIBLE. NO MAJOR STREET CLOSURES WILL BE ANTIPCATED BEYOND 9.1.24 EXHIBIT 1 AGENDA ITEM #6. c) 4,514752 Proposed Sunset Lane Road Closure Overall Map (I) This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. THIS MAP IS NOT TO BE USED FOR NAVIGATIONWGS_1984_Web_Mercator_Auxiliary_Sphere Notes Proposed Sunset Lane Closure/Detour Routing 08/17/2021 Legend 512 0 256 512 Feet Information Technology - GIS RentonMapSupport@Rentonwa.gov City and County Labels Addresses Parcels City and County Boundary <all other values> Renton Wastewater Service Areas Streets Points of Interest Parks Waterbodies Tr a v e l Tr a v e l TravelTravelTravelTravelTravelTravelTravelTravelTravelTravelTravelTravelTravelTravelTravel Travel Travel Travel Travel Travel Travel Travel Travel TravelTravelTravelTravelTravelTravelTravelTravelTravel TravelTravelTravel TravelTravelTravel TravelTravelSolera Limits of Construction Travel Vehicular Traffic Flow Proposed Sunset Lane Closure Road Closure Barriers Fire & Emergency Access Construction Fencing Travel NO LEFT TURN NO RIGHT TURN DETOUR AHEAD Detour Route Option 1 12th Street to Harrington Detour Route Option 2 NE 10th Street to Harrington Glennwood Ave NE Option 3 NE 10th Street to Harrington * NOTE: Limits of Construction will have up to (5) Gate Entrances to Access the Project Travel Travel FIRE DEPARTMENT Travel TravelTravelTravelTravelTravelTravelTravelTravelTravelTravelTravel EXHIBIT 2 SOLERA ROAD CLOSURE MAP TravelTravelTravelTravelTravelTravelTravelTravelTravel AGENDA ITEM #6. c) 4,514752 Proposed Sunset Lane Road Closure Overall Map (I) This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. THIS MAP IS NOT TO BE USED FOR NAVIGATIONWGS_1984_Web_Mercator_Auxiliary_Sphere Notes Proposed Sunset Lane Closure/Detour Routing 08/17/2021 Legend 512 0 256 512 Feet Information Technology - GIS RentonMapSupport@Rentonwa.gov City and County Labels Addresses Parcels City and County Boundary <all other values> Renton Wastewater Service Areas Streets Points of Interest Parks Waterbodies Tr a v e l Tr a v e l TravelTravelTravelTravelTravelTravelTravelTravelTravelTravelTravelTravelTravelTravelTravel Travel Travel Travel Travel Travel Travel Travel Travel TravelTravelTravel TravelTravelTravel TravelTravelSolera Limits of Construction Travel Vehicular Traffic Flow Proposed Sunset Lane Closure Road Closure Barriers Fire & Emergency Access Construction Fencing Travel NO LEFT TURN NO RIGHT TURN DETOUR AHEAD Detour Route Option 1 12th Street to Harrington Detour Route Option 2 NE 10th Street to Harrington Glennwood Ave NE Option 3 NE 10th Street to Harrington * NOTE: Limits of Construction will have up to (5) Gate Entrances to Access the Project Travel Travel FIRE DEPARTMENT Travel TravelTravelTravelTravelTravelTravelTravelTravelTravelTravelTravel EXHIBIT 3 SOLERA ROAD DETOUR MAP AGENDA ITEM #6. c) Solera Blocks A, B, C, & D Map (EX 4.S) This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. THIS MAP IS NOT TO BE USED FOR NAVIGATIONWGS_1984_Web_Mercator_Auxiliary_Sphere Notes Proposed Sunset Lane Closure/Park Legend 512 0 256 512 Feet Information Technology - GIS RentonMapSupport@Rentonwa.gov City and County Labels Addresses Parcels City and County Boundary <all other values> Renton Art Work Trees Vacant Planting Sites Boat Launch Water Trails - Launch/Landing Boat Ramp Trails Open Spaces Golf Course Parks Hospitals and Urgent Care Facilities Hospital Urgent Care Facility Neighborhood Information Centers Neighborhood Information Center at a School Neighborhood Information Center not at a School Fire and EMS Stations Fire Response by Station Police Station Patrol Disticts Reporting Districts Streets Points of Interest Parks Waterbodies A BC D Separation of Block Designations Solera A, B, C, & D Blocks EXHIBIT 4 SOLERA BLOCK MAP AGENDA ITEM #6. c) 1 CITY OF RENTON, WASHINGTON RESOLUTION NO. ________ A RESOLUTION OF THE CITY OF RENTON, WASHINGTON, AUTHORIZING THE EXTENSION OF THE TEMPORARY FULL ROAD CLOSURE OF SUNSET LANE NE (AKA JEFFERSON AVE NE) BETWEEN NE 10TH ST AND HARRINGTON PL NE FOR THE CONSRUCTION OF THE SOLERA MASTER SITE PLAN PROJECT (FORMER HI- LANDS SHOPPING CENTER) FOR A PERIOD NOT TO EXCEED ELEVEN (11) CALENDAR MONTHS. WHEREAS, Solera Manager, LLC and Housing Authority of City of Renton are constructing improvements for the Solera Master Site Plan Project; and WHEREAS, the City granted to Solera Manager, LLC and Housing Authority of City of Renton Preliminary Master Site Plan and Preliminary Plat Approval (LUA18-000490) with a Modification occurring in 2021 (LUA20-000305: Site Plan Review for Blocks A and B of the Master Plan, Street Modification, and Concurrence with the Sunset Area Planned Action EIS), for the construction of the Solera Master Site Plan and upgrades to Sunset Lane NE to City standards current as of the time of civil construction permit application; and WHEREAS, the installation of the proposed development and upgrades to Sunset Lane NE required temporary full street closure of Sunset Lane NE between NE 10th Street and Harrington Place NE (a distance of approximately 850 feet). WHEREAS, the City Council authorized a two (2) year temporary roadway closure between October 4, 2021 and October 4, 2023 under Resolution 4446; WHEREAS, on October 4, 2021, Solera Manager, LLC and Housing Authority of City of Renton began construction activity on the development and upgrades to Sunset Lane NE, but experienced unanticipated delays beyond their control and consequently require continued temporary full street closure of Sunset Lane NE for an approximate 850-foot long portion of the AGENDA ITEM #6. c) RESOLUTION NO. _______ 2 street immediately between NE 10th St and Harrington Pl NE for a period not to exceed eleven (11) months; and WHEREAS, pursuant to Renton Municipal Code section 9-9-3, a road closure requires City Council authorization by means of a resolution; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DO RESOLVE AS FOLLOWS: SECTION I. The City Council does hereby authorize the extension of the temporary full closure, not to exceed eleven (11) calendar months, of the approximate 850-foot-long portion of Sunset Lane NE immediately between NE 10th St and Harrington Pl NE. The closure will be extended from October 4, 2023 to September 1, 2024, for the purpose of constructing the improvements. This authorization is retroactive to October 4, 2023 and any street closure occurring between October 4, 2023 and the effective date of this Resolution is hereby approved and ratified. SECTION II. Notice of the closure shall be posted and published as required by RMC 9- 9-2 and 9-9-3. PASSED BY THE CITY COUNCIL the _______ day of ___________________, 2023. Jason A. Seth, City Clerk APPROVED BY THE MAYOR this _______ day of ___________________, 2023. Armondo Pavone, Mayor AGENDA ITEM #6. c) RESOLUTION NO. _______ 3 Approved as to form: Shane Moloney, City Attorney Date of Publication: RES:1957:11/2/23 AGENDA ITEM #6. c) AB - 3472 City Council Regular Meeting - 20 Nov 2023 SUBJECT/TITLE:Preparation for Special Election Ballot Initiative RECOMMENDED ACTION: Council Concur DEPARTMENT: Executive Services Department STAFF CONTACT:Kristi Rowland, Deputy CAO EXT.:6947 FISCAL IMPACT SUMMARY: If the measure is approved by either voters or the Council, the administration anticipates requesting additional staffing to conduct education, certification processing, and enforcement. If the ordinance is sent to the County for a public vote, the City’s estimated costs payable to the County for administering the election are $80,000. Total costs are dependent upon how costs will be shared between other jurisdictions with ballot initiatives being considered in the same election. SUMMARY OF ACTION: The City of Renton authorizes the use of initiatives and referendums for voters to supersede the City Council’s authority to adopt and amend certain laws. On August 31, 2023, the City Clerk received Renton Initiative 23-02, titled “Ordinance Concerning Labor Standards for Certain Employees.” The initiative is modeled after an initiative that was passed by voters in Tukwila in 2022. The ordinance would create a Renton minimum wage based upon Tukwila’s voter approved minimum wage, regulations about when hours must be offered to part time employees before making new hires or subcontracting work, and rules against retaliation. It would require the City to create and enforce rules, including a compliance certification. There is some flexibility in how much resources the City would be required to dedicate toward enforcement and public education about the ordinances requirements, as most of the enforcement could occur through courts. However, the less the City invests into enforcement and education, the higher the risk that employers will intentionally or unintentionally violate the ordinance and both employees and employers will incur costly litigation as a result. The City anticipates that King County Elections will certify that the petition has sufficient signatures prior to the City Council’s last regular 2023 meeting. Council Required Action/Options: Pursuant to RCW 35.17.260, applicable to the City by the authority of RCW 35A.11.100, the Council must either (1) pass a resolution sending the initiative to a public vote on the February 13, 2024, special election, or (2) adopt the proposed ordinance as is without any changes. If the proposed ordinance is approved by either a simple majority vote of the people or through the City Council’s own majority vote, the underlying ordinance may never be amended or rescinded by the City Council except by seeking a public vote to approve the changes (RCW 35.17.340). AGENDA ITEM #6. d) If the Council chooses to adopt the ordinance without changes, it will have until 20 days from the anticipated certificate of sufficiency to do so. If the Council chooses to send the initiative to a vote of the people, the deadline for submitting a Council approved resolution to the County Elections Office for the February 13 special election is December 15, 2023. December 15th is also the deadline for the City to send Council appointed pro and con committee members to draft for and against statements in the special election voters’ pamphlet. The City is also required to submit on that day an explanatory statement explaining for voters the effect of the proposed ordinance. Attached as Exhibit A is a proposed resolution that contains a City Attorney approved ballot title, explanatory statement, and appointment of administration recommended pro and con committee members, which would be added prior to adoption of the resolution. Administration's Recommendation: The Administration recommends the Council authorize staff to publish notices seeking volunteers to serve on pro and con committees for the initiative measure in the event it obtains sufficient signatures, and the Council decides to put the initiative on the ballot rather than adopting it as is. The Administration is recommending if the petition’s signatures are certified as sufficient that the Council not pass the ordinance as is. The reasons for this recommendation include: 1. An ordinance passed through the initiative process cannot be easily amended – a public vote is required. This could be challenging in the future if, for example: (1) the ordinance results in unanticipated impacts to employees and/or employers, (2) state law or court decisions deem portions of the law unenforceable, (3) administrative challenges are identified that makes the law difficult to enforce or comply with. Potential implementation challenges are difficult to predict, but the proposed ordinance has elements that may be subsect to future legal challenges and and/or may be difficult to enforce. For most laws to be successful, an ability to react and change the laws over time is needed. Accordingly, if the Council desires to adopt a minimum wage and/or require employers to offer additional hours to part time employees before employing or contracting other services, the Administration recommends that the Council carefully consider policy implications of such regulation and adopt its own ordinance outside of the initiative process. And, 2. The administration currently lacks resources to create and administer a certification and enforcement process contemplated by the ordinance. Limits on Supporting or Opposing Ballot Initiatives: If the Council decides to send the initiative to a vote of the people, the City cannot use its resources to support or oppose the ballot initiative except a very limited scenario: Council could hold a public hearing and allow those who support and oppose the initiative equal time to speak. After such hearing, the Council could choose whether to adopt a resolution in support or opposition to the initiative. The prohibition on supporting or opposing ballot initiatives does not prevent the City from conducting its regular business. Working on its regular business could include working on a City Council supported minimum wage ordinance, if requested by the Council. It could also include staff gathering factual and objective information about how the initiative, if passed, would impact the operation and finances of the City. AGENDA ITEM #6. d) EXHIBITS: A. Draft Resolution STAFF RECOMMENDATION: Authorize staff to (1) advertise for selection of pro and con committee members after certification of sufficient signatures, (2) place the matter on the Council meeting agenda that follows certification to approve the pro and con committees and pass the proposed Resolution, and (3) direct the City Clerk to submit it to the King County Office of Elections by December 15 so that the initiative may be considered as part of the February 13, 2024, special election. AGENDA ITEM #6. d) 1 CITY OF RENTON, WASHINGTON RESOLUTION NO. _______ A RESOLUTION OF THE CITY OF RENTON, WASHINGTON, CALLING FOR A SPECIAL ELECTION TO BE HELD FEBRUARY 13, 2024 TO PLACE BEFORE THE QUALIFIED ELECTORS OF THE CITY THE PROPOSITION OF WHETHER AN ORDINANCE CONCERNING LABOR STANDARDS FOR CERTAIN EMPLOYERS SHOULD BE ADOPTED. WHEREAS, a citizen initiative petition assigned Initiative Petition No. 23-02 requests that the City Council adopt an ordinance concerning labor standards for certain employers has been submitted to the City; and WHEREAS, the King County Department of Elections verified the number and sufficiency of signatures on the petition and the City Clerk issued a Certificate of Sufficiency dated _______; and WHEREAS, the City Council has decided to not adopt the proposed ordinance as is and instead defers the proposal to the voters; and WHEREAS, the City solicited volunteers to serve on pro and con committees to make recommendations to the voters as to whether to pass the ordinance; and WHEREAS, the City attorney prepared a ballot title and ballot explanatory statement as required by applicable law. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DO RESOLVE AS FOLLOWS: SECTION I. It is necessary to call a special election to be held in the City of Renton on February 13, 2024 for the voters to decide the citizen initiative proposition of whether an AGENDA ITEM #6. d) RESOLUTION NO. _______ 2 ordinance entitled “An Ordinance Concerning Labor Standards for Certain Employees,” attached hereto as Exhibit A, should be enacted into law. SECTION II. A special election should be held on February 13, 2024, to place before the qualified electors of the city the following proposition: Ballot Title: City of Renton Citizen Initiative Measure No. 23-02 would enact an ordinance creating labor standards for Renton employers. The proposed ordinance requires covered employers to pay a minimum wage based on that established by the City of Tukwila, offer additional hours to existing part-time employees before hiring new employees or subcontracted services, not retaliate against employees exercising rights created by the ordinance, and comply with administrative requirements. The proposed ordinance creates remedies and penalties for violations. If enacted, the ordinance could not be amended or repealed without voter approval. Should this Ordinance be enacted into law? YES □ NO □ SECTION III. The City Clerk or designee is authorized and directed to file a copy of this resolution with the King County Department of Elections no later than 4:30 p.m. on December 15, 2023. AGENDA ITEM #6. d) RESOLUTION NO. _______ 3 SECTION IV. The City Council appoints the following individuals to serve on pro and con committees that will prepare arguments advocating for approval or rejection of the proposed ordinance: COMMITTEE IN FAVOR COMMITTEE IN OPPOSITION 1.1. 2.2. 3.3. SECTION V. The following Explanatory Statement of Initiative Measure 23-02 is approved and adopted for publishing in the King County Voters Pamphlet: This measure would adopt an ordinance that requires covered employers to (1) pay a minimum wage for all hours worked within Renton, and (2) distribute additional hours to its part-time workers prior to hiring new employees, contractors, or temporary workers if its existing part-time workers have the skills and experience to perform the work. Covered employers include those who (1) employ at least 15 employees worldwide, or (2) have annual gross revenue over $2 million. The minimum wage starts in July 2024 at $20.29 for large employers and $18.29 for smaller covered employers. The lower wage would be phased to equal that of large employers in two years, and the wage would be adjusted for inflation annually. All employers, including those not otherwise covered, would be: (1) required to document and certify compliance, and (2) prohibited from retaliating AGENDA ITEM #6. d) RESOLUTION NO. _______ 4 against any person who exercises rights created by the ordinance. Protected rights include making good faith allegations of violations, inquiring or informing others about the law’s protections, or participating in investigations or claims, even when no violation exists. Any adverse action taken against a person within 90 days of their exercising rights under the ordinance is legally presumed to be prohibited retaliation. Violations would be primarily enforced by through civil lawsuits. Remedies include payment of: attorneys’ fees, unpaid wages, interest, liquidated damages equal to twice the unpaid wages, compensatory damages, and a $5000 penalty for retaliation. Intentional violations could subject employers to revocation of their business license. PASSED BY THE CITY COUNCIL the day of , 2023. ______________________________ Jason A. Seth, City Clerk APPROVED BY THE MAYOR this day of , 2023. ______________________________ Armondo Pavone, Mayor Approved as to form: Shane Moloney, City Attorney RES- ESD:1959:11/15/23 AGENDA ITEM #6. d) RESOLUTION NO. _______ 5 EXHIBIT A AN ORDINANCE concerning labor standards for certain employees. Section 1. Findings. 1. The people of the City of Renton hereby adopt this citizen initiative addressing labor standards for certain employees, for the purpose of ensuring that, to the extent reasonably practicable, people employed in Renton have good wages and access to sufficient hours of work. 2. The City of Renton is one of the largest job centers in Washington State, with thousands of shoppers and workers visiting daily to participate in the local economy. Renton is home to The Landing shopping center, the historic Downtown Urban Center, as well as retail and commercial office and warehouse districts around the Rainier/Grady Way Junction. The City is a net importer of jobs, with nearly 60,000 employed workers. Renton has a wide array of both long established and new and evolving business sectors. Retail businesses, restaurants and bars, auto sales, hospitality, healthcare, and office workers are well represented. 3. The statewide minimum wage of $15.74 is not sufficient to afford rising rents and costs of living in Renton. According to the National Low Income Housing Coalition’s Out of Reach 2022 report, a worker making Washington’s minimum wage would have to work 72 hours each week (up from 70 hours each week in 2021) to afford a modest one-bedroom rental home at Fair Market Rent. 4. When working families earn insufficient income due to low wages and involuntary under- employment, they struggle to pay for basic necessities like health care, child care, and groceries, and they are more likely to be evicted and become homeless. 5. Nearby King County cities of SeaTac, Seattle, and Tukwila enacted higher minimum wages in 2013, 2014, and 2022 respectively, but until now Renton has not followed suit. 6. Children growing up in poverty experience insecurity with housing, nutrition, and health care while enduring other hardships that prevent their ability to learn in school. Full time working parents must be able to reasonably provide for their family to ensure access to the opportunities and promise of public education. Section 2. Intent. It is the intent of the people to establish fair labor standards and protect the rights of workers by: (1) ensuring that the vast majority of employees in the City of Renton receive a minimum wage comparable to employees in the nearby cities of Tukwila, SeaTac, and Seattle; (2) AGENDA ITEM #6. d) RESOLUTION NO. _______ 6 requiring covered employers to offer additional hours of work to qualified part-time employees before hiring new employees to fill those hours; and (3) adopting enforcement requirements. Section 3. Large Employers Shall Pay Minimum Wages Comparable to Those in Nearby Cities. 1. Effective July 1, 2024, every large employer shall pay to each employee an hourly wage of not less than the 2023 new minimum wage rate in the City of Tukwila, established by City of Tukwila Initiative Measure No. 1, approved by voters in November 2022, adjusted for 2024 by the annual rate of inflation. 2. On January 1, 2025, and on each January 1 thereafter, the hourly minimum wage shall increase by the annual rate of inflation to maintain employee purchasing power. 3. By December 31, 2023, and by October 15 of each year thereafter, the Finance Department shall establish and publish the applicable hourly minimum wage for the following year using the annual rate of inflation. 4. For purposes of this chapter, the annual rate of inflation means 100 percent of the annual average growth rate of the bi-monthly Seattle-Tacoma-Bellevue Area Consumer Price Index for Urban Wage Earners and Clerical Workers, termed CPI-W, for the 12-month period ending in August, provided that the percentage increase shall not be less than zero. 5. An employer must pay to its employees: a. All tips and gratuities; and b. All service charges as defined under RCW 49.46.160 except those that, pursuant to RCW 49.46.160, are itemized as not being payable to the employee or employees servicing the customer. Tips and service charges paid to an employee are in addition to, and may not count towards, the employee’s hourly minimum wage. Section 4. Other Covered Employers Shall Have a Multiyear Phase-In Period. Other covered employers shall phase in the new minimum wage, as follows: 1. Effective July 1, 2024, other covered employers shall pay employees not less than the hourly minimum wage established under Section 3 minus Two Dollars ($2) per hour. 2. Effective July 1, 2025, other covered employers shall pay employees not less than the hourly minimum wage established under Section 3 minus One Dollar ($1) per hour. 3. Effective July 1, 2026, and thereafter, all covered employers shall pay employees not less than the hourly minimum wage established under Section 3. AGENDA ITEM #6. d) RESOLUTION NO. _______ 7 Section 5. Coverage and Employer Classifications. 1. Covered employers must pay employees at least the minimum wage established by this chapter for each hour worked within the City. 2. Employer classification for the current calendar year will be calculated based upon the average number of employees during all weeks in the previous calendar year in which the employer had at least one employee. For employers that did not have any employees during the previous calendar year, classification will be based upon the average number of employees during the most recent three months of the current year. In this determination, all employees will be counted, regardless of their location, and including employees who worked in full-time employment, part-time employment, joint employment, temporary employment, or through the services of a temporary services or staffing agency or similar entity. 3. Employer classification for the current calendar year will be calculated based upon the gross revenue for the previous year. For employers that did not have gross revenue during the previous calendar year, annual gross revenue will be calculated from the gross revenue during the most recent three months of the current year. 4. For the purposes of employer classification, separate entities will be considered a single employer if they form an integrated enterprise or they are under joint control by one of those entities or a separate entity. The factors to consider in making this assessment include, but are not limited to: a. Degree of interrelation between the operations of multiple entities; b. Degree to which the entities share common management; c. Centralized control of labor relations; and d. Degree of common ownership or financial control over the entities. Section 6. Part-Time Employees Shall Have Fair Access to Additional Hours. 1. Before hiring additional employees or subcontractors, including hiring through the use of temporary services or staffing agencies, covered employers must offer additional hours of work to existing employees who, in the employer’s good faith and reasonable judgment, have the skills and experience to perform the work, and shall use a reasonable, transparent, and nondiscriminatory process to distribute the hours of work among those existing employees. 2. This section shall not be construed to require any employer to offer an employee work hours if the employer would be required to compensate the employee at time-and-a-half or other premium rate under any law or collective bargaining agreement, nor to prohibit any employer from offering such work hours. AGENDA ITEM #6. d) RESOLUTION NO. _______ 8 Section 7. Retaliation Prohibited. 1. No employer or any other person shall interfere with, restrain, or deny the exercise of, or the attempt to exercise, any right protected under this chapter. 2. No employer or any other person shall take any adverse action against any person because the person has exercised in good faith the rights under this chapter. Such rights include but are not limited to the right to make inquiries about the rights protected under this chapter; the right to inform others about their rights under this chapter; the right to inform the person’s employer, union, or similar organization, and/or the person’s legal counsel or any other person about an alleged violation of this chapter; the right to bring a civil action for an alleged violation of this chapter; the right to testify in a proceeding under or related to this chapter; the right to refuse to participate in an activity that would result in a violation of city, state, or federal law; and the right to oppose any policy, practice, or act that is unlawful under this chapter. 3. For the purposes of this section, an adverse action means denying a job or promotion, demoting, terminating, failing to rehire after a seasonal interruption of work, threatening, penalizing, retaliating, engaging in unfair immigration-related practices, filing a false report with a government agency, changing an employee’s status to nonemployee, decreasing or declining to provide additional work hours when they otherwise would have been offered, scheduling an employee for hours outside of their availability, or otherwise discriminating against any person for any reason prohibited by this chapter. “Adverse action” for an employee may involve any aspect of employment, including pay, work hours, responsibilities, or other material change in the terms and conditions of employment. 4. No employer or any other person shall communicate to a person exercising rights protected under this chapter, directly or indirectly, the willingness to inform a government employee that the person is not lawfully in the United States, or to report, or to make an implied or express assertion of a willingness to report, suspected citizenship or immigration status of the person or a family member of the person to a federal, state, or local agency because the person has exercised a right under this chapter. 5. There shall be a rebuttable presumption of unlawful retaliation if an employer or any other person takes an adverse action against a person within 90 days of the person’s exercise of any right protected in this chapter. However, in the case of seasonal work that ended before the close of the 90-day period, the presumption also applies if the employer fails to rehire a former employee at the next opportunity for work in the same position. The employer may rebut the presumption with clear and convincing evidence that the adverse action was taken for a permissible purpose. 6. Standard of Proof. Proof of retaliation under this chapter shall be sufficient upon a showing that an employer or any other person has taken an adverse action against a person and the person’s exercise of rights protected in this chapter was a motivating factor in the adverse action, unless the employer can prove that the action would have been taken in the absence of such protected activity. AGENDA ITEM #6. d) RESOLUTION NO. _______ 9 7. The protections afforded under this section shall apply to any person who mistakenly but in good faith alleges violations of this chapter. Section 8. Enforcement. 1. Any person or class of persons that suffers financial injury as a result of a violation of this chapter or is the subject of prohibited retaliation under this chapter, or any other individual or entity acting on their behalf, may bring a civil action in a court of competent jurisdiction against the employer or other person violating this chapter and, upon prevailing, shall be awarded reasonable attorney fees and costs and such legal or equitable relief as may be appropriate to remedy the violation including, without limitation, the payment of any unpaid wages plus interest due to the person and liquidated damages in an additional amount of up to twice the unpaid wages; compensatory damages; and a penalty payable to any aggrieved party of up to $5,000 if the aggrieved party was subject to prohibited retaliation. For the purposes of this section, an aggrieved party means an employee or other person who suffers tangible or intangible harm due to an employer or other person’s violation of this chapter. Interest shall accrue from the date the unpaid wages were first due at the higher of twelve percent per annum or the maximum rate permitted under RCW 19.52.020. 2. For purposes of determining membership within a class of persons entitled to bring an action under this section, two or more employees are similarly situated if they: a. Are or were employed by the same employer or employers, whether concurrently or otherwise, at some point during the applicable statute of limitations period; b. Allege one or more violations that raise similar questions as to liability; and c. Seek similar forms of relief. d. Employees shall not be considered dissimilar solely because their claims seek damages that differ in amount, or their job titles or other means of classifying employees differ in ways that are unrelated to their claims. 3. Each covered employer shall retain records as required by RCW 49.46.070, as well as such information as the City may require to confirm compliance with this chapter. If an employer fails to retain such records, there shall be a presumption, rebuttable by clear and convincing evidence, that the employer violated this chapter for the periods and for each employee for whom records were not retained. 4. Employers shall permit authorized City representatives access to work sites and relevant records for the purpose of monitoring compliance with the chapter and investigating complaints of noncompliance, including production for inspection and copying of employment records. The City may designate representatives, including city contractors and representatives of unions or worker advocacy organizations, to access the worksite and relevant records. AGENDA ITEM #6. d) RESOLUTION NO. _______ 10 5. Complaints that any provision of this chapter has been violated may also be presented to the City Attorney, who is hereby authorized to investigate and, if they deem appropriate, initiate legal or other action to remedy any violation of this chapter. 6. The City has the authority to issue administrative citations and to order injunctive relief including reinstatement, restitution, payment of back wages, or other forms of relief. 7. The City may, in the exercise of its authority and performance of its functions and services, agree by contract or otherwise to participate jointly or in cooperation with Washington State, King County, or any city, town, or other incorporated place, or subdivision thereof, or engage outside counsel, to enforce this chapter. 8. The remedies and penalties provided under this chapter are cumulative and are not intended to be exclusive of any other available remedies or penalties, including existing remedies for enforcement of Renton Municipal Code chapters. 9. The statute of limitations for any enforcement action shall be five (5) years. Section 9. A new section is added to Renton Municipal Code (RMC) Section 5-5-4 as follows: 1. The Finance Director may deny, suspend, or revoke any license under this chapter for violation of this ordinance. 2. The Finance Director must deny, suspend, or revoke any license under this chapter for repeated intentional violations of this ordinance. 3. Any action by the Finance Director under this section shall be subject to the procedures and requirements of RMC subsection 5-5-3.E, as well as other due process rights that a court may require. Section 10. Definitions. For the purposes of this chapter, the following terms shall have the following meanings: “City” means the City of Renton. “Covered employer” means an employer that either (1) employs at least 15 employees regardless of where those employees are employed, or (2) has annual gross revenue over $2 million. “Effective date” is the effective date of this ordinance. “Employee” is defined as set forth in RCW 49.46.010. An employer bears the burden of proof that the individual is, as a matter of economic reality, in business for oneself rather than dependent upon the alleged employer. AGENDA ITEM #6. d) RESOLUTION NO. _______ 11 “Employer” is defined as set forth in RCW 49.46.010. “Employer classification" includes the determination of whether an employer is a covered employer and whether a covered employer is a large employer. "Franchise" means an agreement, express or implied, oral or written by which: 1. A person is granted the right to engage in the business of offering, selling, or distributing goods or services under a marketing plan prescribed or suggested in substantial part by the grantor or its affiliate; 2. The operation of the business is substantially associated with a trademark, service mark, trade name, advertising, or other commercial symbol; designating, owned by, or licensed by the grantor or its affiliate; and 3. The person pays, agrees to pay, or is required to pay, directly or indirectly, a franchise fee. The term, "franchise fee" is meant to be construed broadly to include any instance in which the grantor or its affiliate derives income or profit from a person who enters into a franchise agreement with the grantor. “Hour worked within the City” is to be interpreted according to its ordinary meaning, including all hours worked within the geographic boundaries of the City, excluding time spent in the City solely for the purpose of traveling through the City from a point of origin outside the City to a destination outside the City, with no employment-related or commercial stops in the City except for refueling or the employee’s personal meals or errands. “Large Employer” means all employers that employ more than 500 employees, regardless of where those employees are employed, and all franchisees associated with a franchisor or a network of franchises with franchisees that employ more than 500 employees in aggregate. “Other covered employer” means a covered employer that does not qualify as a large employer. “Service charge” is defined as set forth in RCW 49.46.160(2)(c). “Tips” means a verifiable sum to be presented by a customer as a gift or gratuity in recognition of some service performed for the customer by the employee receiving the tip. “Wage” is defined as set forth in RCW 49.46.010. Section 11. Other Legal Requirements. This ordinance shall not be construed to preempt, limit, or otherwise affect the applicability of any other law, regulation, requirement, policy, or standard that provides for greater wages or compensation; and nothing in this ordinance shall be interpreted or applied so as to create any power or duty in conflict with federal or state law. AGENDA ITEM #6. d) RESOLUTION NO. _______ 12 Section 12. Rulemaking. Within 180 days after the effective date, the City shall adopt rules and procedures to implement and ensure compliance with this chapter, which shall require employers to maintain adequate records and to annually certify compliance with this chapter. The City shall seek feedback from worker organizations and covered employers before finalizing the rules and procedures. Section 13. Constitutional Subject. For constitutional purposes, this measure’s subject “concerns labor standards for certain employers.” See Filo Foods, LLC v. City of SeaTac, 183 Wash. 2d 770, 783, 357 P.3d 1040, 1047 (2015) (upholding this statement of subject for an initiative that set a minimum wage and addressed employees’ access to hours). Section 14. Codification. All sections of this ordinance except section 9 shall be codified in a new chapter of the Renton Municipal Code. Section 15. Election date. In the event that the election on this measure takes place later than November 7, 2023, the Finance Department must establish and publish the initial minimum wage within 30 days of the effective date. Section 16. Severability. The provisions of this ordinance are declared to be separate and severable. If any clause, sentence, paragraph, subdivision, section, subsection, or portion of this ordinance, or the application thereof to any employer, employee, or circumstance, is held to be invalid, it shall not affect the validity of the remainder of this ordinance, or the validity of its application to other persons or circumstances. AGENDA ITEM #6. d) AB - 3477 City Council Regular Meeting - 20 Nov 2023 SUBJECT/TITLE:2023-2024 Mid-Biennial Budget Legislation RECOMMENDED ACTION: Council Concur DEPARTMENT: Finance Department STAFF CONTACT:Kari Roller, Finance Administrator EXT.:x6931 FISCAL IMPACT SUMMARY: Amend the 2023/2024 Biennial Budget to increase revenues by $45,804,107 for an amended total revenue of $715,415,797 over the biennium and increase expenditures by $32,577,748 for total amended expenditures of $823,554,398 over the biennium SUMMARY OF ACTION: EXHIBITS: A. 2023 Mi-Bi Budget Amendment Ordinance B. 2024 Fee Schedule Resolution C. Ordinance Amending RMD Title III. D. 2024-2024 Mid-Biennial Budget Amendment Detail STAFF RECOMMENDATION: Conduct first reading of budget related legislation on November 20th with second and final reading on December 4th, to approve 2023-2024 mid-biennial budget amendment ordinance, 2024 fee schedule and amendments to Renton Municiple Code title III as attached. AGENDA ITEM #6. e) 1 CITY OF RENTON, WASHINGTON ORDINANCE NO. ________ AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AMENDING THE CITY OF RENTON FISCAL YEARS 2023/2024 BIENNIAL BUDGET AS ADOPTED BY ORDINANCE NO. 6088 AND AMENDED BY ORDINANCE NOS. 6110 AND 6114, BY INCREASING BUDGETED REVENUES AND EXPENDITURES BY $45,804,107 AND $32,577,748, RESPECTIVELY; ADOPTING THE 2024 SALARY TABLE, PROVIDING FOR SEVERABILITY, AND ESTABLISHING AN EFFECTIVE DATE. WHEREAS, on November 14, 2022, the City Council adopted Ordinance No. 6088 adopting the City of Renton’s 2023/2024 Biennial Budget; and WHEREAS, on May 1, 2023, the City Council adopted Ordinance No. 6110 adopting an amended 2023 City of Renton Salary Table and carrying forward funds appropriated in 2022, but not expended in 2022 due to capital project interruptions and delays in invoice payments, which needed to be carried forward and appropriated for expenditure in 2023 requiring an adjustment to the 2023/2024 Biennial Budget; and WHEREAS, on July 17, 2023, the City Council adopted Ordinance No. 6114 making minor corrections and recognizing grants, contributions and associated costs, and new cost items not previously included in the budget, which required additional adjustments to the 2023/2024 Biennial budget; and WHEREAS, pursuant to Chapter 35A.34 RCW the City Council is required to provide for a mid-biennial review, and any modification thereto shall occur no sooner than eight months after the start, but no later than the conclusion of the first year of the biennium; and WHEREAS, the 2024 Salary Table attached hereto as Exhibit C reflects a 4.5% wage adjustment from the 2023 Salary Table for all AFSCME represented positions, the Mayor, and AGENDA ITEM #6. e) ORDINANCE NO. ________ 2 non-represented regular positions. It does not reflect a wage adjustment or other changes from the 2023 Salary Table for positions represented by bargaining groups that do not yet have finalized collective bargaining agreements for 2024; WHEREAS, the City Council desires to adopt the City of Renton 2024 Salary Table to recognize new job classifications, remove titles no longer in use, add in the Community Outreach Coordinator that was inadvertently omitted from the previous table, and implement pay ranges for City employees for 2024; WHEREAS, the City Council desires to convert existing 5.5 FTEs, add 4.5 FTEs and eliminate 1.0 FTE for a net increase of 3.5 FTEs to the currently authorized 2023/2024 positions; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DO ORDAIN AS FOLLOWS: SECTION I. The City of Renton’s 2023/2024 Biennial Budget, originally adopted by Ordinance No. 6088 and amended by Ordinance Nos. 6110 and 6114 is hereby amended to increase revenue by $45,804,107 for an amended total revenue of $715,415,797 over the biennium and increase expenditures by $32,577,748 for total amended expenditures of $823,554,398 over the biennium. SECTION II. The City Council hereby adopts the amended 2023/2024 Biennial Budget. The 2023 Mid-Biennial Budget Adjustment Summary by Fund is attached as Exhibit A and the 2024 Mid-Biennial Budget Summary by Fund is attached as Exhibit B. Detailed lists of adjustments are available for public review in the Office of the City Clerk, Renton City Hall. SECTION III. The City Council hereby adopts the 2024 City of Renton Salary Table as set forth in Exhibit C. The adopted Salary Table is intended to be consistent with all applicable AGENDA ITEM #6. e) ORDINANCE NO. ________ 3 collective bargaining agreements. In the event of conflicts, applicable collective bargaining agreements control. Red font, strikethrough, and underline are for illustrative purposes only to reflect changes from the 2023 Salary Table. SECTION IV. If any section, subsection, sentence, clause, phrase, or word of this ordinance should be held to be invalid or unconstitutional by a court of competent jurisdiction, such invalidity or unconstitutionality thereof shall not affect the constitutionality of any other section, subsection, sentence, clause, phrase, or word of this ordinance. SECTION V. This ordinance shall be in full force and effect five (5) days after publication of a summary of this ordinance in the City's official newspaper. The summary shall consist of this ordinance's title. PASSED BY THE CITY COUNCIL this _______ day of ___________________, 2023. __________________________ Jason A. Seth, City Clerk APPROVED BY THE MAYOR this _______ day of _____________________, 2023. __________________________ Armondo Pavone, Mayor Approved as to form: ______________________________ Shane Moloney, City Attorney Date of Publication: ___________ ORD-Fin:2282:11/8/2023 AGENDA ITEM #6. e) ORDINANCE NO. ________ 4 EXHIBIT A 2023 MID-BIENNIAL BUDGET ADJUSTMENT SUMMARY BY FUND BEGINNING FUND BALANCE REVENUES EXPENDITURES ENDING FUND BALANCE Fund 2023 Beg Fund Bal Changes 2023 Adj Fund Bal 2023 Budgeted Revenue Changes 2023 Adjusted Revenue 2023 Budgeted Expenditure Changes 2023 Adjusted Expenditure Ending Fund Balance Reserved/ Designated Available Fund Balance 0XX GENERAL FUND 83,605,978 - 83,605,978 133,148,026 9,371,824 142,519,850 138,565,955 5,991,660 144,557,615 81,568,213 (19,846,914) 61,721,299 110 SPECIAL HOTEL-MOTEL TAX 712,384 - 712,384 200,000 281,000 481,000 454,616 25,000 479,616 713,768 713,768 127 CABLE COMMUNICATIONS DEVELOPMENT 453,147 - 453,147 57,674 - 57,674 255,586 - 255,586 255,235 255,235 130 HOUSING AND SUPPORTIVE SERVICES 6,110,390 - 6,110,390 3,500,000 500,000 4,000,000 260,000 - 260,000 9,850,390 9,850,390 135 SPRINGBROOK WETLANDS BANK 454,628 - 454,628 - 262,378 262,378 40,000 - 40,000 677,006 677,006 140 POLICE SEIZURE 339,814 - 339,814 - 106,159 106,159 339,814 106,159 445,973 - - 141 POLICE CSAM SEIZURE 172,804 - 172,804 - - - 172,804 - 172,804 - - 215 GENERAL GOVERNMENT MISC DEBT SVC 5,262,665 - 5,262,665 5,755,022 140,000 5,895,022 5,565,690 - 5,565,690 5,591,997 (2,717,575) 2,874,422 303 COMMUNITY SERVICES IMPACT MITIGATION 1,595,389 - 1,595,389 86,500 45,672 132,172 1,090,000 - 1,090,000 637,561 637,561 304 FIRE IMPACT MITIGATION 2,724,187 - 2,724,187 400,000 (169,000) 231,000 3,124,187 (169,000) 2,955,187 - - - 305 TRANSPORTATION IMPACT MITIGATION 6,964,011 - 6,964,011 1,780,000 (1,118,765) 661,235 5,817,897 - 5,817,897 1,807,349 1,807,349 308 REET1 3,049,711 - 3,049,711 2,300,000 (203,843) 2,096,157 3,500,000 215,000 3,715,000 1,430,868 1,430,868 309 REET2 6,019,961 - 6,019,961 2,300,000 (120,874) 2,179,126 5,403,625 - 5,403,625 2,795,462 2,795,462 31X SCHOOL DISTRICT IMPACT MITIGATION - - - 995,000 (395,000) 600,000 995,000 (395,000) 600,000 - - - 316 MUNICIPAL FACILITIES CIP 24,671,384 - 24,671,384 10,441,251 8,388,469 18,829,719 35,030,341 6,183,523 41,213,863 2,287,240 2,287,240 317 CAPITAL IMPROVEMENT 12,561,975 - 12,561,975 41,712,746 4,078,543 45,791,289 53,190,642 3,788,393 56,979,034 1,374,231 1,374,231 346 NEW FAMILY FIRST CENTER DEVELOPMENT 2,795,295 - 2,795,295 4,622,152 564,521 5,186,673 3,833,827 - 3,833,827 4,148,141 4,148,141 402 AIRPORT OPERATIONS & CIP 8,925,690 - 8,925,690 4,531,000 2,754,694 7,285,694 9,546,030 2,042,204 11,588,233 4,623,150 (282,282) 4,340,868 403 SOLID WASTE UTILITY 3,951,191 - 3,951,191 25,533,751 375,053 25,908,805 25,980,244 303,805 26,284,049 3,575,947 (400,000) 3,175,947 404 GOLF COURSE SYSTEM & CAPITAL 1,609,927 - 1,609,927 3,504,825 415,000 3,919,825 3,853,974 150,000 4,003,974 1,525,778 (787,490) 738,288 405 WATER OPERATIONS & CAPITAL 48,208,076 - 48,208,076 20,789,505 1,263,496 22,053,001 52,379,968 - 52,379,968 17,881,109 (3,100,810) 14,780,299 406 WASTEWATER OPERATIONS & CAPITAL 22,850,870 - 22,850,870 12,064,965 668,604 12,733,569 25,445,102 - 25,445,102 10,139,338 (1,636,588) 8,502,750 407 SURFACE WATER OPERATIONS & CAPITAL 28,314,755 - 28,314,755 27,545,700 11,798,185 39,343,885 41,654,350 11,131,550 52,785,900 14,872,740 (2,000,081) 12,872,659 416 KING COUNTY METRO 6,237,142 - 6,237,142 19,358,929 944,237 20,303,166 20,173,811 - 20,173,811 6,366,497 (380,000) 5,986,497 501 EQUIPMENT RENTAL 13,277,635 - 13,277,635 9,885,963 620,167 10,506,130 9,812,590 1,059,339 10,871,930 12,911,835 (12,911,835) - 502 INSURANCE 23,221,020 - 23,221,020 4,997,328 1,623,000 6,620,328 7,358,743 102,891 7,461,634 22,379,715 (17,616,914) 4,762,801 503 INFORMATION SERVICES 9,021,343 - 9,021,343 8,830,085 697,318 9,527,403 13,962,728 407,219 14,369,947 4,178,800 (2,326,091) 1,852,709 504 FACILITIES 937,922 - 937,922 7,142,137 43,485 7,185,622 7,265,712 41,993 7,307,705 815,839 815,839 505 COMMUNICATIONS 428,724 - 428,724 1,593,402 - 1,593,402 1,711,701 19,750 1,731,451 290,675 290,675 512 HEALTHCARE INSURANCE 6,935,644 - 6,935,644 16,123,216 192,000 16,315,216 15,197,161 - 15,197,161 8,053,699 (4,559,148) 3,494,551 522 LEOFF1 RETIREES HEALTHCARE 19,928,792 - 19,928,792 2,035,000 (374,500) 1,660,500 1,369,834 320,000 1,689,834 19,899,458 (19,899,458) - 611 FIREMENS PENSION 8,733,791 - 8,733,791 400,000 24,566 424,566 253,475 14,000 267,475 8,890,882 (8,890,882) - Total Other Funds 276,470,267 - 276,470,267 238,486,152 33,404,565 271,890,717 355,039,451 25,346,825 380,386,275 167,974,709 (77,509,154) 90,465,556 TOTAL ALL FUNDS 360,076,246 - 360,076,246 371,634,178 42,776,389 414,410,567 493,605,406 31,338,485 524,943,891 249,542,922 (97,356,067) 152,186,855 AGENDA ITEM #6. e) ORDINANCE NO. ________ 5 EXHIBIT B 2024 MID-BIENNIAL BUDGET ADJUSTMENT SUMMARY BY FUND BEGINNING FUND BALANCE REVENUES EXPENDITURES ENDING FUND BALANCE Fund 2024 Beg Fund Bal Changes 2024 Adj. Fund Bal 2024 Budgeted Revenue Changes 2024 Adjusted Revenue 2024 Budgeted Expenditure Changes 2024 Adjusted Expenditure Ending Fund Balance Reserved/ Designated Available Fund Balance 0XX GENERAL FUND 78,188,049 3,380,164 81,568,213 130,282,811 2,005,023 132,287,834 133,314,978 (94,078) 133,220,900 80,635,146 (18,486,508) 62,148,638 110 SPECIAL HOTEL-MOTEL TAX 457,768 256,000 713,768 200,000 234,000 434,000 - - - 1,147,768 1,147,768 127 CABLE COMMUNICATIONS DEVELOPMENT 255,235 - 255,235 57,674 - 57,674 97,674 - 97,674 215,235 215,235 130 HOUSING AND SUPPORTIVE SERVICES 9,350,390 500,000 9,850,390 3,500,000 - 3,500,000 - - - 13,350,390 13,350,390 135 SPRINGBROOK WETLANDS BANK 414,628 262,378 677,006 - 4,011 4,011 40,000 - 40,000 641,017 641,017 140 POLICE SEIZURE - - - - - - - - - - - 141 POLICE CSAM SEIZURE - - - - - - - - - - - 215 GENERAL GOVERNMENT MISC DEBT SVC 5,451,997 140,000 5,591,997 3,153,417 - 3,153,417 2,960,690 - 2,960,690 5,784,724 (2,717,575) 3,067,149 303 COMMUNITY SERVICES IMPACT MITIGATION 591,889 45,672 637,561 86,500 - 86,500 450,000 - 450,000 274,061 274,061 304 FIRE IMPACT MITIGATION - - - 400,000 (200,000) 200,000 400,000 (200,000) 200,000 - - - 305 TRANSPORTATION IMPACT MITIGATION 2,926,114 (1,118,765) 1,807,349 1,780,000 (1,268,848) 511,152 100,000 - 100,000 2,218,501 2,218,501 308 REET 1 1,849,711 (418,843) 1,430,868 2,300,000 - 2,300,000 - - - 3,730,868 3,730,868 309 REET 2 2,916,336 (120,874) 2,795,462 2,300,000 - 2,300,000 4,183,425 - 4,183,425 912,037 912,037 31X SCHOOL DISTRICT IMPACT MITIGATION - - - 995,000 (395,000) 600,000 995,000 (395,000) 600,000 - - - 316 MUNICIPAL FACILITIES CIP 82,294 2,204,946 2,287,240 1,579,000 313,698 1,892,698 1,579,000 313,698 1,892,698 2,287,240 2,287,240 317 CAPITAL IMPROVEMENT 1,084,080 290,151 1,374,231 2,889,000 229,800 3,118,800 2,889,000 56,000 2,945,000 1,548,030 1,548,030 346 NEW FAMILY FIRST CENTER DEVELOPMENT 3,583,621 564,521 4,148,141 - - - - - - 4,148,141 4,148,141 402 AIRPORT OPERATIONS & CIP 3,910,660 712,491 4,623,150 4,359,289 470,730 4,830,019 2,760,774 135,358 2,896,132 6,557,038 (264,613) 6,292,425 403 SOLID WASTE UTILITY 3,504,699 71,248 3,575,947 25,653,540 - 25,653,540 26,535,449 2,313 26,537,762 2,691,725 (400,000) 2,291,725 404 GOLF COURSE SYSTEM & CAPITAL 1,260,778 265,000 1,525,778 3,393,390 423,735 3,817,125 3,219,586 5,404 3,224,990 2,117,913 (753,443) 1,364,469 405 WATER OPERATIONS & CAPITAL 16,617,613 1,263,496 17,881,109 19,426,094 97,874 19,523,968 18,382,609 23,523 18,406,132 18,998,945 (3,140,787) 15,858,158 406 WASTEWATER OPERATIONS & CAPITAL 9,470,734 668,604 10,139,338 12,482,929 - 12,482,929 13,530,543 104,480 13,635,024 8,987,243 (1,689,906) 7,297,337 407 SURFACE WATER OPERATIONS & CAPITAL 14,206,106 666,635 14,872,740 13,649,208 84,130 13,733,338 17,213,946 67,586 17,281,532 11,324,547 (2,027,052) 9,297,495 416 KING COUNTY METRO 5,422,260 944,237 6,366,497 20,574,428 1,217,034 21,791,462 21,389,310 402,152 21,791,462 6,366,497 (380,000) 5,986,497 501 EQUIPMENT RENTAL 13,351,008 (439,173) 12,911,835 6,582,343 - 6,582,343 5,458,801 (335,595) 5,123,206 14,370,972 (14,370,972) - 502 INSURANCE 20,859,606 1,520,109 22,379,715 4,982,048 178,000 5,160,048 6,856,212 105,247 6,961,459 20,578,304 (17,786,508) 2,791,796 503 INFORMATION SERVICES 3,888,700 290,099 4,178,800 8,638,022 802,718 9,440,740 8,292,883 761,286 9,054,169 4,565,371 (2,326,091) 2,239,280 504 FACILITIES 814,347 1,492 815,839 7,146,034 30,812 7,176,846 6,931,352 139,045 7,070,397 922,288 922,288 505 COMMUNICATIONS 310,425 (19,750) 290,675 1,664,767 - 1,664,767 1,665,435 146,165 1,811,600 143,843 143,843 512 HEALTHCARE INSURANCE 7,861,699 192,000 8,053,699 17,362,018 - 17,362,018 16,401,631 1,262 16,402,893 9,012,824 (4,920,868) 4,091,956 522 LEOFF1 RETIREES HEALTHCARE 20,593,958 (694,500) 19,899,458 2,160,000 (1,200,000) 960,000 1,478,470 417 1,478,887 19,380,571 (19,380,571) - 611 FIREMENS PENSION 8,880,316 10,566 8,890,882 380,000 - 380,000 244,475 - 244,475 9,026,407 (9,026,407) - Total Other Funds 159,916,969 8,057,741 167,974,709 167,694,701 1,022,695 168,717,396 164,056,266 1,333,341 165,389,607 171,302,498 (79,184,794) 92,117,705 TOTAL ALL FUNDS 238,105,018 11,437,904 249,542,922 297,977,512 3,027,718 301,005,230 297,371,244 1,239,263 298,610,507 251,937,645 (97,671,302) 154,266,343 2 year total 669,611,690 45,804,107 715,415,797 790,976,650 32,577,748 823,554,398 251,937,645 (97,671,302) 154,266,343 AGENDA ITEM #6. e) ORDINANCE NO. ________ 6 EXHIBIT C 2024 SALARY TABLE AGENDA ITEM #6. e) 4.5% Grade Position Title Monthly Annual Monthly Annual e10 Mayor (1)17,432 209,184 17,432 209,184 e09 City Council President (2)(7)2,050 24,600 e09 City Council Members (2)1,750 21,000 e08 11,517 138,204 12,102 145,224 12,712 152,544 13,355 160,260 14,029 168,348 e11 Municipal Court Judge (6) Salary established pursuant to RMC 3-10-2.E m53 Chief Administrative Officer 15,790 189,480 16,595 199,140 17,432 209,184 18,312 219,744 19,229 230,748 m52 15,403 184,836 16,183 194,196 17,009 204,108 17,870 214,440 18,763 225,156 m51 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 18,312 219,744 m50 14,660 175,920 15,403 184,836 16,183 194,196 17,009 204,108 17,870 214,440 m49 City Attorney 14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 m49 Parks & Recreation Administrator 14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 m49 Community & Economic Development Administrator 14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 m49 Deputy Chief Administrative Officer 14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 m49 Finance Administrator 14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 m49 Equity, Housing & Human Services Administrator 14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 m49 Human Resources & Risk Mgmt Administrator 14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 m49 Judicial Administrative Officer 14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 m49 Public Works Administrator 14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 m49 Police Chief (3)14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 m48 13,956 167,472 14,660 175,920 15,403 184,836 16,183 194,196 17,009 204,108 m47 13,617 163,404 14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 m46 Police Deputy Chief (4)13,284 159,408 13,956 167,472 14,660 175,920 15,403 184,836 16,183 194,196 m46 Prosecution Director 13,284 159,408 13,956 167,472 14,660 175,920 15,403 184,836 16,183 194,196 m45 12,961 155,532 13,617 163,404 14,308 171,696 15,028 180,336 15,790 189,480 m44 12,647 151,764 13,284 159,408 13,956 167,472 14,660 175,920 15,403 184,836 m43 Economic Development Director 12,334 148,008 12,961 155,532 13,617 163,404 14,308 171,696 15,028 180,336 m42 Police Commander (5)12,035 144,420 12,647 151,764 13,284 159,408 13,956 167,472 14,660 175,920 m42 Sr Assistant City Attorney 12,035 144,420 12,647 151,764 13,284 159,408 13,956 167,472 14,660 175,920 m41 Fiscal Services Director 11,744 140,928 12,334 148,008 12,961 155,532 13,617 163,404 14,308 171,696 m41 Information Technology Director 11,744 140,928 12,334 148,008 12,961 155,532 13,617 163,404 14,308 171,696 m40 Airport Director 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 13,956 167,472 m40 Development Engineering Director 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 13,956 167,472 m40 Development Services Director 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 13,956 167,472 m40 Facilities Director 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 13,956 167,472 m40 Maintenance Services Director 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 13,956 167,472 m40 Planning Director 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 13,956 167,472 m40 Transportation Systems Director 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 13,956 167,472 m40 Utility Systems Director 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 13,956 167,472 m39 Parks Planning and Natural Resources Director 11,178 134,136 11,744 140,928 12,334 148,008 12,961 155,532 13,617 163,404 m38 City Clerk/Public Records Officer 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 m38 Communications Director 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 m38 Emergency Management Director 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 m38 HR Labor Relations & Compensation Manager 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 m38 Lead Prosecutor 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 m38 Parks and Trails Director 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 m38 Recreation Director 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 Wage Adjustment 2024 CITY OF RENTON SALARY TABLE NON-REPRESENTED Effective January 1, 2024 STEP A STEP B STEP C STEP D STEP E ELECTED OFFICIALS MANAGEMENT & SUPERVISORY (NON-UNION) AGENDA ITEM #6. e) 4.5% Grade Position Title Monthly Annual Monthly Annual Wage Adjustment 2024 CITY OF RENTON SALARY TABLE NON-REPRESENTED Effective January 1, 2024 STEP A STEP B STEP C STEP D STEP E m37 Application Support Manager 10,643 127,716 11,178 134,136 11,744 140,928 12,334 148,008 12,961 155,532 m37 Equity Manager 10,643 127,716 11,178 134,136 11,744 140,928 12,334 148,008 12,961 155,532 m37 ITS and Maintenance Manager 10,643 127,716 11,178 134,136 11,744 140,928 12,334 148,008 12,961 155,532 m37 Transportation Design Manager 10,643 127,716 11,178 134,136 11,744 140,928 12,334 148,008 12,961 155,532 m37 Transportation Operations Manager 10,643 127,716 11,178 134,136 11,744 140,928 12,334 148,008 12,961 155,532 m37 Transportation Planning Manager 10,643 127,716 11,178 134,136 11,744 140,928 12,334 148,008 12,961 155,532 m37 Utility Engineering Manager 10,643 127,716 11,178 134,136 11,744 140,928 12,334 148,008 12,961 155,532 m36 Budget & Accounting Manager 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 m36 Construction Engineering Manager 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 m36 Current Planning Manager 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 m36 Development Engineering Manager 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 m36 Economic Development Assistant Director 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 m36 Government Affairs Manager 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 m36 Long Range Planning Manager 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 m36 Redevelopment Manager 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 m35 Assistant City Attorney 10,125 121,500 10,643 127,716 11,178 134,136 11,744 140,928 12,334 148,008 m34 GIS Manager 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 m34 Human Resources Benefits Manager 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 m34 Network Systems Manager 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 m34 Organizational Development Manager 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 m34 Risk Manager 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 m33 Community Development & Housing Manager 9,637 115,644 10,125 121,500 10,643 127,716 11,178 134,136 11,744 140,928 m33 Sustainability & Solid Waste Manager 9,637 115,644 10,125 121,500 10,643 127,716 11,178 134,136 11,744 140,928 m33 Water Maintenance Manager 9,637 115,644 10,125 121,500 10,643 127,716 11,178 134,136 11,744 140,928 m32 Capital Projects Manager 9,401 112,812 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 m32 Economic Development Manager 9,401 112,812 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 m32 Fleet Manager 9,401 112,812 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 m32 Human Services Manager 9,401 112,812 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 m32 Parks Planning Manager 9,401 112,812 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 m32 Street Maintenance Manager 9,401 112,812 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 m32 Urban Forestry and Natural Resources Manager 9,401 112,812 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 m32 Waste Water/Special Operations Manager 9,401 112,812 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 m31 Facilities Manager 9,174 110,088 9,637 115,644 10,125 121,500 10,643 127,716 11,178 134,136 m31 Parks Maintenance Manager 9,174 110,088 9,637 115,644 10,125 121,500 10,643 127,716 11,178 134,136 m30 Comms & Community Engagement Manager 8,950 107,400 9,401 112,812 9,874 118,488 10,381 124,572 10,906 130,872 m30 Police Manager 8,950 107,400 9,401 112,812 9,874 118,488 10,381 124,572 10,906 130,872 m29 Communications Manager 8,726 104,712 9,174 110,088 9,637 115,644 10,125 121,500 10,643 127,716 m29 Golf Course Manager 8,726 104,712 9,174 110,088 9,637 115,644 10,125 121,500 10,643 127,716 m29 Prosecuting Attorney 8,726 104,712 9,174 110,088 9,637 115,644 10,125 121,500 10,643 127,716 m29 Recreation Manager 8,726 104,712 9,174 110,088 9,637 115,644 10,125 121,500 10,643 127,716 m28 Financial Operations Manager 8,521 102,252 8,950 107,400 9,401 112,812 9,874 118,488 10,381 124,572 m28 Permit Services Manager 8,521 102,252 8,950 107,400 9,401 112,812 9,874 118,488 10,381 124,572 m28 Tax & Licensing Manager 8,521 102,252 8,950 107,400 9,401 112,812 9,874 118,488 10,381 124,572 m27 Enterprise Content Manager 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 10,125 121,500 m27 Senior Grants Analyst 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 10,125 121,500 m27 Housing Programs Manager 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 10,125 121,500 m27 Museum Manager 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 10,125 121,500 m26 Chief of Staff 8,108 97,296 8,521 102,252 8,950 107,400 9,401 112,812 9,874 118,488 m25 Head Golf Professional 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 m25 Senior Benefits Analyst 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 m25 Senior Employee Relations Analyst 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 m25 Senior Finance Analyst 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 m25 Senior Human Resources Analyst - DEI 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 m25 Senior Risk Management Analyst 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 m25 Solid Waste Program Manager 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 m24 Deputy City Clerk/Public Records Officer 7,722 92,664 8,108 97,296 8,521 102,252 8,950 107,400 9,401 112,812 AGENDA ITEM #6. e) 4.5% Grade Position Title Monthly Annual Monthly Annual Wage Adjustment 2024 CITY OF RENTON SALARY TABLE NON-REPRESENTED Effective January 1, 2024 STEP A STEP B STEP C STEP D STEP E m23 Benefits Analyst 7,525 90,300 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 m23 Employee Relations Analyst 7,525 90,300 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 m23 Recreation Supervisor 7,525 90,300 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 m23 Risk Management Analyst 7,525 90,300 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 m22 Community Events Coordinator 7,348 88,176 7,722 92,664 8,108 97,296 8,521 102,252 8,950 107,400 m22 Community Outreach Coordinator 7,348 88,176 7,722 92,664 8,108 97,296 8,521 102,252 8,950 107,400 m22 Court Services Supervisor 7,348 88,176 7,722 92,664 8,108 97,296 8,521 102,252 8,950 107,400 m22 Employee Health & Safety Coordinator 7,348 88,176 7,722 92,664 8,108 97,296 8,521 102,252 8,950 107,400 m22 Golf Course Supervisor 7,348 88,176 7,722 92,664 8,108 97,296 8,521 102,252 8,950 107,400 m22 Parks & Recreation Coordinator 7,348 88,176 7,722 92,664 8,108 97,296 8,521 102,252 8,950 107,400 m21 City Council Liaison 7,166 85,992 7,525 90,300 7,911 94,932 8,311 99,732 8,726 104,712 m21 Executive Assistant 7,166 85,992 7,525 90,300 7,911 94,932 8,311 99,732 8,726 104,712 m21 Senior Tax & Licensing Auditor 7,166 85,992 7,525 90,300 7,911 94,932 8,311 99,732 8,726 104,712 m20 6,991 83,892 7,348 88,176 7,722 92,664 8,108 97,296 8,521 102,252 m19 6,824 81,888 7,166 85,992 7,525 90,300 7,911 94,932 8,311 99,732 m18 Payroll Technician 3 6,652 79,824 6,991 83,892 7,348 88,176 7,722 92,664 8,108 97,296 m17 Legal Analyst 6,495 77,940 6,824 81,888 7,166 85,992 7,525 90,300 7,911 94,932 n16 Administrative Assistants (All Depts)6,310 75,720 6,628 79,536 6,953 83,436 7,311 87,732 7,676 92,112 n16 Finance Analyst 3 6,310 75,720 6,628 79,536 6,953 83,436 7,311 87,732 7,676 92,112 n16 Tax & Licensing Auditor 2 6,310 75,720 6,628 79,536 6,953 83,436 7,311 87,732 7,676 92,112 n15 6,146 73,752 6,463 77,556 6,788 81,456 7,133 85,596 7,498 89,976 n14 6,001 72,012 6,310 75,720 6,628 79,536 6,953 83,436 7,311 87,732 n13 Finance Analyst 2 5,853 70,236 6,146 73,752 6,463 77,556 6,788 81,456 7,133 85,596 n13 Human Resources Specialist 5,853 70,236 6,146 73,752 6,463 77,556 6,788 81,456 7,133 85,596 n13 Payroll Technician 2 5,853 70,236 6,146 73,752 6,463 77,556 6,788 81,456 7,133 85,596 n13 Tax & Licensing Auditor 1 5,853 70,236 6,146 73,752 6,463 77,556 6,788 81,456 7,133 85,596 n12 5,716 68,592 6,001 72,012 6,310 75,720 6,628 79,536 6,953 83,436 n11 Assistant Golf Professional 5,572 66,864 5,853 70,236 6,146 73,752 6,463 77,556 6,788 81,456 n10 Finance Analyst 1 5,438 65,256 5,716 68,592 6,001 72,012 6,310 75,720 6,628 79,536 n10 Payroll Technician 1 5,438 65,256 5,716 68,592 6,001 72,012 6,310 75,720 6,628 79,536 n09 5,309 63,708 5,572 66,864 5,853 70,236 6,146 73,752 6,463 77,556 n08 5,175 62,100 5,438 65,256 5,716 68,592 6,001 72,012 6,310 75,720 n07 5,050 60,600 5,309 63,708 5,572 66,864 5,853 70,236 6,146 73,752 n06 4,925 59,100 5,175 62,100 5,438 65,256 5,716 68,592 6,001 72,012 n05 4,806 57,672 5,050 60,600 5,309 63,708 5,572 66,864 5,853 70,236 n04 4,691 56,292 4,925 59,100 5,175 62,100 5,438 65,256 5,716 68,592 n03 4,581 54,972 4,806 57,672 5,050 60,600 5,309 63,708 5,572 66,864 n02 4,469 53,628 4,691 56,292 4,925 59,100 5,175 62,100 5,438 65,256 n01 Office Specialist 4,366 52,392 4,581 54,972 4,806 57,672 5,050 60,600 5,309 63,708 NON-UNION (CLERICAL, OTHER) AGENDA ITEM #6. e) 4.5% Grade Position Title Monthly Annual Monthly Annual Wage Adjustment 2024 CITY OF RENTON SALARY TABLE NON-REPRESENTED Effective January 1, 2024 STEP A STEP B STEP C STEP D STEP E $7,249 Completion of 5 Yrs Completion of 10 Yrs Completion of 15 Yrs Completion of 20 Yrs Completion of 25 Yrs Completion of 30 Yrs (1) In addition to salary receives annual car allowance of $4800 or use of a city vehicle. Not eligible for longevity. (2) (3) Eligible for Longevity at the Non-Represented Longevity pay scale. Not eligible for Education or Uniform Allowance. (4)Eligible for Longevity at the Non-Represented Longevity pay scale. Not eligible for Education or Uniform Allowance. Eligible for 3% cash premium or 3% into deferred compensation per employee's discretion for passing physical fitness. (5)Receive Education/Longevity & Uniform Allowance based on Union Contract. Eligible for 3% deferred compensation for passing physical fitness. Eligible for P2 paid job injury leave based on Union Contract. (6) 4 year term. Not eligible for longevity. (7) Council president to be paid $300/month above council members salary. 2% Step a14E $145 per month NON-REPRESENTED LONGEVITY PAY as of 1/1/2024 Step a14, E = 3% Step a14E $217 per month 4% Step a14E $290 per month for Management and Non-Represented employees; except for CAO receives 11% per year. 5% Step a14E $362 per month 6% Step a14E $435 per month 7% Step a14E $507 per month Council members salary set per Salary Commission effective 4/1/20. Council receives 2% of salary for deferred comp. If members are prohibited from participating in PERS, they receive an extra 1.4 % of salary for deferred compensation. Not eligible for longevity. The city contributes 4% of employee's base wage per year to a deferred compensation account AGENDA ITEM #6. e) Wage Adjustment 4.5% Grade Position Title Monthly Annual Monthly Annual a40 11,282 135,384 11,845 142,140 12,446 149,352 13,078 156,936 13,738 164,856 a39 11,026 132,312 11,573 138,876 12,141 145,692 12,758 153,096 13,404 160,848 - a38 10,745 128,940 11,282 135,384 11,845 142,140 12,446 149,352 13,078 156,936 a37 10,498 125,976 11,026 132,312 11,573 138,876 12,141 145,692 12,758 153,096 a36 Principal Civil Engineer 10,232 122,784 10,745 128,940 11,282 135,384 11,845 142,140 12,446 149,352 a35 9,987 119,844 10,498 125,976 11,026 132,312 11,573 138,876 12,141 145,692 a34 9,743 116,916 10,232 122,784 10,745 128,940 11,282 135,384 11,845 142,140 a33 Civil Engineer 3 9,508 114,096 9,987 119,844 10,498 125,976 11,026 132,312 11,573 138,876 a32 9,278 111,336 9,743 116,916 10,232 122,784 10,745 128,940 11,282 135,384 a31 Assistant Airport Manager 9,044 108,528 9,508 114,096 9,987 119,844 10,498 125,976 11,026 132,312 a31 Principal Planner 9,044 108,528 9,508 114,096 9,987 119,844 10,498 125,976 11,026 132,312 a31 Structural Plans Examiner 9,044 108,528 9,508 114,096 9,987 119,844 10,498 125,976 11,026 132,312 a30 Client Technology Sys & Support Super.8,828 105,936 9,278 111,336 9,743 116,916 10,232 122,784 10,745 128,940 a30 Civil Engineer 2 8,828 105,936 9,278 111,336 9,743 116,916 10,232 122,784 10,745 128,940 a29 ITS & Signal Maintenance Supervisor 8,613 103,356 9,044 108,528 9,508 114,096 9,987 119,844 10,498 125,976 a29 Program Development Coordinator 2 8,613 103,356 9,044 108,528 9,508 114,096 9,987 119,844 10,498 125,976 a29 Senior Systems Analyst 8,613 103,356 9,044 108,528 9,508 114,096 9,987 119,844 10,498 125,976 a29 ITS & Signal Maintenance Supervisor 8,613 103,356 9,044 108,528 9,508 114,096 9,987 119,844 10,498 125,976 a28 Senior Planner 8,400 100,800 8,828 105,936 9,278 111,336 9,743 116,916 10,232 122,784 a28 Capital Project Coordinator 8,400 100,800 8,828 105,936 9,278 111,336 9,743 116,916 10,232 122,784 a28 Senior Network Systems Specialist 8,400 100,800 8,828 105,936 9,278 111,336 9,743 116,916 10,232 122,784 a28 Senior Planner 8,400 100,800 8,828 105,936 9,278 111,336 9,743 116,916 10,232 122,784 a27 Senior Business Systems Analyst 8,197 98,364 8,613 103,356 9,044 108,528 9,508 114,096 9,987 119,844 a26 Civil Engineer 1 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 9,743 116,916 a26 GIS Analyst 3 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 9,743 116,916 a26 Systems Analyst 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 9,743 116,916 a26 Water Utility Maintenance Supervisor 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 9,743 116,916 a25 Facilities Coordinator 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 9,508 114,096 a25 Lead Electrical/Ctrl Systems Technician 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 9,508 114,096 a25 Program Development Coordinator 1 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 9,508 114,096 a24 Lead Building Inspector 7,612 91,344 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 a24 Lead Code Compliance Inspector 7,612 91,344 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 a24 Lead Construction Engineering Inspector 7,612 91,344 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 a24 Network Systems Specialist 7,612 91,344 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 a24 Senior Economic Development Specialist 7,612 91,344 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 a24 Network Systems Specialist 7,612 91,344 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 a24 Transportation Planner 7,612 91,344 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 a23 Airport Ops & Maintenance Supervisor 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a23 Building Plan Reviewer 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a23 Business Systems Analyst 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a23 Engineering Specialist 3 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a23 GIS Analyst 2 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a23 Pavement Management Technician 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a23 Plan Reviewer 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 2024 CITY OF RENTON SALARY TABLE AFSCME, Local 2170 Effective January 1, 2024 STEP A STEP B STEP C STEP D STEP E AGENDA ITEM #6. e) Wage Adjustment 4.5% Grade Position Title Monthly Annual Monthly Annual 2024 CITY OF RENTON SALARY TABLE AFSCME, Local 2170 Effective January 1, 2024 STEP A STEP B STEP C STEP D STEP E a23 Property Services Specialist 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a23 Signal & ITS Technician 3 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a23 Street Maintenance Services Supervisor 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a23 Waste Water Maint. Services Supervisor 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a23 Water Maintenance Services Supervisor 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a22 Neighborhood Program Coordinator 7,249 86,988 7,612 91,344 7,994 95,928 8,400 100,800 8,828 105,936 a22 Senior Paralegal 7,249 86,988 7,612 91,344 7,994 95,928 8,400 100,800 8,828 105,936 a22 Utility Accounts Supervisor 7,249 86,988 7,612 91,344 7,994 95,928 8,400 100,800 8,828 105,936 a21 Associate Planner 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Building Inspector/Combination 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Building Inspector/Electrical 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Case Manager 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Code Compliance Inspector 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Communications Specialist 2 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Construction Engineering Inspector 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Custodial Maintenance Supervisor 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Emergency Management Coordinator 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Facilities Supervisor 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 GIS Analyst 1 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Parks Maintenance Supervisor 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Signal/Electronics Systems Technician 3 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Traffic Signage & Marking Supervisor 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Water Meter Tech. Services Supervisor 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a20 Business Coordinator - Airport 6,894 82,728 7,249 86,988 7,612 91,344 7,994 95,928 8,400 100,800 a20 Economic Development Specialist 6,894 82,728 7,249 86,988 7,612 91,344 7,994 95,928 8,400 100,800 a20 Housing Repair Coordinator 6,894 82,728 7,249 86,988 7,612 91,344 7,994 95,928 8,400 100,800 a20 Human Services Coordinator 6,894 82,728 7,249 86,988 7,612 91,344 7,994 95,928 8,400 100,800 a20 Inspecting Arborist 6,597 79,164 6,937 83,244 7,284 87,408 7,650 91,800 8,038 96,456 a20 Public Records Analyst 6,894 82,728 7,249 86,988 7,612 91,344 7,994 95,928 8,400 100,800 a20 Inspecting Arborist 6,597 79,164 6,937 83,244 7,284 87,408 7,650 91,800 8,038 96,456 a19 Client Technology Services Specialist 2 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 a19 Electrical Technician 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 a19 Engineering Specialist 2 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 a19 HVAC Systems Technician 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 a19 Lead Vehicle & Equipment Mechanic 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 a19 Signal & ITS Technician 2 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 a19 Water Utility Instr./SCADA Technician 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 a18 Development Services Representative 6,567 78,804 6,894 82,728 7,249 86,988 7,612 91,344 7,994 95,928 a18 Farmers Market Coordinator 6,567 78,804 6,894 82,728 7,249 86,988 7,612 91,344 7,994 95,928 a18 Recreation Program Coordinator 6,567 78,804 6,894 82,728 7,249 86,988 7,612 91,344 7,994 95,928 a18 Senior Sustainability Specialist 6,567 78,804 6,894 82,728 7,249 86,988 7,612 91,344 7,994 95,928 a17 Assistant Planner 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 a17 Digital Communications Specialist 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 a17 Maintenance Buyer 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 a17 Paralegal 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 a17 Public Records Specialist 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 a17 Signal/Electronics Systems Technician 2 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 a17 Water Quality/Treatment Plant Operator 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 a17 Digital Communications Specialist 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 a16 Lead Golf Course Maintenance Worker 6,253 75,036 6,567 78,804 6,894 82,728 7,249 86,988 7,612 91,344 a16 Lead Maintenance Services Worker 6,253 75,036 6,567 78,804 6,894 82,728 7,249 86,988 7,612 91,344 a16 Lead Parks Maintenance Worker 6,253 75,036 6,567 78,804 6,894 82,728 7,249 86,988 7,612 91,344 a16 Program Assistant 6,253 75,036 6,567 78,804 6,894 82,728 7,249 86,988 7,612 91,344 a16 Sustainability Specialist 6,253 75,036 6,567 78,804 6,894 82,728 7,249 86,988 7,612 91,344 AGENDA ITEM #6. e) Wage Adjustment 4.5% Grade Position Title Monthly Annual Monthly Annual 2024 CITY OF RENTON SALARY TABLE AFSCME, Local 2170 Effective January 1, 2024 STEP A STEP B STEP C STEP D STEP E a15 City Clerk Specialist 2 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Client Technology Services Specialist 1 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Court Operations Specialist 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Facilities Technician 2 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Grounds Equipment Mechanic 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Lift Station Technician 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Planning Technician 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Senior Program Specialist 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Senior Traffic Maintenance Worker 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Signal & ITS Technician 1 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Vehicle & Equipment Mechanic 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Water Utility Maintenance Technician 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a14 Asset Management Systems Technician 5,948 71,376 6,253 75,036 6,567 78,804 6,894 82,728 7,249 86,988 a14 Recreation Systems Technician 5,948 71,376 6,253 75,036 6,567 78,804 6,894 82,728 7,249 86,988 a13 Airport Operations Specialist 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 a13 Engineering Specialist 1 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 a13 Facilities Technician 1 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 a13 Housing Maintenance Technician 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 a13 Permit Services Specialist 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 a13 Print & Mail Supervisor 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 a13 Program Specialist 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 a13 Signal/Electronics Systems Technician 1 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 a12 Communications Specialist 1 5,663 67,956 5,948 71,376 6,253 75,036 6,567 78,804 6,894 82,728 a12 Golf Course Maintenance Worker 3 5,663 67,956 5,948 71,376 6,253 75,036 6,567 78,804 6,894 82,728 a12 Judicial Specialist 2 5,663 67,956 5,948 71,376 6,253 75,036 6,567 78,804 6,894 82,728 a12 Maintenance Services Worker 3 5,663 67,956 5,948 71,376 6,253 75,036 6,567 78,804 6,894 82,728 a12 Parks Maintenance Worker 3 5,663 67,956 5,948 71,376 6,253 75,036 6,567 78,804 6,894 82,728 a12 Traffic Maintenance Worker 2 5,663 67,956 5,948 71,376 6,253 75,036 6,567 78,804 6,894 82,728 a11 Airport Maintenance Worker 5,523 66,276 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 a11 City Clerk Specialist 1 5,523 66,276 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 a11 Fleet Management Technician 5,523 66,276 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 a11 Lead Maintenance Custodian 5,523 66,276 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 a11 Recreation Specialist 5,523 66,276 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 a11 Water Meter System Specialist 5,523 66,276 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 a10 Legal Assistant 5,388 64,656 5,663 67,956 5,948 71,376 6,253 75,036 6,567 78,804 a09 Accounting Assistant 4 5,256 63,072 5,523 66,276 5,801 69,612 6,092 73,104 6,403 76,836 a09 Administrative Secretary 1 5,256 63,072 5,523 66,276 5,801 69,612 6,092 73,104 6,403 76,836 a09 Golf Course Operations Assistant 5,256 63,072 5,523 66,276 5,801 69,612 6,092 73,104 6,403 76,836 a09 Recreation Assistant 5,256 63,072 5,523 66,276 5,801 69,612 6,092 73,104 6,403 76,836 a08 Golf Course Maintenance Worker 2 5,129 61,548 5,388 64,656 5,663 67,956 5,948 71,376 6,253 75,036 a08 Judicial Specialist 1 5,129 61,548 5,388 64,656 5,663 67,956 5,948 71,376 6,253 75,036 a08 Maintenance Services Worker 2 5,129 61,548 5,388 64,656 5,663 67,956 5,948 71,376 6,253 75,036 a08 Parks Maintenance Worker 2 5,129 61,548 5,388 64,656 5,663 67,956 5,948 71,376 6,253 75,036 a08 Purchasing Assistant 5,129 61,548 5,388 64,656 5,663 67,956 5,948 71,376 6,253 75,036 a08 Traffic Maintenance Worker 1 5,129 61,548 5,388 64,656 5,663 67,956 5,948 71,376 6,253 75,036 a07 Accounting Assistant 3 5,005 60,060 5,256 63,072 5,523 66,276 5,801 69,612 6,092 73,104 a07 Maintenance Custodian 5,005 60,060 5,256 63,072 5,523 66,276 5,801 69,612 6,092 73,104 a07 Secretary 2 5,005 60,060 5,256 63,072 5,523 66,276 5,801 69,612 6,092 73,104 a07 Water Meter Technician 5,005 60,060 5,256 63,072 5,523 66,276 5,801 69,612 6,092 73,104 a06 4,887 58,644 5,129 61,548 5,388 64,656 5,663 67,956 5,948 71,376 a05 Accounting Assistant 2 4,765 57,180 5,005 60,060 5,256 63,072 5,523 66,276 5,801 69,612 AGENDA ITEM #6. e) Wage Adjustment 4.5% Grade Position Title Monthly Annual Monthly Annual 2024 CITY OF RENTON SALARY TABLE AFSCME, Local 2170 Effective January 1, 2024 STEP A STEP B STEP C STEP D STEP E a04 Court Security Officer 4,651 55,812 4,887 58,644 5,129 61,548 5,388 64,656 5,663 67,956 a04 Golf Course Maintenance Worker 1 4,651 55,812 4,887 58,644 5,129 61,548 5,388 64,656 5,663 67,956 a04 Maintenance Services Worker 1 4,651 55,812 4,887 58,644 5,129 61,548 5,388 64,656 5,663 67,956 a04 Parks Maintenance Worker 1 4,651 55,812 4,887 58,644 5,129 61,548 5,388 64,656 5,663 67,956 a04 Pro Shop Assistant 4,651 55,812 4,887 58,644 5,129 61,548 5,388 64,656 5,663 67,956 a03 Accounting Assistant 1 4,537 54,444 4,765 57,180 5,005 60,060 5,256 63,072 5,523 66,276 a03 Parks Maintenance Assistant 2 4,537 54,444 4,765 57,180 5,005 60,060 5,256 63,072 5,523 66,276 a03 Print & Mail Assistant 4,537 54,444 4,765 57,180 5,005 60,060 5,256 63,072 5,523 66,276 a02 4,435 53,220 4,651 55,812 4,887 58,644 5,129 61,548 5,388 64,656 a01 Custodian 4,319 51,828 4,537 54,444 4,765 57,180 5,005 60,060 5,256 63,072 a01 Golf Course Associate 4,319 51,828 4,537 54,444 4,765 57,180 5,005 60,060 5,256 63,072 a01 Parks Maintenance Assistant 1 4,319 51,828 4,537 54,444 4,765 57,180 5,005 60,060 5,256 63,072 $7,249 Completion of 5 Yrs Completion of 10 Yrs Completion of 15 Yrs Completion of 20 Yrs Completion of 25 Yrs Completion of 30 Yrs per month LONGEVITY PAY Step a14, E = 2% Step a14E $145 per month 3% Step a14E $217 per month 4% Step a14E $290 per month 5% Step a14E $362 The city contributes 1% of employee's base wage per year to a VEBA account. The city contributes 3% of employee's base wage per year to a deferred compensation account. (Article 14) 6% Step a14E $435 per month 7% Step a14E $507 per month AGENDA ITEM #6. e) POLICE DEPARTMENT - Commissioned Officers 5.0% Grade Monthly Annual Monthly Annual Police Chief See Management & Supervisory Matrix, Grade m49 Police Deputy Chief See Management & Supervisory Matrix, Grade m46 Police Commander See Management & Supervisory Matrix, Grade m42 pc61 Sergeant*10,859 130,311 11,402 136,828 (15% over Police Officer)*Step increase at 24 months pc60 Patrol Officer II 7,653 91,840 8,256 99,072 8,847 106,170 9,444 113,327 pc59 Patrol Officer I 7,203 86,442 7,770 93,241 8,327 99,922 8,888 106,662 Percent Interpreters -------------------------------------------3% Detectives ------------------------------------------4% Traffic Assignment-------------------------------4% Motorcycle Assignment------------2% Canine Officer ------------------------------------4% Corporal Assignment --------------------------7.5% Field Training Officer ---------------------------4% Training Officer------------------------------------4% SWAT Assignment ---------------------------------4% SRO Assignment----------------------------------4% Civil Disturbance Unit ---------------------------Paid at rate of double time with 3 hrs minimum when called to emergency. Crisis Communication---------------------------Paid at rate of double time with 3 hrs Unit minimum when called to emergency. Percentage (of base wage) Percentage (of base wage) - - - - - 2024 CITY OF RENTON SALARY TABLE **In Negotiations** STEP A STEP B STEP C STEP D STEP E Wage Adjustment Position Title HAZARD DUTY AND PREMIUM PAY (Article 6.7 and 6.8) MONTHLY LONGEVITY PAY (Appendix B) Years of Service Completion of 5 Yrs 2% Frozen Frozen NOTE: Please refer to the current labor agreement for specific information. Completion of 10 Yrs 4% Completion of 15 Yrs 6% Completion of 20 Yrs 10% Completion of 25 Yrs 12% Completion of 30 Yrs 14% MONTHLY EDUCATIONAL INCENTIVE PAY (Appendix B) Effective 1-1-18, Patrol Officer II and Sergeant had 6.25% added to their base pay to reflect the additional 109 hours worked in a calendar year. This is reflected in the ranges above. Effective January 1, 2008, Sergeants assigned to Investigation and Traffic Unit will not receive the 3% premium if they have been in the position of Sergeant for 24 months. AA Degree (90 credits)4% BA Degree/Masters Degree 6% The city contributes 2% of employee's wage base toward deferred compensation. (Appendix A.2.3) The city contributes 3% of employee's wage base toward deferred compensation for passing physical fitness. (Article 6.8.4, and Appendix A.2.4) Effective 1-1-2020, the city began contributing 1% of employee's wage base to a VEBA plan. (Article 14.11) AGENDA ITEM #6. e) POLICE DEPARTMENT - Non-Commissioned Employees 5.0% Grade Position Title Monthly Annual Monthly Annual pn70 6,754 81,048 7,302 87,624 8,024 96,288 8,817 105,804 9,281 111,372 pn69 6,589 79,068 7,123 85,476 7,828 93,936 8,603 103,236 9,054 108,648 pn68 6,429 77,148 6,950 83,400 7,637 91,644 8,392 100,704 8,834 106,008 pn67 Community Engagement Coord.6,272 75,264 6,781 81,372 7,451 89,412 8,187 98,244 8,618 103,416 pn66 6,118 73,416 6,615 79,380 7,269 87,228 7,988 95,856 8,407 100,884 pn65 5,969 71,628 6,453 77,436 7,092 85,104 7,793 93,516 8,203 98,436 pn64 5,823 69,876 6,296 75,552 6,918 83,016 7,603 91,236 8,002 96,024 pn63 5,682 68,184 6,143 73,716 6,749 80,988 7,417 89,004 7,808 93,696 pn62 Police Services Specialist Supervisor 7,835 94,020 (15% above Specialist, Step E) pn61 Electronic Home Detention Coord 5,538 66,456 5,976 71,712 6,581 78,972 7,235 86,820 7,595 91,140 pn60 Crime Analyst 5,613 67,356 6,066 72,792 6,663 79,956 7,183 86,196 7,543 90,516 pn59 Domestic Violence Victim Advocate 5,240 62,880 5,692 68,304 6,325 75,900 6,954 83,448 7,322 87,864 pn58 Evidence Technician 5,284 63,408 5,703 68,436 6,276 75,312 6,904 82,848 7,260 87,120 pn57 Police Services Specialist Lead 7,153 85,836 (5% above Specialist, Step E) pn56 Animal Control Officer 4,983 59,796 5,388 64,656 5,924 71,088 6,514 78,168 6,842 82,104 pn54 Police Services Specialist 4,963 59,556 5,361 64,332 5,901 70,812 6,490 77,880 6,813 81,756 pn53 Police Administrative Specialist 4,304 51,648 4,645 55,740 5,116 61,392 5,629 67,548 5,906 70,872 pn53 Parking Enforcement Officer 4,304 51,648 4,645 55,740 5,116 61,392 5,629 67,548 5,906 70,872 Interpreter Premium…………...……………………..…………….................….....……….…………….3% of base pay (Article 6.5.2) 2.5% of base pay (Article 6.5.3) 4% of base pay (Article 6.5.1) Double time with 3 hrs min (Article 6.4) 2024 CITY OF RENTON SALARY TABLE **In Negotiations** STEP A STEP B STEP C STEP D STEP E Wage Adjustment NON- COMMISSIONED PREMIUM PAY (Articles 6.4 and 6.5) Public Records Act Premium……..…………………………………...............………………………… Field Training Officer, FTO (Police Service Specialist)…...............…………........… Crisis Communication Unit………..........…………………………..............…………..…...……… AGENDA ITEM #6. e) POLICE DEPARTMENT - Non-Commissioned Employees 5.0% 2024 CITY OF RENTON SALARY TABLE **In Negotiations** Wage Adjustment - Effective 1/1/2020, the city began contributing 1% of the employee's base wage to a VEBA plan. (Article 14.10) Completion of 5 Yrs 2% POLICE NON-COMMISSIONED- MONTHLY LONGEVITY INCENTIVE PAY SCHEDULE (Article 12, Appendix B.1) Years of Service Percentage (of base wage) Completion of 10 Yrs 4% Completion of 15 Yrs 6% Completion of 20 Yrs 10% - The city contributes an additional 3% of employee's wage base toward deferred comp for passing physical fitness prior to beginning of each calendar year. (Article 6.8.3) Completion of 25 Yrs 12% Completion of 30 Yrs 14% MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE (Appendix B.2) Percentage (of base wage) AA Degree (90 credits)4% BA/BS Degree or Masters Degree 6% - The city contributes 4.5% of the employee's base wage to a deferred comp account. (Appendix A.3) AGENDA ITEM #6. e) Grade STEP A STEP B STEP C STEP D STEP E h08 15.75 16.00 h09 16.25 16.28 16.50 16.75 17.00 17.25 h10 17.50 17.75 18.00 18.25 18.50 h11 18.75 19.00 19.25 19.50 19.75 h12 20.00 20.50 21.00 21.50 22.00 h13 22.50 23.00 23.50 24.00 24.50 h14 25.00 25.50 26.00 26.50 27.00 h15 27.50 28.00 28.50 29.00 29.50 h16 30.00 30.50 31.00 31.50 32.00 h17 32.50 33.00 33.50 34.00 34.50 h18 35.00 35.50 36.00 36.50 37.00 h19 37.50 38.00 38.50 39.00 39.50 h20 40.00 40.50 41.00 41.50 42.00 h21 42.25 42.50 42.75 43.00 43.25 h22 43.50 43.75 44.00 44.25 44.50 h23 45.00 45.50 46.00 46.50 47.00 h24 47.50 48.00 48.50 49.00 49.50 h25 50.00 51.00 52.00 53.00 54.00 h26 55.00 60.00 65.00 70.00 75.00 h27 80.00 85.00 90.00 95.00 100.00 h28 105.00 110.00 115.00 120.00 125.00 2024 CITY OF RENTON SALARY TABLE SUPPLEMENTAL EMPLOYEE WAGE TABLE AGENDA ITEM #6. e) 1 CITY OF RENTON, WASHINGTON RESOLUTION NO. _______ A RESOLUTION OF THE CITY OF RENTON, WASHINGTON ADOPTING BY REFERENCE THE CURRENT CAPITAL FACILITIES PLANS FOR ISSAQUAH, KENT, AND RENTON SCHOOL DISTRICTS, AND CURRENT CAPITAL FACILITIES PLAN FOR RENTON REGIONAL FIRE AUTHORITY; ADOPTING BY REFERENCE THE “TRANSPORTATION IMPACT FEE UPDATE – INDUSTRIAL LAND USES” MEMORANDUM DATED SEPTEMBER 23, 2022; AND AMENDING THE 2023/2024 CITY OF RENTON FEE SCHEDULE. WHEREAS, on November 23, 2009, the Council adopted Ordinance No. 5509, which removed many fees from the Renton Municipal Code and consolidated them into the 2010 City of Renton Fee Schedule brochure, which has been subsequently amended; and WHEREAS, on November 14, 2022, the City Council passed Resolution No. 4484, adopting an amended fee schedule for 2023 and 2024; and WHEREAS, the fee schedule for 2023 and 2024 was subsequently amended by Resolution Nos. 4492 and 4501; and WHEREAS, it is necessary to approve an amended fee schedule to make periodic updates as part of the City’s Mid-Biennial Budget amendment; and WHEREAS, under Renton Municipal Code (“RMC”) Section 4-1-190 of Chapter 1, Administration and Enforcement, of Title IV (Department Regulations), the City of Renton has heretofore collected school impact fees on behalf of the Issaquah, Kent, and Renton School Districts, and collected fire impact fees on behalf of the Renton Regional Fire Authority (RRFA); and WHEREAS, the Issaquah, Kent, and Renton School Districts, and Renton Regional Fire Authority (RRFA) each have requested that the City of Renton adopt the Districts’ and RRFA’s AGENDA ITEM #6. e) RESOLUTION NO. _______ 2 current Capital Facilities Plans and adjust the school and fire impact fees as established in the Districts’ Capital Facilities Plans and RRFA’s Capital Facilities Plan; and WHEREAS, the City adopted impact fees for transportation, parks, and fire protection in 2011 based on extensive research reflected in the "Rate Study for Impact Fees for Transportation, Parks and Fire Protection," City of Renton, dated August 26, 2011, adopted by the City Council by Ordinance No. 5670 on October 8, 2012; and WHEREAS, the City adopted impact fees for transportation in 2016 based on research reflected in "Rate Study for Impact Fees for Transportation," City of Renton dated July 5, 2016, adopted by the City Council by Resolution No. 4299 on November 21, 2016; and WHEREAS, the City has again conducted extensive research measuring the impact of new growth and development on transportation public facilities and that research is reflected in a memorandum on the subject of "Transportation Impact Fee Update – Industrial Land Uses," City of Renton dated September 23, 2022; and WHEREAS, on October 2, 2023, the City Council passed Ordinance 6120 exempting early learning facilities, such as daycares, from eighty percent (80%) of the transportation impact fees, for consistency with State law; and WHEREAS, the City Council desires to amend the city’s transportation impact fees to ensure greater compatibility with other local jurisdictions; and to exempt uses within the Center Downtown (CD) from 80% of the transportation impact fees for that use; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DO RESOLVE AS FOLLOWS: AGENDA ITEM #6. e) RESOLUTION NO. _______ 3 SECTION I. The fee schedule is amended and replaced with the 2023-2024 City of Renton Fee Schedule brochure, which is attached hereto as Exhibit A and adopted by this reference (“Fee Schedule”). An updated copy of the Fee Schedule shall at all times be filed with the City Clerk as required by Ordinance No. 5509. SECTION II. The City Council hereby adopts by reference as if fully set forth herein the following Capital Facilities Plans: A. The 2023 Capital Facilities Plan of Issaquah School District No. 411, dated June 2023, attached as Exhibit B; and B. The Kent School District Six-Year Capital Facilities Plan 2022-2023 – 2028-2029, dated June 2023, attached as Exhibit C; and C. The 2023 Capital Facilities Plan of Renton School District No. 403, dated July 2023, attached as Exhibit D; and D. The Renton Regional Fire Authority Capital Facilities Plan, dated August 2023, attached as Exhibit E. SECTION III. The City Council of the City of Renton hereby adopts by reference as if fully set forth herein the memorandum regarding "Transportation Impact Fee Update – Industrial Land Uses," City of Renton dated September 23, 2022, as it amends the "Rate Study for Impact Fees for Transportation," City of Renton dated July 5, 2016, as it amends the "Rate Study for Impact Fees for Transportation, Parks and Fire Protection," City of Renton, dated August 26, 2011, as that study relates to Transportation, but reaffirming its adoption of the 2011 study as it relates to Parks and Fire Protection. The memorandum is attached hereto as Exhibit F. AGENDA ITEM #6. e) RESOLUTION NO. _______ 4 SECTION IV. The amended Fee Schedule adopted by Section I of this resolution shall be effective on January 1, 2024 and thereafter act as the City of Renton’s Fee Schedule for all fees or changes referenced therein. The Fee Schedule shall remain in effect until amended or otherwise replaced by the City Council. In the event the Fee Schedule is not amended prior to the year 2025, the fees specified for the year 2024 shall continue to apply into and beyond 2025 until amended by the City Council. PASSED BY THE CITY COUNCIL the day of , 2023. ______________________________ Jason A. Seth, City Clerk APPROVED BY THE MAYOR this day of , 2023. ______________________________ Armondo Pavone, Mayor Approved as to form: Shane Moloney, City Attorney RES-FIN:1955:10/31/23 AGENDA ITEM #6. e) RESOLUTION NO. ________ EXHIBIT A 2023-2024 City of Renton Fee Schedule brochure AGENDA ITEM #6. e) City of Renton Fee Schedule 2023‐2024 Rev. July 2023 AGENDA ITEM #6. e) City of Renton Fee Schedule 2023‐2024 Table of Contents Page SECTION I. MISCELLANEOUS FEES 1 SECTION II. MAPLEWOOD GOLF COURSE 2 SECTION III. CITY CENTER PARKING FEES 2 SECTION IV. AQUATIC FEES 3 SECTION V. CARCO THEATER (REPEALED) 3 SECTION VI. PARKS AND FACILITIES USE AND RENTAL 3 SECTION VII. COMMUNITY CENTER PASS CARD & FEES 4 SECTION VIII. AIRPORT CHARGES 4 SECTION IX. ANIMAL LICENSES FEES* ‐ RMC 5‐4‐24 SECTION X. BUSINESS LICENSES 5 SECTION XI. ADULT ENTERTAINMENT LICENSES 5 SECTION XII. DEVELOPMENT FEES 6 Building Fees:6 Land Use Review Fees:8 Site Work, Utilities, and Right of Way Fees: 10 Technology Surcharge Fee 14 Impact Fees: 14 Miscellaneous Fees: 15 SECTION XIII. FIRE DEPARMENT FIRE MARSHAL FEES (RFA) 15 16SECTION XIV. MONETARY PENALTY SCHEDULE FOR INFRACTIONS ISSUED UNDER THE AUTHORITY OF CHAPTER 7.80 RCW  AGENDA ITEM #6. e) City of Renton Fee Schedule 2023‐2024 SECTION I. MISCELLANEOUS FEES1 2023 2024 1. Maps: a.$4 $4 b.  $12 $12 c.  $4 $4 d.  $12 $12 e.  $5 $5 2. Plat: a.  $2 $2 b.  $1 $1 3. Photocopies:  a.  $0.15 $0.15 b.  $0.20 $0.20 c.  $0.25 $0.25 4. Budget: a.  $10 $10 b.  N/C N/C 5. Audio or Video Recording Copies: a.$2 $2 b.$2 $2 6. Regulations and Plans: a.Comprehensive Plan and Map $30 $30 b.Title IV, Development Regulations: (i) Text and Zoning Map $110 $110 (ii) Text only $100 $100 c.Individual Chapters of Development Regulations $10 $10 d. Renton Municipal Code (two volumes)$400 $400 e.Code Supplements, per year: (i) Titles I ‐ III and VI ‐ X $70 $70 (ii) Title IV $70 $70 7. Miscellaneous Services: a.Certification and Notary Fees ‐ Clerk's Certification $10 $10 b.Notary Public Attestation or Acknowledgement or as $10 $10 otherwise provided for in RCW 42.28.090, per signature c.Hold Harmless Agreements and other similar documents $20 $20 not otherwise provided for d.Lamination of licenses, pictures $6 $6 e.Community Development Block Grants (CDBG) Loan Program: (i) Application Fee $200 $200 (ii) Loan Origination Fee $150 or 0.25% of loan amount,  whichever is greater $150 or 0.25% of loan amount,  whichever is greater (iii) Closing Costs (including any legal fees)50% of total actual costs 50% of total actual costs 8. Miscellaneous Charges for Police Services: a.Police Reports per page $0.15 $0.15 b.Record Checks (Written Response) $5 $5 c.Photographs ‐ Digital on CD $2 $2 d.Photographs ‐ black & white or color ‐ Cost of developing film Cost Cost e.Fingerprint Cards $5 $5 (i) Each additional card $1 $1 9. Charges for Fire Documents: a.Fire reports per page $0.15 $0.15 b.Fire investigative report on CD $2 $2 c.First copy ‐ black & white or color ‐ Cost of developing film Cost Cost d.Additional copy ‐ black & white or color ‐ Cost of developing film Cost Cost 10. Computer Listings: a.City of Renton new business list $10 $10 b.List of all business licenses $20 $20 c.Copies requested to be faxed, local number $3 $3 d.Copies requested to be faxed, long distance number (i) Multi‐family: 2 units, Duplexes, & Accessory Dwelling Unit (ADU)1 $10 $10 (ii) Six (6) or more pages (ten (10) page limit)$20 $20 11. Utility Fee: a.Special Request Water Meter Reading $30 $30 b.Utility New Account Setup $25 $25 c.Utility Billing Account Transfer (tenant billing form)$5 $5 d.Water utility outstanding balance search requested by $25 $25 fax, messenger, or letter e Water turn off and turn on fee $60 $60 f Water utility shutoff list processing fee $60 $60 g Water delinquent late fee of 10% of past due charges but not less than fifty cents 10% 10% h Water after hours service charge to turn on water after 3 p.m. (additional fee)$90 $90 i Tenant notification fee for impending shutoff of water per tenant $5 $5 j Petition filing fee for stormwater appeal from category determination and assessment $75 $75 k Meter Accuracy Reading ‐ For testing 3/4" through 2" meter $40 $40 l Meter Accuracy Reading ‐ For testing meters larger than 2"Time & Materials, requires Time & Materials, requires a $60 refundable deposit a $60 refundable deposit prior to test prior to test 12. Schedule of Fines for False Alarms ‐ Security/Burglar: (effective February 1, 2019) a.$25 $25 b.N/C N/C c.N/C N/C d.$100 $100 e.$250 $250 f.$25 $25 g.$50 $50 1  A registration year shall mean January 1 thru December 31 each year. 13. NSF Check Fees $25 $25 SECTION I. MISCELLANEOUS FEES1 (CONTINUED)2023 2024 14. Veteran Park Tile: Three lines $75 $75 15. Electronic Records1,2,3: Late Payment Fee Unregistered Alarm System Fee First False Alarm in a registration year1 One‐time Registration Fee Annual Registration Renewal Second False Alarm in a registration year1 Third or more False Alarm in a registration year1 Audio recording, each copy Video recording, each copy City's Budget to other municipality or quasi‐municipal corporation or other nonprofit charitable or education organization City's Budget Zoning maps ‐ standard 11 x 17 Zoning maps ‐ large 24 x 36 Comprehensive Plan map ‐ standard 11 x 17 Comprehensive Plan map ‐ large 24 x 36 Precinct maps First page Each additional page Each 8.5" x 11" or 8.5" x 14" Each 11" x 17" Each 8.5" x 11" or 8.5" x 14" color AGENDA ITEM #6. e) City of Renton Fee Schedule 2023‐2024 a.Photocopies or printed copies of electronic records, per page $0.15 $0.15 b.Scanning paper records, per page $0.10 $0.10 c.$0.05 $0.05 d.$0.10 $0.10 e.Body worn camera footage redaction, per minute of documented staff time, plus other documented costs of redaction $0.64 $0.64 16. Document Recording Fees: a.Actual Costs Actual Costs b.Actual Costs Actual Costs 17. Publication Fees: Actual Costs Actual Costs SECTION II. MAPLEWOOD GOLF COURSE 2023 2024 1. a.Weekday: (i) 18 Hole $43 $43 (ii) 9 Hole $32 $32 (iii) 18 Hole, Senior $34 $34 (iv) 9 Hole, Senior $26 $26 (v) 18 Hole, Junior $25 $26 (vi) 9 Hole, Junior $19 $20 b.Weekend: (i) 18 Hole $50 $50 (ii) 9 Hole $32 $35 2. Club Rental1: a.Regular $30 $35 b.Premium $60 $65 3. Golf Cart Fees1: a.18 Hole $36 $38 b.18 Hole Single Rider $28 $28 c.9 Hole $24 $26 d.9 Hole Single Rider $18 $18 e.Trail Fee $15 $15 f.Half Cart, 18 Hole $18 $19 g.Half Cart, 9 Hole $12 $13 4. Driving Range Fees1: a.Large Bucket $13 $14 b.Small Bucket $10 $11 c.Warm‐up Bucket $6 $7 5. Lesson Fees: a.1/2 Hour Private $55 $60 b.1 Hour Private $80 $90 c.1/2 Hour Series Private $200 $220 d.1 Hour Series Private $300 $330 e.Group Series $140 $160 f.1/2 Hour Private, Junior $35 $40 g.Playing Lesson(3‐hole minimum/9‐hole maximum) per hole $25 $30 1 Rates include Washington State Sales Tax (WSST) SECTION III. City CENTER PARKING FEES 2023 2024 1. City Center Parking Garage Fees: Parking rates for retail parking will be as follows: a.Zero (0) ‐ two (2) hours N/C N/C b.Two (2) ‐ four (4) hours $2 $2 c.Four (4) ‐ six (6) hours $4 $4 d.Six (6) ‐ (10) hours $6 $6 e. 10 hours or more $10 $10 f.Monthly pass‐holders, tax included $35 $35 Green Fees1:  Transmission of records in an electronic format or for the use of agency equipment to send the records electronically, per gigabyte (GB) Electronic files or attachments uploaded for electronic delivery (email, cloud‐based data storage service, or other means of electronic delivery), for each four (4) files The applicant shall pay all document recording fees charged by King county and all administrative fees charged by the title company for  processing. Payment in full shall by submitted to the City before documents are sent for recording 1  The charges identified in RCW 42.56.120(3)(b) (and referenced above) may be combined to the extent that more than one type of charge applies to copies produced in response to a particular request. The actual  cost of any digital storage media or device provided by the agency. Alternatively, the City may charge a flat fee of up to $2 for the entire request as long as the cost of uploading and transmitting the electronic  records is reasonably estimated to equal or exceed that amount. Only one $2 flat fee per request is authorized for electronic records produced in installments. When records are provided electronically on a CD,  DVD, thumb drive, flash drive, or other electronic device, the requestor will be charged for the cost of the electronic storage device. The City may charge an actual‐cost service charge for requests that require use  of IT expertise to prepare data compilations or provide customized electronic access services when not used by the City for other purposes. A cost estimate and explanation will be provided to the requestor before  incurring the costs. 2  Option to waive charges.  The City may waive charges associated with fulfilling a request.  The decision will be based on various factors, including the volume and format of the responsive documents. The  decision to assess fees for fulfilling a public records request shall be made on a consistent and equitable basis, dependent primarily upon the amount of staff time required for copying, scanning, shipping,  uploading, and/or transmitting the records associated with fulfilling a request. 3  Certified copies.  If the requestor is seeking a certified copy of a City record, an additional charge of $1.00 per each complete document may be applied to cover the additional expense and time required for  certification. 1  Should Section I fees due total less than $4.00 and no other fee is due to the City at the same time, the department administrator may authorize to waive the entire amount due at their discretion. For purposes of this section, "weekend" shall mean Friday, Saturday, and Sunday. "Weekday" shall mean the remaining four days of the week. "Junior" shall mean ages 17 and under, "Senior" shall mean ages  62 and over.  Off‐season and promotional rates determined by management; posted on website. The applicant shall pay all Publication fees charged by publication outlet used by the City (The Seattle Times or equivalent). Payment in full shall  be made to the City prior to public hearing, permit approval or issuance, whichever comes first Miscellaneous charges associated with document recording, such as courier fees AGENDA ITEM #6. e) City of Renton Fee Schedule 2023‐2024 SECTION IV. AQUATIC FEES 2023 2024 1. Admission for the Aquatic Center shall be as follows: a.Regular Session: (i) Infants ‐ under 1 year N/C N/C (ii) Youth ‐ 1 to 4 years $8 $8 (iii) Ages 5 and up $16 $16 (iv) Lap swim ‐ water walking only $5 $7 (v) Locker Rental $0.25 $0.25 b.Canopy Rental Fees1: (includes canopy and admission for one leisure swim session): (i) Henry Moses Party Tent #1  (10' x 20' for up to twenty‐five (25) guests on wave pool): (1) Resident Rate, per session $600 $600 (2) Non‐resident Rate, per session $700 $700 (ii) Henry Moses Party Tent #2  (10' x 20' for up to twenty‐five (25) guests): (1) Resident Rate $500 $500 (2) Non‐Resident Rate $600 $600 (iii) Henry Moses Party Tent #3 (10' x 10' for up to ten (10) guests): (1) Resident Rate, per session $250 $250 (2) Non‐resident Rate, per session $300 $300 c.Resident Rate all inclusive1 $3,800 $3,800 d.Non‐resident Rate all inclusive1 $4,800 $4,800 e.Swim Lesson Program: Fees and associated descriptions are published in the "Let's Go Renton " Renton Activities Guide f.End‐of‐year School Party Rentals: (i) Renton School District (1) 001 ‐ 299 students $1,900 $1,900 (2) 300 ‐ 399 students $2,250 $2,250 (3) 400 ‐ 499 students $2,400 $2,400 (4) 500 ‐ 599 students $2,550 $2,550 (ii) Other Schools and Districts (1) 001 ‐ 299 students $2,450 $2,450 (2) 300 ‐ 399 students $2,850 $2,850 (3) 400 ‐ 499 students $3,150 $3,150 (4) 500 ‐ 599 students $3,360 $3,360 1  Sales tax not included in the rental fee 2. Boat Launch Rates: a.Daily resident ‐ 7 days a week $20 $20 b.Daily Non‐resident ‐ 7 days a week $25 $25 c.Overnight resident ‐ 7 days a week $25 $25 d.Overnight Non‐resident ‐ 7 days a week $45 $45 e.Annual parking boat launch permit ‐ resident $70 $70 f.Annual parking boat launch permit ‐ non‐resident $130 $130 g. (i) $110 $110 (ii) $115 $115 SECTION V. CARCO THEATER (REPEALED)2023 2024 SECTION VI. PARKS AND FACILITIES USE AND RENTAL 2023 2024 1. Outlying Picnic Shelters (Cedar River Trail, Liberty Park, Phillip Arnold Park, Teasdale Park and Heritage Park) Maximum of 50 people: a.Resident 10am‐7pm $150 $150 b.Non‐resident 10am‐7pm $290 $290 2. Gene Coulon Beach Park Shelters (South #1, South #2 and Creekside) Maximum of 75 people: a.Resident 10am‐7pm $150 $150 b.Non‐resident 10am‐7pm $290 $290 e.South Shelters 1 & 2 Resident rate $310 $310 f.South Shelters 1 & 2 Non‐resident rate $610 $610 3. Gene Coulon Beach Park Shelters (North Shelter): a.Resident 10am‐7pm $200 $200 b.Non‐resident 10am‐7pm $360 $360 4. Basketball court rate per hour (Tournament Play Only): a.Resident rate $25 $25 b.Non‐resident rate $30 $30 5. a.Resident rate per hour $25 $25 b.Non‐resident rate per hour $30 $30 c.Temporary Event Permit Fee $85 $85 6. Piazza Park Open Space Event Rental a.Full day rental  10am ‐ 7pm $500 $500 7. Photo Shoots per hour: a.Commercial Film and Photo Shoots per hour $300 $300 8. Electrical Spider Box rental: a.      Electrical spider box rental per box, per event, with special event approval $200 $200 Open Space Area in the Parks (Cascade, Teasdale, Phillip Arnold, Cedar River, Earlington, Gene Coulon, Glencoe, Kennydale Lions, Sunset, and  Riverview Parks): Fishing Tournaments at Coulon Beach (additional rental fee if using the Pavilion area for weigh in and or electricity at the current rental rate) per event Resident rate Non‐resident rate AGENDA ITEM #6. e) City of Renton Fee Schedule 2023‐2024 SECTION VI. PARKS AND FACILITIES USE AND RENTAL (CONTINUED)2023 2024 9. Athletic Field Rental, Lights and Prep Fees: a.Sports field rental per hour ‐ resident $30 $30 b.Sports field rental per hour ‐ non‐resident $36 $36 c.Renton Area Youth Sports Agencies, per hour $8 $8 d.Field prep for softball/baseball ‐ resident per occurrence $35 $35 e.Field prep for soccer ‐ resident per occurrence $50 $50 f.Custom Field prep ‐ resident per occurrence $100 $100 g.Field prep for softball/baseball ‐ non‐resident per occurrence $35 $40 h.Field prep for soccer ‐ non‐resident per occurrence $50 $55 i.Custom Field prep ‐ non‐resident per occurrence $100 $100 j.Field lights all sports ‐ resident per hour $30 $30 k.Field lights all sports ‐ non‐resident per hour $36 $36 10. Banquet & Classroom Rental ‐ Community Center & Senior Activity Center: a.Friday evening 5 hour minimum ‐ resident $750 $750 b.Weekend Rates 10 hour minimum ‐ resident $1,500 $1,500 c.Extra hours ‐ per hour ‐ resident $150 $150 d.Friday 5 hour minimum ‐ non‐resident $900 $900 e.Weekend Rates 10 hour minimum ‐ non‐resident $1,800 $1,800 f.Extra hours ‐ per hour ‐ non‐resident $180 $180 g Banquet Room ‐ Mon ‐ Fri ‐ daytime ‐ resident/hr 3 hour min $100 $100 h Banquet Room ‐ Mon ‐ Fri ‐ daytime ‐ non‐resident/hr 3 hour min $90 $120 i.Damage deposit $550 $550 j Cancellation Fee ‐ Less than 90 days $550 $550 11. Classroom and Gymnasium Rental ‐ Renton Community Center: a.Resident single gym athletic ‐ per hour $50 $50 b.Non‐resident single gym athletic ‐ per hour $60 $60 c.Resident double gym athletic ‐ per hour $100 $100 d.Non‐resident double gym athletic ‐ per hour $120 $120 e.Resident single gym non‐athletic $1,000 $1,000 f.Non‐resident single gym non‐athletic $1,200 $1,200 g.Resident double gym non‐athletic $2,000 $2,000 h.Non‐resident double gym non‐athletic $2,400 $2,400 i.Carpet fee single gym ‐ resident & non‐resident $325 $325 j.Carpet fee double gym ‐ resident & non‐resident $650 $650 k.Classroom resident $40 $40 l.Classroom Non‐resident $48 $48 12. Facility Rental ‐ Neighborhood Center: a.Meeting room ‐ resident $35 $40 b.Gymnasium ‐ resident $35 $40 c.Meeting room ‐ non‐resident $40 $48 d.Gymnasium ‐ non‐resident $40 $48 13. Farmer's Market a.10x10 Lot $40 $40 b.Half Lot $20 $20 c.Application fee $30 $30 d.Electrical fee $5 $5 14. Parklet Rentals  a. Parklet Rental including Installation per Occurrence1 $500 $500 15. Outlying Park Buildings (Tiffany Park Building, Kennydale Park Building, Teasdale Park Building) a.6‐hour block ‐ resident $200 $200 b.6‐hour block ‐ non‐resident $240 $240 c.Deposit resident & non‐resident $250 $250 d.Non‐profit fee ‐ per hour (no deposit required)$40 $40 SECTION VII. COMMUNITY CENTER PASS CARD & FEES 2023 2024 Fees and associated descriptions are published and available in the "Let's Go Renton" Recreation Guide. SECTION VIII. AIRPORT CHARGES 2023 2024 1.Airport Fuel Flow Charge:  per gallon $0.08 $0.08 2.JetA Fuel Flow Charge:  per gallon $0.10 $0.10 4. 3.T‐Hangar Waitlist wait list, one time fee $100 $100 7. 4.T‐Hangar, Non‐Refundable Move‐in Fee (non‐refundable)$250 $250 5 T‐Hangar Rental Space (monthly) (plus leasehold excise tax)$409.43 $409.43 5. 6.Tie‐down Waitlist wait list, one time fee $25 $25 7 Tie‐down Rental Space (monthly) (plus leasehold excise tax)$106.43 $106.43 8.Penalty for violation of Minimum Standards/Airport Rules & Regulations (each occurrence)$500 $500 9.Penalty for Movement Area Incursions (each occurrence), assessed to sponsor/tenant $500 $500 6. 10.Lost gate card fee per occurrence $50 $50 3. 11.Transient airplane parking (daily)$8 $8 SECTION IX. ANIMAL LICENSES FEES1 ‐ RMC 5‐4‐2 2023 2024 1.Altered Animal Annual License $30 $30 2.Unaltered Animal Annual License $50 $50 3.Economically Qualified Resident Special Lifetime License $0 $0 4.Duplicate Tag $10 $10 1  Long‐Term Right of Way Permit will be required if located within the City Right of Way.  See Section XII, Development Fees, of the City of Renton Fee Schedule Brochure: Subsection e of subsection 3, Site Work,  Utilities, and Right of Way Fees 1  Please note, impounded animals are subject to license fees, microchipping costs, and other out‐of‐pocket costs as specified in RMC 6‐6‐2. AGENDA ITEM #6. e) City of Renton Fee Schedule 2023‐2024 SECTION X. BUSINESS LICENSES 2023 2024 1. General Business License: a.Registration Fee $150 $150 b.Appeal of Business License Decision $250 $250 2. Penalties: a.The penalty to reinstate an expired business license $50 $50 b.The penalty  for failure to obtain a business license $250 $250 c. SECTION XI. ADULT ENTERTAINMENT LICENSES 2023 2024 1. Every person applying for a adult entertainment license  shall pay the applicable nonrefundable application fee: a.Adult Entertainment Business License $750 $750 b.Entertainer $75 $75 c.Manager $75 $75 d.License Replacement $10 $10 2. Penalties: a.Civil Penalty, per violation $1,000 $1,000 Failure to pay the license fee within one day after the day on which it is due and payable pursuant to subsection C7 of Chapter 5 of the RMC  shall render the business enterprise subject to a penalty of (5%) of the amount of the license fee for the first month of the delinquency and  an additional penalty of (5%) for each succeeding month of delinquency, but not exceeding a total penalty of (15%) of the amount of such  license fee. 5%‐15% 5%‐15% AGENDA ITEM #6. e) City of Renton Fee Schedule 2023‐2024 SECTION XII. DEVELOPMENT FEES 2023 2024 1. a. (i)$42 $42 b. (i)$317 $317 (ii)$348 $348 (iii)$254 $254 (iv)$285 $285 (v)$285 $285 (vi)$348 $348 c. (i)65% of permit fee 65% of permit fee (ii)50% of initial plan Check Fee 50% of initial plan Check  d. (i)$25 $25 (ii) (1)$6.50 $6.50 (2)$2 $2 e. (i) (1) (a)$269 $269 (b)$285 $285 (2) (a)$209 $209 (b)$221 $221 (c)$26 $26 (d)$209 $209 (e)$93 $93 (ii) (1)$82 $82 (2)$82 + 4.89% of value $82 + 4.89% of value (3)$106.45 + 4.93% of value $106.45 + 4.93% of value Mult $303.78 + 2.58% of value $303.78 + 2.58% of value (5)$1,463.10 + 1.70% of value $1,463.10 + 1.70% of value (6)$4,870.92 + 1.45% of value $4,870.92 + 1.45% of value (7)$15,775.97 + 0.53% of value $15,775.97 + 0.53% of value (iii)$209 $209 (iv) (1)$209 $209 (2)$209 $209 (3)$209 $209 (5) (a)$135 $135  (b)$209 $209  f.$190 $190 Review Fee Temporary Electrical Services Miscellaneous Electrical Fees Multi‐Family, Commercial and Industrial Fees: Fees based on value of work. Residential Fees ‐ Single ‐Family and Duplex State Building Code Fee: Electrical Permit Fees2: Non‐residential projects $1.00 to $500.00 Signs per each Mobile Homes Low Voltage Work (e.g., alarm systems; thermostats; computer, data, or phone lines; fiber optics, cable  television, etc.) (4) Job Trailers Building Plan Check Fee1 Building and Demolition Permit Fees:1 Building Fees: (viii) (vii) (vi) (ii) (iii) (iv) (v) Base Fee/Valuation $1.00 to $500.00 Valuation $501.00 to $2,000.00 Valuation $2001.00 to 25,000.00 Valuation $25,001.00 to $50,000.00 Valuation $50,001.00 to $100,000.00 Valuation $100,001.00 to $500,000.00 Valuation $500,001.00 to $1,000,000.00   Valuation $1,000,001.00 and up Combination Building Permit Fees1,2 1  This fee shall be $0 for Accessory Dwelling Units (ADU). $500.01 to $1,000.00 $1,000.01 to 5,000.00 $5,000.01 to $50,000.00 $50,000.01 to $250,000.00 $250,000.01 to $1,000,000.00 House Moving1 ‐ minimum per hour Inspection Fee: $1,000,000.01 and up Cooling system circuit for new or replaced appliance  Up to 200 AMP Over 200  AMP 2  Exemption: Residential telephone communication systems, thermostats, security systems, and cable television installations are exempt from fees 1  This fee shall be $0 for Accessory Dwelling Units (ADU). 1  This covers only the Building Section inspection of the structure prior to move. There is a separate additional fee charged by the Public Works Department to cover the actual house  move permit. A building permit is also required in order to site the structure on the new site. Base Residential Fee Each additional unit after first unit Residential projects: Residential Photovoltaic (PV) Solar Panel Permit fee New Service ‐ Single Family and Duplex1 Service Changes/New Circuits ‐ Single Family and Duplex: Change up to 200 AMP Change over 200 AMP Any new circuits added to above price is per each up to a maximum of $80.00 Minimum fee for remodel/addition of new circuits without a service charge Initial Building Plan Check Fee2 Additional Building Plan Check Fee Plumbing up to 3,000 sq ft Plumbing over 3,000 sq ft Mechanical up to 3,000 sq ft Mechanical over 3,000 sq ft Electrical up to 3,000 sq ft Electrical over 3,000 sq ft 50% of commercial fees  Minimum $209 50% of commercial fees  Minimum $209 2  Building Plan Check Fee is in addition to the building permit fees, demolition permit fees, and combination building permit fees.  The plan check fee is equal to 65% of the building permit  fee, or the demolition permit fee, or the combination building permit fee.  Includes three (3) review cycles. 1  This fee shall be $0 for Accessory Dwelling Units (ADU). 1  This fee shall be $0 for Accessory Dwelling Units (ADU). 2 Combination Building Permit fees are required for each new single family residential structure. $42 + $4.70 x each  $100 value $42 + $4.70 x each  $100 value $112.57 + $21.63 x each  $1,000 value $112.57 + $21.63 x each  $1,000 value $610.06 + $15.57 x each  $1,000 value $610.06 + $15.57 x each  $1,000 value $999.31 + $10.85 x each  $1,000 value $999.31 + $10.85 x each  $1,000 value $1,541.81 + $8.63 x each  $1,000 value $1,541.81 + $8.63 x each  $1,000 value $4,993.81 + $7.33 x each  $1,000 value $4,993.81 + $7.33 x each  $1,000 value $8,659.81 + $5.66 x each  $1,000 value $8,659.81 + $5.66 x each  $1,000 value $190 on 1st unit / $24 each  add'l unit $190 on 1st unit / $24 each  add'l unit Inspection Fee For Condominium Conversionsg. AGENDA ITEM #6. e) City of Renton Fee Schedule 2023‐2024 SECTION XII. DEVELOPMENT FEES (CONTINUED)2023 2024 1. h. (i)$190 $190 (ii)Building Permit Fees Building Permit Fees i. (i)$65 $65 (1)$26 $26 (2) Boiler or Compressor $26 $26 (3)$26 $26 (4) Ventilation/exhaust fan $26 $26 (5) Fuel Gas Piping (each gas piping system up to 6 outlets)$26 $26 (ii)$96 $96 (1)$45 $45 (2) Boiler or Compressor $96 $96 (3) Refrigeration System $96 $96 (4)$96 $96 (5) Incinerator: Installation or relocation of each  $127 $127 (6)$45 $45 (7) Fuel Gas Piping (each gas piping system up to 6 outlets)$45 $45 j. (i) Residential ‐ Plumbing Permit base fee plus itemized fees below $65 $65 (1)$12 $12 (2) Water Service: For meter to house $12 $12 (3) Per fixture for repair or alteration of drainage or vent piping $12 $12 (4) Per drain for rainwater systems   $12 $12 (5) Per lawn sprinkler system, includes backflow prevention $12 $12 (6) Per vacuum breaker or backflow protection device on tanks, vats, etc.$12 $12 (7) Per interceptor for industrial waste pretreatment $12 $12 (8) Fuel Gas Piping: (each gas piping system up to 6 outlets)$26 $26 (ii) Commercial or Multi‐Family: Plumbing Permit base fee plus itemized fees below $96 $96 (1)$19 $19 (2)$19 $19 (3)$19 $19 (4)$19 $19 (5)$19 $19 (6)$19 $19 (7)$19 $19 (8)$33 $33 (9)$96 $96 k. (i) (1)$317 $317 (2)$317 $317 (ii) (1)$96 $96 (2)$96 $96 (3)$63 $63 (4)$158 $158 (5)$96 $96 (6)$96 $96 l. (i) (1)$158 $158 (2)$158 $158 (3)$158 $158 (4)$175/hr $175/hr (ii) (1)40% 40% (2)50% 50% (3)$158/hr $158/hr (4)5% of Permit Fee 5% of Permit Fee (5)5% of Permit Fee 5% of Permit Fee  (iii)2 X Permit Fee 2 X Permit Fee 1  This fee shall be $0 for Accessory Dwelling Units (ADU). 2 Applies to inspection performed on Saturdays, Sundays, observed City of Renton holidays, and non‐holiday Monday‐Fridays  outside the hours of 7:00AM to 3:30PM Decorative Flags fee is per entrance and valid until flag(s) are removed Roof, projecting, awning, canopy, marquee, and wall signs Freestanding ground and pole signs   Temporary and Portable Signs: Per plumbing fixture (e.g., sink, shower, toilet, dishwasher, tub, etc.) or set of fixtures on one trap Water Service: For meter to building Mechanical Permit Fees:1 Residential ‐ Mechanical Permit base fee plus itemized fees below: Commercial or Multi‐Family ‐ Mechanical Permit base fee plus itemized fees below: Within a manufactured home park Manufactured/Mobile Home Installation Fees1: Appliance or piece of equipment regulated by this code but not classed in other appliance categories, or for  which no other fee is listed in this code Appliance or piece of equipment regulated by this code but not classed in other appliance categories, or for  which no other fee is listed in this code Outside of a manufactured home park Heating system (furnace, heat pump, suspended heater, fireplace, wood stove, etc.).  A/C system (air  conditioner, chiller or Air Handling Unit (VAV) including ducts and vents Site Plan/Zoning Review1 Engineering Review1 Fuel Gas Piping: (each gas piping system up to 6 outlets) Medical Gas Piping: (each gas piping system up to 6 outlets) Sign Permit Fees: Plumbing Permit Fees:1 Per fixture for repair or alteration of drainage or vent piping Per drain for rainwater systems    Per lawn sprinkler system, includes backflow prevention  Per vacuum breaker or backflow protection device on tanks, vats, etc. Per interceptor for industrial waste pretreatment Miscellaneous Fees: Minimum Housing Inspection Building Fees: (Continued) 1  This fee shall be $0 for Accessory Dwelling Units (ADU). 1  This fee shall be $0 for Accessory Dwelling Units (ADU). 1 Includes plan review and inspection fees for the foundation (electrical, plumbing, mechanical, sewer and water connection fees are in addition to the below amounts). WABO ‐ Adult Family Home; Misc building inspection Commercial Hood: Installation of each served by a mechanical exhaust, including the ducts for such hood each  Heating system (furnace, heat pump, suspended heater, fireplace, wood stove, etc.).  A/C system (air  conditioner, chiller or Air Handling Unit (VAV) including ducts and vents Reinspection Fee; Misc building inspection Electrical, Plumbing, or Mechanical Permits (percentage of permit fee) Additional Plan Review Fees: Over three review cycles (percentage of plan review fee) Miscellaneous Plan Review: hourly fee. Real Estate Directional Signs, pursuant to RMC 4‐4‐100J2, permit valid for a 12‐months period Grand Opening Event Signs, pursuant to RMC 4‐4‐100J6d(i)  Per plumbing fixture (e.g., sink, shower, toilet, dishwasher, tub, etc.) or set of fixtures on one trap Work commencing before permit Issuance:  Where work for which the permit is required is started prior to obtaining  the permit, a special investigation fee in an amount equal to twice the permit fee shall be charged. The special  investigation fee shall be paid in addition to the required permit fees Permanent Signs: Inspection Fees: Plan Review Fees: Event Signs, pursuant to RMC 4‐4‐100J6d(ii) and (iii) per sign, per promotion A‐Frame Signs, pursuant to RMC 4‐4‐100J5 Charge is for the first sign, all subsequent signs are $50.00 Commercial Property Real Estate Banner each sign permit is valid for 12 months. After hours inspection2 AGENDA ITEM #6. e) City of Renton Fee Schedule 2023‐2024 SECTION XII. DEVELOPMENT FEES (CONTINUED)2023 2024 2. (i)$56 $56 (ii)$120 $120 (iii) (1)$5,900 $5,900 (2)$5,900 $5,900 (iv) (1)$560 $560 (2)$560 $560 (3)$560 $560 (v)$5,930 $5,930 (1)$2,965 $2,965 (2)$5,930 $5,930 (vi) (vii)$5,900 $5,900 (viii) (1)$3,710 $3,710 (2)$1,800 $1,800 (3)50% of Application Fee 50% of Application Fee (4)Application Fee Application Fee (ix)N/C N/C (x)$1,410 $1,410 (xii)$11,240 $11,240 (xiii)100% of cost 100% of cost (xiv)$1,800 $1,800 (xv)$1,800 $1,800 (xvi)$180 $180 (xvii)$6,080 $6,080 (xviii)$180 $180 (xix)N/C N/C (xx)$570 $570 (xxi)$1,230 $1,230 (xxii) (1)$1,230 $1,230 (2)$3,650 $3,650 (3)$1,800 $1,800 (xxiii)$170 $170 (xxiv) (1)$6,080 $6,080 (2)$3,040 $3,040 (3)$12,170 $12,170 (4)$6,080 $6,080 (5)50% of Application Fee 50% of Application Fee (6)Application Fee Application Fee (xxv) (1)$6,080 $6,080 (2)$3,030 $3,030 (xxvi) (1)$570 $570 (2)$1,730 $1,730 (xxvii)N/C N/C (xxviii)$5,900 $5,900 (xxix)$120 $120 (xxx) (1)N/C N/C (2)$3,030 $3,030 Mult $3,650 $3,650 (4)$3,650 $3,650 (xxxi) (1)$4,270 $4,270 (2)$3,030 $3,030 (3)50% of Application Fee 50% of Application Fee (4)Application Fees Application Fees (xxxii)$570 $570  (xxxiii)$3,030 $3,030 (xxxiv) (1)$280 $280 (2)$280 $280 (xxxv) (1)$120 $120 (2)$230 $230 (xxxvi)$1,490 $1,490 (xxxvii)$290 $290 (xxxviii)$540 $540 Preliminary  Final Waiver or Modification of Code Requirements cost is per request Zoning Compliance Letter Installation Temporary Use Permits: Tier 1 Tier 2 Variance (per each variance requested) Administrative or Hearing Examiner Application Conditional Use Permit Variance Hearing Examiner Review Administrative Review   Site Development Plan (Site Plan or Master Plan which includes design review fee for projects subject to RMC 4‐3‐100): Modification (minor, administrative)  Modification (major) required new application and repayment of fee required Small Cell Permit, per site4 Special Permit (Hearing Examiner)  Street Naming (Honorary) Substantial Development Permit  Planned Urban Development: Preliminary Plan Final Plan Reasonable Use Exception: In conjunction with land use permit Stand alone Public Arts Exemption Rezone   Routine Vegetation Management Permit without Critical Areas   Shoreline‐Related Permits: Shoreline Permit Exemption  Landscape Review Fee Legal Lot Segregation Lot Consolidation Major Plat Amendment  Manufactured/Mobile Home Park: Tentative Preliminary Final Open Space Classification Request Plats: Preliminary Short Plat  Final Short Plat  Preliminary Plat  Final Plat Minor Plat Amendment  Development Agreement Environmental Impact Statement Cost include the coordination, review and appeal. Draft and Final3 Environmental Checklist Review 100% of contract cost 100% of contract cost General Land Use Review1: Additional Animals Permit  Address Change Annexation: Less than 10 acres Administrative Appeal of: Hearing Examiner's Decision Administrative Decision Environmental Decision Binding Site Plan (total fee for both preliminary and final phases) Code Text Amendment Comprehensive Plan Map or Text Amendment (each) Conditional Use Permit: 10 acres or more Land Use Review Fees:  HEX Revision (minor, administrative)  Revision (major) Critical Areas Exemption Critical Areas Permit (xi) Critical Areas Review Fee:  for those projects that propose impacts to critical areas and will be billed at the cost of  contract biologist’s review.2 Lot Line Adjustment Environmental (SEPA) Addendum Fence Permit (special) Grading and Filling Permit (Hearing Examiner) AGENDA ITEM #6. e) City of Renton Fee Schedule 2023‐2024 SECTION XII. DEVELOPMENT FEES (CONTINUED)2023 2024 2. a. b. (i) Land Use Review Fees:  (Continued) Miscellaneous Fees1: General Land Use Review1:  (Continued) SECTION XII. DEVELOPMENT FEES (CONTINUED ON THE NEXT PAGE) 1  Exception for Projects Vested in the County: For those projects that have vested to a land use permit under the development regulations of King County, the King County Land Use Review  Fee Schedule shall apply, and is hereby adopted by reference. A copy of that fee schedule has been filed with the City Clerk and is available at the City Clerk’s office for public review. 1  Exception for Projects Vested in the County: For those projects that have vested to a land use permit under the development regulations of King County, the King County Land Use Review  Fee Schedule shall apply, and is hereby adopted by reference. A copy of that fee schedule has been filed with the City Clerk and is available at the City Clerk’s office for public review. 2  Per RMC 4‐3‐050F7, the City may charge and collect fees from any applicant to cover costs incurred by the City in review of plans, studies, monitoring reports and other documents related to  evaluation of impacts to or hazards from critical areas and subsequent code‐required monitoring. 3  When the City is the lead agency for a proposal requiring an Environmental Impact Statement (EIS) and the Environmental Review Committee (ERC) determines that the EIS shall be  prepared, the City may charge and collect a reasonable fee from any applicant to cover costs incurred by the City in preparing the EIS. The ERC shall advise the applicant(s) of the projected  costs for the EIS prior to actual preparation; the applicant shall post bond or otherwise ensure payment of such costs. The ERC may determine that the City will contract directly with a  consultant for preparation of an EIS, or a portion of the EIS, and may bill such costs and expenses directly to the applicant. Such consultants shall be selected by mutual agreement of the City  and applicant after a call for proposals. If a proposal is modified so that an EIS is no longer required, the ERC shall refund any fees collected under this subsection which remain after incurred  costs are paid. The City may collect a reasonable fee from an applicant to cover the cost of meeting the public notice requirements of this Title relating to the applicant’s proposal. The City  shall not collect a fee for performing its duties as a consulted agency. The City may charge any person for copies of any document prepared under this Title, and for mailing the document, in a  manner provided by chapter 42.17 RCW. 4  Prior to issuance of a small cell permit, the applicant shall pay the actual administrative expenses incurred by the City that are directly related to the City's review of the application,  including plan inspection, and approval, as authorized by RCW 35.21.860(1)(b), as may be amended. Permit review staff overtime (applies only if permit review is requested by the applicant to be performed on  Saturdays, Sundays, observed City of Renton holidays, and non‐holiday Monday‐Fridays outside of the hours of  city  staff regular work schedule) $175/hr $175/hr AGENDA ITEM #6. e) City of Renton Fee Schedule 2023‐2024 2023 2024 3. a. (i) Grade and Fill Quantity Cleared or Disturbed Area < 50 cy < 7,000 sf 50 cy ‐ 499 cy 7,000 sf ‐ < 3/4 acre 500 cy ‐ 4,999 cy 3/4 ac ‐ < 1 ac 5,000 cy ‐ 49,999 cy 1 ac ‐ < 2.5 ac 50,000 cy ‐ 99,999 cy 2.5 ac ‐ < 5 ac 100,000 cy and larger 5 ac and larger (1) (a)N/A N/A (b)$520 $520  (c)$700 $700  (d)$1,050 $1,050  (f)$1,400 $1,400  (e)$1,750 $1,750  (2) (a)N/A N/A (b)$500 $500  (c)$1,000 $1,000  (d)$1,330 $1,330  (f)$2,660 $2,660  (e)$3,990 $3,990  (3)1.5 x Review/Intake Fee 1.5 x Review/Intake Fee (4)1.5 x Review/Intake Fee 1.5 x Review/Intake Fee (ii) (1)6% of cost 6% of cost (2)$9,000 + 5% over $150,000 $9,000 + 5% over $150,000 (3)$17,500 + 4% over $350,000 $17,500 + 4% over $350,000 (iii)0.5% of cost 0.5% of cost (iv) $280 $280  (2)$1,700 $1,700  (v)$3,000 $3,000  b. (i) (1)$1,120 $1,120  (2)$2,250 $2,250  (3)$4,500 $4,500  (ii) (1)15% of total 15% of total (2)10% of total 10% of total (3)5% of total 5% of total (iii)$840 $840  c. (i) (1) (a)$4,850 $4,850 (b)$648 $648 (c)$3,650 $3,650 (2) (a)$24,250 $24,250 (b)$3,238 $3,238 (c)$18,250 $18,250 (3) (a)$38,800 $38,800 (b)$5,181 $5,181 (c)$29,200 $29,200 $150,000.00 or less Over $150,000.00 but less than $350,000.00 $350,000.00 and over Site Plan/Zoning Review and Inspection Fee6,7 1  Fees are based on the amount covered by the Latecomers'. Water service fee1,4 Fire sprinkler service fee 2,3 Wastewater fee1,4 $200,000 and over Annual Licenses of Solid Waste Fills Review Fee1,2:   SECTION XII. DEVELOPMENT FEES (CONTINUED) New or Replaced Hard Surface < 2,000 sf 2,000 sf ‐ 4,999 sf 5,000 sf ‐ < 1 ac 1 ac ‐ < 2.5 ac 2.5 ac ‐ < 5 ac 5 ac and larger Site Work, Utilities, and Right of Way Fees: Site Work and Civil Construction Fees:   Tier 0 1 2 3 4 5 Clearing, Grading, Excavation, and Mining Permits and License Fees: Fees shall be based on the highest tier  7  Cost of improvements shall be based on the City's bond quantity worksheet and shall include all project related improvements outside of the building envelopes, including, but not limited to, all costs required to construct the  following: paved parking lots, private sidewalks or walkways; private and public storm water management facilities; temporary erosion and sedimentation control facilities; water quality facilities; public and private streets;  public and private sanitary sewers; public water main improvements; required off‐site street, bike and pedestrian improvements; street lighting improvements; required landscaping and street tree improvements; and site  grading and mobilization costs.  The applicant may elect to submit a separate, itemized cost estimates for each item of improvement subject to the approval by the City. 1‐1/2 inch: Multi‐family: 2 units, Duplexes, & Accessory Dwelling Unit (ADU)1 $50,000 or less  Wastewater fee4 2 inch: Water service fee4 Water service fee4 Civil construction plan review and inspection fees6,7,8:  8  Fifty Percent (50%) of the fee is due at Civil Construction Permit Application and the remaining shall be due prior to permit issuance. Wet weather (annual fee) 5  If deemed necessary by the City in its sole discretion, the City will contract with one or more consultants to provide plan reviews and/or inspections with the related costs and expenses payable by the applicant. 3  All developers, municipal or quasi‐municipal entities, or utility corporations or companies, except those specifically exempted, shall pay fees under this Section. Exempted entities include City‐franchised cable TV, cable  modem, natural gas, telecommunications, and electrical power.  Plan Revision following Permit Issuance: (1)Minor (Results in a change 10% or less than the cost of improvements7. Excludes minor adjustments that are  approved by the City to be shown on record drawings.) Major (Results in a change of greater than 10% of the cost of improvements 7.) 6  The fee shall be based up percentage of the estimated cost of improvements.   1  The fee for a grading license authorizing additional work to that under a valid license shall be the difference between the fee paid for the original license and the fee shown for the entire project.  2  Any unused fee may be carried forward to the next year. If any work is done before the license is issued, the grading license fee shall be doubled. Segregation processing fee, if applicable  Over $50,000 but less than $200,000 4  Includes three (3) review cycles. Additional reviews will be charged $1,700 each. 5/8 x 3/4 inch and 1 inch: Water and Wastewater System Development Charges (SDC): Utility System Development Charges (SDC): 2  The administration and collection fee is deducted from each individual latecomer fee payment and the balance forwarded to the holder of the latecomer’s agreement pursuant to RMC 9‐5, Tender of Fee. Latecomers' Agreement Application Fees1: Processing fee2 (Nonrefundable)  $50,000 or less  Over $50,000 but less than $200,000 $200,000 and over Fire sprinkler service fee 2,3 Wastewater fee4 Fire sprinkler service fee 2,3 Solid Waste Fills Review Fee1: Inspection/Issuance Fee: Review/Intake Fee: Tier 0 (no permit required) Tier 1 Tier 2 Tier 3 Tier 4 Tier 5 Tier 0 (no permit required) Tier 1 Tier 2 Tier 3 Tier 4 Tier 5 AGENDA ITEM #6. e) City of Renton Fee Schedule 2023‐2024 2023 2024 3. c. (4) (a)$77,600 $77,600 (b)$10,362 $10,362 (c)$58,400 $58,400 (5) (a)$121,250 $121,250 (b)$16,191 $16,191 (c)$91,250 $91,250 (6) (a)$242,500 $242,500 (b)$32,383 $32,383 (c)$182,500 $182,500 (7) (a)$388,000 $388,000 (b)$51,812 $51,812 (c)$292,000 $292,000 (ii) (1)$2,300 $2,300 (3)$0.920 per sq foot $0.920 per sq foot (iii)$840 + administrative costs $840 + administrative costs (iv) d. (i) (1) (a)$50 $50  (c)Time and materials Time and materials (d)$275 $275  (e)$95 $95  (f)$250 $250  (g)$560 $560  (h)$1,025 $1,025  (i)$80 $80  (k)$185 $185  (n)Time and materials Time and materials (o)$50 $50  (p)$200 $200  (2) (a) (i)$2,875 $2,875  (ii)$400 $400  (b) (i)$2,935 $2,935  (ii)$400 $400  (c) (i)$2,875 $2,875  (ii)$460 $460  (d) (i)$4,605 $4,605  (ii)$750 $750  6  Temporary connection may be granted for a one‐time, temporary, short‐term use of a portion of the property for a period not to exceed three (3) consecutive years.  Fee shall be paid annually (non‐prorated), and shall be  nonrefundable, nontransferable (from one portion of the property to another) and shall not constitute a credit to the system development charge due at the time of permanent use of the utility system. The application for  temporary connection shall consist of a detailed plan and a boundary line of the proposed development service area for use in the fee determination. (b) (j) $250 + $0.15 per lineal foot Cost of test +  $70 processing fee Cost of test +  $70 processing fee $60 deposit +  time and materials $60 deposit +  time and materials Water meter tests on meters 2" or larger Specialty water tests (lead, copper, etc) Water main connections $2,000 deposit +  time and materials Installation of isolation valve.  Open and close fire hydrants for fire flow tests conducted by others.  Water service disconnection (cut at main) Water Construction Permit Fees: Miscellaneous water installation fees.  Service size reductions Installation of stub service and meter setter only. 30% of SDC 30% of SDC 30% of SDC Fire sprinkler service fee 2,3 Wastewater fee4 4 inch: Storm Water System Development Charges (SDC): New single family residence (including mobile/manufactured homes) & Accessory Dwelling Unit (ADU)1 Storm Water Fee; Fee equal to thirty percent (30%) of the current SDC applicable to that portion of the  property. Water service fee4 6 inch: $0.920 per sq foot Wastewater Fee; Annual fee equal to thirty percent (30%) of the current SDC applicable to the size of the  temporary domestic water meter(s). Utility SDC Segregation Request5 Meter resets Repair of damage to service Water meter tests for 3/4” to 2" meter Water Testing, Construction, and Administration Fees: Drop in meter only Drop in meter only Drop in meter only Drop in meter only Water Fee; Annual fee equal to thirty percent (30%) of the current SDC applicable to the size of the temporary  water meter(s). (2) (3) (1) Utility Construction Permit Fees:   5  The applicant shall pay the City’s administrative costs for the preparation, processing and recording of the partial payment of the fee(s). If the same segregation is used for more than one utility’s special assessment district,  and/or latecomer’s charge, then only one administrative fee is collected. Utility System Development Charges (SDC):  (Continued) 30% of SDC 30% of SDC 30% of SDC Fire sprinkler service fee 2,3 Wastewater fee4 8 inch: $0.920 per sq footAddition to existing single family residence greater than 500 square feet (including mobile/manufactured  homes) Fee not to exceed $2,300 3 inch: Water service fee4 All other uses charge per square foot of new impervious surface, but not less than $2,300 Fire sprinkler service fee 2,3 Wastewater fee4 Water service fee4 Fire sprinkler service fee 2,3 Wastewater fee4 Water service fee4 2  Based upon the size of the fire sprinkler service (NOT detector bypass meter) Temporary Utility Connection6: (2) $2,000 deposit +  time and materials Water main cut and cap Installation of stub service and meter setter only. $250 + $0.15 per lineal foot Water meter installation fees – City installed:  Installation fees for ring and cover castings 1  This fee shall be reduced by fifty percent (50%) for Accessory Dwelling Units (ADU). 4  Any parcel that currently has water and or sewer service is eligible for a prorated system development charge is eligible for credit of the existing connection.  Fee(s) based upon meter(s) proposed for final project will be  reduced by the fee(s) based upon meter existing on site. 3  Unless a separate fire sprinkler service is provided, the system development charge(s) shall be based upon the size of the meter installed and a separate Fire sprinkler service fee will not be charged. (l) (m) Water quality/inspection/purity tests Water turn ons/offs after hours New water line chlorination fee. Fee plus $0.15 per lineal foot for any footage after the first two hundred  fifty (250) lineal feet Installation of stub service and meter setter only. 1” meter installed by the City.2 Installation of stub service and meter setter only. 1‐1/2" meter installed by the City. 3/4” meter installed by City outside City limits2 3/4” meter installed by City within City limits.2 SECTION XII. DEVELOPMENT FEES (CONTINUED) Site Work, Utilities, and Right of Way Fees:   (Continued) AGENDA ITEM #6. e) City of Renton Fee Schedule 2023‐2024 2023 2024 3. d. (e) (i)$4,735 $4,735  (ii)$950 $950  (4) (a)$50 $50 (b) (i)$500 $500 (ii)$2,000 $2,000 (iii)$25 $25 (c) (i)$50 $50 (ii)$250 $250 (ii) (1) (a)$375 $375 (b)$375 $375 (2) (a)$375 $375 (b)$375 $375 (3) (a)$375 $375 (b)$375 $375 (4) (a)$375 $375 (b)$375 $375 (5) (a)$375 $375 (b)$375 $375 (6)$375 $375 $375 $375 (iv)$525 $525 (v) (1)$500 $500 (2)$1,000 $1,000 e. (i) (1)$5,620 $5,620  (2) (a)$670 $670  (b)$670 + Time and Materials $670 + Time and Materials (c)$670 $670  (3) (a)Time and Materials Time and Materials (b)$135 $135  (c)$850 deposit + Time and Materials $850 deposit + Time and Materials    (i) (1)$715.38 $715.38  (2)$1,430.76 $1,430.76  (3)$2,146.14 $2,146.14  (4)$2,861.51 $2,861.51  (5)$3,576.89 $3,576.89  (ii)Actual cost Actual cost (e)$270 $270  (f)Actual cost Actual cost (4) (a)$10.00 $10.00  (b)$20.00 $20.00  (c)$30.00 $30.00  (ii) (1)$370 $370 (2)$700 $700 (3)$375 $375 Surface water permit fee Repair or modification of any of the above Street light system fee, per new connection to power system  Utility Locate Refresh Fee (Fee is due each time excavator calls in for locate refresh during 45‐day locate ticket) Ground water discharge (temporary connection to wastewater system for discharge of contaminated ground  water over 50,000 gallons) Rate plus billed for current Renton and King County sewer rate on discharged  amount (meter provided by property owner) Drop in meter only Hydrant Meter fees: Hydrant meter permit fee Deposits: 2” meter installed by the City. $220 (3) Water meter processing fees – Applicant installed: For meters larger than 2”, the applicant must provide  materials and install the meter. $220  Installation of stub service and meter setter only. SECTION XII. DEVELOPMENT FEES (CONTINUED) Site Work, Utilities, and Right of Way Fees:   (Continued) Utility Construction Permit Fees:   (Continued) Large project locate Surface water permit fee 3/4” meter and backflow prevention assembly. 3” meter and backflow prevention assembly. Deposit processing charge, nonrefundable. Meter rental (begins on day of pickup): 3/4” meter and backflow prevention assembly. Per month. 3” meter and backflow prevention assembly. Per month. Wastewater and Surface Water Construction Permit Fees1: Residential: Wastewater permit fee Wastewater permit fee Right of Way (ROW) Use Permits Fees1 Small work, including trenching less than 60 linear feet or installation of 6 or less utility poles 1  This fee shall be $0 for Accessory Dwelling Units (ADU). Master Service Agreement Application Fee3 (7) 2  This fee shall be reduced by fifty percent (50%) for Accessory Dwelling Units (ADU). Cut and Cap/Demolition Permit: Wastewater permit fee Surface water permit fee Reinspection for Wastewater or Surface Water Permits All other reimbursement  Tier 2, conduit outside of planter strips excluding signalized intersection crossings, bridges and train tracks Short‐Term ROW Permit Fees  (duration 30 days or less)2,7: Public Reimbursement (any costs incurred by the City on behalf of the permit applicant for installation or  operation of site equipment) All other fees6 Tier 1, Daily peak kWh <20 Tier 2, Daily peak kWh 21 ‐ 40 Tier 3, Daily peak kWh 41 ‐ 60 Tier 4, Daily peak kWh 61 ‐ 80 Tier 5, Daily peak kWh >81 (d) Site License Addendum Rent Conduit Lease Rates per Lineal Foot (annual fee): Tier 1, conduit in existing planter strips Electrical service (annual fee)  Single family residence, one unit only All other uses, excluding those listed Wastewater or storm water service Tier 3, conduit within signalized intersection crossings, bridges and train tracks All other work, permit fee plus staff time per hour6  Other public agencies constructing utilities within City right‐of‐way Small Cell Master Lease Agreement including Site License Addendum and Small Cell Permits Master Lease Agreement Administrative Costs, Staff time per hour and/or cost of materials.6 Pole Reservation, per pole  Administrative Fee, Base plus time and/or cost of materials.6  plus King County sewer rate on discharged amount plus King County sewer rate on discharged  amount Franchise Permit Fees: 4,5 Surface water permit fee Commercial: Wastewater permit fee Surface water permit fee Industrial: Wastewater permit fee Standard locate Franchise Permit Fees: AGENDA ITEM #6. e) City of Renton Fee Schedule 2023‐2024 2023 2024 3. e. (iii) (1) (b) (i)$1,025 $1,025 (ii)$1,025 $1,025 (2) (i) (iv)$10 $10 f. (i)$280 $280  (ii)$280 $280  g. (i)$560 $560  (ii) (1)$840 $840  (2)$1,410 $1,410  (3)$2,250 $2,250  h. (i) (1) (a)$130/LF $130/LF (b)$150/LF $150/LF (ii)$158 $158  (iii)$158 $158  (iv)$158/hr $158/hr (v)$175/hr $175/hr (vi)$175/hr $175/hr (vii)Actual cost Actual cost (viii)$670 $670  2  Unscheduled work includes, but is not limited to, site work that is found to be occurring, or did occur, for which an inspection was not scheduled. Fee is subject to be applied for each occurrence but does not replace a stop  work order or other code violation as determined applicable by the City. The fee is in addition to any other applicable inspection fees. The fee may provide day of inspection at the discretion and availablility of the City inspector. Street with existing conveyance ditch 2  Work and/or use of the right of way, including those associated with a Civil Construction Permit and excludes utilities from other public agencies and service providers which shall be considered under a franchise permit. Short‐Term ROW  Permit Fee + LET9 Short‐Term ROW  Permit Fee + LET9 Within City Limits8; Short‐Term ROW Permit Fee associated with use plus leasehold excise tax (LET)9 Service Installation Only Utility Extension per 100' of Length (Min 200' Length) All uses without public benefit; fee is a per month charge assessed annually based on property value 12  of land to be utilized, plus leasehold excise tax9, if applicable.  (a) Long Term ROW Permit Fees (duration over 30 days)2: SECTION XII. DEVELOPMENT FEES (CONTINUED) Site Work, Utilities, and Right of Way Fees:   (Continued) Right of Way Use Permits Fees1 (Continued) 10  Insurance Required: Public Liability and property damage insurance is also required pursuant to RMC 9‐2‐5B, Minimum Permit Requirements for Excess Right‐of‐Way Use. King County ROW Permits/Inspections: Single family and two family uses11; fee assessed annually plus leasehold excise tax (LET)9,  if  applicable Duration greater than thirty (30) days but no more than one (1) year: Duration greater than one (1) year8,10: 0.5% x Value12 + LET9 0.5% x Value12 + LET9(ii) $50 + LET9 $50 + LET9 5  Applies only if permit review is requested by the applicant to be performed on Saturdays, Sundays, observed City of Renton holidays, and non‐holiday Monday‐Fridays outside of the hours of  city staff regular work schedule 6  Any work performed by City forces or under City contract on behalf of a permit applicant to repair damage to the City infrastructure or caused by the permit applicant or contractor under its control, or any and all roadway or  right‐of‐way cleanup efforts performed by City forces or under City contract that resulted from the work performed by the permit applicant or contractors under its control. 1  Bond required pursuant to RMC 9‐10‐5 3  The fixed application fee established herein is intended to cover the City’s internal administrative costs in processing and administering the franchise.  In addition to the fixed application fee, the City may require applicants to  either directly pay or reimburse the City for external costs reasonably incurred to process the application and/or administer the franchise agreement.  The City may require applicants to deposit funds in advance to cover legal  and/or other professional services fees as they are incurred. 4  The City may decide to contract with a consultant to perform plan reviews and inspections and may bill such costs and expenses directly to the applicant. 5  If a franchise agreement does not specify the fee amount, the generic fee, as identified in this fee schedule, shall be collected. 6  Regular hours and standard after hour and overtime fees apply. 11  Except those single family and two family uses that utilize right of way along a waterfront. 12  Right‐of‐way value shall be based on the assessed value of the land adjoining the property as established by the King County Assessor. Street with existing storm drainage main line Public Works Reimbursement6 Standard or minor drainage adjustment review All eligible uses except Single Family Additions less than 1,160 sq ft: 7A no fee permit may be issued for the following: individual homeowners performing work in street ROW for street tree or parking strip irrigation systems; residential moving pods or moving trucks provided that they are in the  ROW for no more than three (3) days; use in CD zone provided ground disturbing activity is not proposed; and work associated with City of Renton capital improvement projects or City funded projects. 8  A no fee permit may be issued for the following: A public agency and when the proposed use of the right‐of‐way provides a direct service to the public (e.g., Metro applications for right‐of‐way for bus shelters); and work  associated with City of Renton capital improvement projects or City funded projects. 9  Leasehold excise tax (LET) imposed pursuant to Chapter 82.29A RCW on leasehold interests for the use of real or personal public property shall be collected from the permittee at a rate established by the State of Washington. 3  Applies only to those fees that are noted as time and materials and performed during city staff regular work schedule. Single Family Additions less than 1,160 Sq Ft:  Proportional share of the fee in lieu of all eligible uses fee based  on square footage of addition. (2)(Sq Ft of addition / 1,160 sq ft) of Fee‐in‐lieu (Sq Ft of addition / 1,160 sq ft) of Fee‐in‐lieu Permit review staff overtime5 Regular Staff Review and Inspection Hours3 4  Applies to inspections performed on Saturdays, Sundays, observed City of Renton holidays, and non‐holiday Monday‐Fridays outside the hours of 7:00am to 3:30pm. Inspection for Unscheduled Work2 After hours inspection4 1   This fee shall be $0 for Accessory Dwelling Units (ADU). Oversize Load Permits (iii)All other uses;  fee is a per year charge of assessed value of land adjoining the property12, plus  leasehold excise tax9, if applicable. In no case less than $50.00.  0.5% x Value12 + LET9 0.5% x Value12 + LET9 Processing and completion fee, payable upon Council approval of the vacation and upon administrative  determination of appraised value of vacated right‐of‐way.  Appraised Value of Vacated right‐of‐way: Street and Alley vacation Fees: The imposition, collection, payment and other specifics concerning this charge are detailed in  chapter 9‐14 RMC, Vacations. Release of easement fees: The imposition, collection, payment and other specifics concerning this charge are detailed in  chapter 9‐1 RMC, Easements. Filing fee Processing fee  Filing fee Less than $25,000 $25,000 to $75,000 Re‐inspection Fee Over $75,000 Street Frontage Improvements Fee‐In‐Lieu:1 Miscellaneous Fees: AGENDA ITEM #6. e) City of Renton Fee Schedule 2023‐2024 2023 2024 4. 5.0% 5.0% 5. a.  (i) (1)$11,377 $11,377 $15,510 (2)$4,718 $4,718 $3,514 (ii) (1)$0.00 $0.00  (2)$0.00 $0.00  (iii) (1)$2,911 $2,911 $2,161 (2)$3,697 $3,697 $4,257 (iv)5% x School Impact Fee 5% x School Impact Fee b. ITE Land Use  Codes (i)$10.68 $10.68 (ii) (i)ITE LUC 220 7550.02 $0.00 7550.02 $0.00 (iii) (ii)ITE LUC 560 $6.02 6.02 $4.79 (iv) (iii)ITE LUC 936 $248.51 248.51 $175.21 (v) (iv)ITE LUC 937 $261.04 261.04 $211.59 (vi) $6,345.23 $6,345.23 (vii) (v)ITE LUC 851 $249.31 249.31 $207.87 (viii) (vi)ITE LUC 565 $54.94 54.94 $19.81 (ix) (vii)ITE LUC 975 $69.16 69.16 $14.58 (x) (viii)ITE LUC 912 $157.10 157.1 $120.84 (ix)ITE LUC 930 $68.10 (x)ITE LUC 933 $159.44 159.44 $180.23 (xi)ITE LUC 934 $203.13 203.13 $182.87 (xii)ITE LUC 945 $73,411.90 73411.9 $89,966.30 (xiii)ITE LUC 944 $98,150.27 798150.27 $87,536.72 (xiv)ITE LUC 110 $10.68 $6.36 (xv) (xv)ITE LUC 710 $16.39 16.39 $14.07 (xvi) (xvi)ITE LUC 492 $40.49 40.49 $35.23 (xvii)ITE LUC 157 $2.57 (xiii)ITE LUC 155 $2.33 (xix)ITE LUC 156 $10.12 (xx)ITE LUC 154 $1.61 (xvii) (xxi)ITE LUC 610 $8.76 8.76 $7.22 (xviii) (xxii)ITE LUC 310 $4,819.16 4819.16 $4,216.05 (xxiii)ITE LUC 130 $5.62 (xix) (xxiv)ITE LUC 140 $8.04 8.04 $10.36 (xx) (xxv)ITE LUC 420 $2,570.22 2570.22 $2,286.67 (xxi) (xxvi)ITE LUC 720 $37.02 37.02 $36.23 (xxii) (xxvii)$2.89 $2.89 (xxiii) (xxiii)ITE LUC 240 $7,228.75 7228.75 $7,068.11 (xxiv) (xxix)ITE LUC 320 $4,417.57 4417.57 $3,001.25 (xxv) (xxx)ITE LUC 445 $722.88 722.88 $786.04 (xxxi)ITE LUC 220 $7,550.02 7,550. 02 $6,184.59 (xxvi) (xxxii)ITE LUC 620 $2,007.98 2007.98 $1,285.11 (xxvii) (xxxiii)ITE LUC 932 $68.51 68.51 $56.02 (xxxiv)ITE LUC 151 $1.50 (xxviii) (xxxv)ITE LUC 251 $3,293.10 3293.1 $3,694.69 (xxix) (xxxvi)ITE LUC 820 $29.88 29.88 $24.37 (xxx) (xxxvii)ITE LUC 210 $12,208.54 12208.54 $11,485.67 (xxxi) (xxxiii)ITE LUC 850 $73.97 73.97 $63.17 (xxxix)ITE LUC 215 $6,345.23 6,345.23 $6,987.79 (xxxx)ITE LUC 150 $3.29 (xxxii) (xxxxii)$8,031.94 $8,031.94 c.   (i)$3,276.44 $3,276.44 (ii)$2,659.70 $2,659.70 (iii)$2,531.21 $2,531.21 (iv)$2,222.84 $2,222.84 (v)$2,325.63 $2,325.63 d. (i)$829.77 829.77 $421.98 (ii)$964.53 964.53 $579.41 (iii)$1.29 1.29 $346.22 (iv)$3.92 3.92 $1,052.00 (v)$0.26 0.26 $0.14 Condominium & Duplexes Townhouses, per dwelling Warehouse, per sq foot2 1  ITE LUC: Institutue of Transportation Engineers Land Use Codes defined in the 11th Edition ITE Trip Generation Handbook 2  Impact fees include a Passenger Car‐Equivalent (PCE) factor. 3  Applied fee reductions based on uses by percentage of Net New PM Peak Hour Person Vehicle Trip:  Early Learning Facilities  (i.e. Daycare) is 20% and Commercial/Retail/Industrial is 88.97% except uses with PCE factors which will remain at 100%. 4 All uses within the Center Downtown (CD) Zone shall be reduced to 20% of the assessed transportation impact fee. General Light Industrial, per sq foot High‐Cube Warehouse: Cold Storage, per sq foot2 High‐Cube Warehouse: Fulfillment Center (NS), per sq foot2 High‐Cube Warehouse: Parcel Hub, per sq foot2 High‐Cube Warehouse: Transload/Short‐Term, per sq foot2 Industrial Park, per sq foot2 Apartment, per dwelling Multifamily Housing, per dwelling Self‐service Storage, per sq foot Technology Surcharge Fee Impact Fees: SECTION XII. DEVELOPMENT FEES (CONTINUED) Transportation Impact Fees1,3,4: School Impact Fees: Issaquah School District Single Family Fee Multi Family, Duplex, & Accessory Dwelling Fee (ADU) Kent School District Single Family Fee Multi Family, Duplex, & Accessory Dwelling Fee (ADU) Renton School District Single Family Fee Multi Family, Duplex, & Accessory Dwelling Fee (ADU)1 School Impact Fee Administration An additional technology surcharge shall be required for all fees included in the  following Subsections of Section XII, Development  Fees, of the City of Renton Fee Schedule Brochure: Subsection 1, Building Fees; Subsection a, except for appeals, critical areas review  fee, and direct EIS costs, of subsection 2, Land Use Review Fees; Subsections a, b, c(iii), d, and e, except Master Franchise/Small Cell  Permit Application Fee and Long Term ROW Permit Fees (duration over one year), of subsection 3, Site Work, Utilities, and Right of Way  Fees; and Section XIII, Fire Department Fire Marshall Fees 1  This fee shall be $0 for Accessory Dwelling Units (ADU). Fast food, with drive‐up, per sq foot Light Industrial, per sq foot Apartment, per dwelling & Accessory Dwelling Unit (ADU)1, per dwelling Church, per sq foot Coffee/Donut Shop, no drive up, per sq foot Coffee/Donut Shop, with drive up, per sq foot Condominium & Duplexes per dwelling Convenience market ‐ 24 hour, per sq foot Daycare, per sq foot Drinking Place, per sq foot Drive‐in bank, per sq foot Fast food, no drive‐up, per sq foot Fast Casual Dining with 30 seat max, incl. only walk‐up window, per sq foot Park Impact Fees: Single family Multi‐family: 2 units, Duplexes, & Accessory Dwelling Unit (ADU)1 Motel, per room Gas station with convenience store, per pump Gas station, per pump General office, per sq foot Health/fitness club, per sq foot Hospital, per sq foot Hotel, per room Manufacturing, per sq foot2 Marina, per boat berth Medical office, per sq foot Mini‐warehouse, per sq foot Mobile home, per dwelling Movie theater, per seat Nursing home, per bed Restaurant: sit‐down, per sq foot Senior housing ‐ detached, per dwelling Shopping center, per sq foot Single family house, per dwelling Supermarket, per sq foot 1  This fee shall be $0 for Accessory Dwelling Units (ADU). Net New PM Peak Hour Person Vehicle Trip (Proposed ‐ Existing), per PM Peak Hour Person Vehicle Trip  Hotel/motel/resort, per sq foot room Medical care facility, per sq foot bed Office, per sq foot 1  This fee shall be $0 for Accessory Dwelling Units (ADU). Multi‐family: 5 or more units Mobile home Fire Impact Fees: Residential ‐ single family (detached dwellings & duplexes), per dwelling unit Residential ‐ multi family & Accessory Dwelling Unit (ADU)1, per dwelling unit Multi‐family: 3 or 4 units AGENDA ITEM #6. e) City of Renton Fee Schedule 2023‐2024 2023 2024 5. (vi)$1.99 1.99 $0.61 (vii)$1.25 1.25 $0.66 (viii)$2.36 2.36 $0.42 (ix)$5.92 5.92 $1.44 (x)$0.15 0.15 $0.05 (xi)$0.56 0.56 $0.24 (xii)$0.72 0.72 $28.02 (xiii)$4.48 4.48 $0.13 e.$560 $560 f. (i)$100 $100 (ii)$100 $100 6. a.$1,000.00 $1,000.00  b. (i)$225.00 $225.00  (ii)$500.00 $500.00  SECTION XIII. FIRE DEPARMENT FIRE MARSHAL FEES (RFA)2023 2024 a. (i)$50 $50 (ii)$50 + 2% of the cost $50 + 2% of the cost (iii)$75 + 2% of the cost $75 + 2% of the cost (iv)$200 + 1.5% of the cost $200 + 1.5% of the cost (v)$450 + 1.2% of the cost $450 + 1.2% of the cost (vi)$950 + .75% of the cost $950 + .75% of the cost (vii) (viii) (ix) (x) (1)N/C N/C (2)$75 $75 (3)$150 $150 (xi)$35 $35 b. $150 $150 $75 $75 (iii)$250 $250 (vii)$200 $200 (ix)WFC Current Wage and  Equipment Rate WFC Current Wage and  Equipment Rate (x)$25 $25 $175 $150 $150 Multifamily Tax Exemption Application Tree Fee in lieu, credit replacement, and/or credit supplement  Per diameter inch measured at 4.5 feet above grade Labor cost for each 2" caliper (or 6ft tall) tree to be planted Miscellaneous Fees $250 $250 (xi) (viii) Underground tank removal or abandonment‐in‐ place permit (residential) (vi) Impact Fee Deferral Administration: Each Lot, Single Family Dwelling, or Condominium Each Multi‐family Building $175 Fire plan review and inspection fees: $100,000.00 and above  Construction Re‐inspection. Fee is per hour with a 2 hour minimum. The minimum may be assessed if the  requested inspection does not meet the approval of the inspector. $0 to $249.99 $250.00 to $999.99  $1,000.00 to $4,999.99  $5,000.00 to $49,999.99  $50,000.00 to $99,999.99  Independent Fee Calculation Review (or unless otherwise established by School District or Renton Regional Fire Authority) SECTION XII. DEVELOPMENT FEES (CONTINUED) Impact Fees: (Continued) Medical/dental office, per sq foot Retail, per sq foot Leisure facilities, per sq foot Industrial/manufacturing, per sq foot Church, per sq foot Education, per sq foot student Special public facilities, per sq foot *(i)‐(ii) is per unit *(v)‐(xi) is per square foot 1  This fee shall be $0 for Accessory Dwelling Units (ADU). Restaurant/lounge, per sq foot (iv) $175 $175 5% 5% Other requested inspection when not required by the fire code, or when requested for after hours inspections.  Fee is per hour with a minimum 1 2 hr hours when approved by the Fire Marshal, such as home daycares. RFA technology surcharge fee applied to Fire Department Fire Marshal Fees, subsection a. (i, ii, iii, iv, v, vi) and  subsection b. (iii) NSF check fees 20% of plan review fee ‐  Min. $75 20% of plan review fee ‐  Min. $75 $250 $250 See Fire plan review and  construction permit fees See Fire plan review and  construction permit fees Underground tank removal permit (commercial) Hazardous production materials permit (for businesses storing, handling, or using hazardous production materials  as regulated in the fire code) permit is yearly (v) (VIII) Non‐emergency Billable Services (ie: boat assists, etc) Rates published at:   www.washingtonfirechiefs.com Third and subsequent re‐Inspection/Pre‐Citation Follow‐Up Inspection when re‐inspections are required beyond  the first and second re‐inspections Construction permit:  Operational fire code permit (issued in accordance with Section 105.6 of the IFC) fee is yearly (includes items such  as fire special events, covered stages, mobile food facilities, hot works, etc.) Permits for Mobile food facilities that have passed a fire and life safety inspection in another jurisdiction that has  reciprocity with Renton RFA Hazardous materials and HPM facilities yearly Late Payment Penalty Violation/Second Re‐Inspection after 30‐day period (whenever 30 days or more have passed since Fire  Department notification of a violation, which required a first re‐inspection, and such violation has not been  remedied or granted an extension) Preventable Fire alarm fee: First, second, and third preventable alarms Fourth and fifth preventable alarms in a calendar year, fee is per each alarm. Sixth preventable alarm and successive preventable alarms in a calendar year, fee is per each alarm. Fire Permit type: (i) (ii) AGENDA ITEM #6. e) City of Renton Fee Schedule 2023‐2024 2023 2024 3. a.RMC 2‐9‐8.C $73 $73 i. RMC 2‐9‐8.C.1 $73 $73 ii. RMC 2‐9‐8.C.2 $73 $73 iii. RMC 2‐9‐8.C.3 $73 $73 iv. RMC 2‐9‐8.C.4 $73 $73 v. RMC 2‐9‐8.C.5 $73 $73 vi. RMC 2‐9‐8.C.6 $73 $73 vii. RMC 2‐9‐8.C.7 $73 $73 viii. RMC 2‐9‐8.C.8 $73 $73 ix. RMC 2‐9‐8.C.9 $73 $73 x. RMC 2‐9‐8.C.10 $73 $73 xi. RMC 2‐9‐8.C.11 $73 $73 xii. RMC 2‐9‐8.C.12 $73 $73 xiii. RMC 2‐9‐8.C.13 $73 $73 xiv. RMC 2‐9‐8.C.14 $73 $73 xv. RMC 2‐9‐8.C.15 $73 $73 xvi. RMC 2‐9‐8.C.16 $73 $73 xvii. RMC 2‐9‐8.C.17 $73 $73 xviii. RMC 2‐9‐8.C.17 $73 $73 b.RMC 4‐5‐070.C.102 $49 $49 c.RMC 5‐4‐1 $49 $49 d.RMC 6‐14‐22 $50 $50 i. RMC 6‐14‐3 $50 $50 ii. RMC 6‐14‐4 $50 $50 iii. RMC 6‐14‐5 $50 $50 iv. RMC 6‐14‐6 $50 $50 v. RMC 6‐14‐7 $50 $50 vi. RMC 6‐14‐8 $50 $50 vii. RMC 6‐14‐10 $50 $50 viii. RMC 6‐14‐11 $50 $50 ix. RMC 6‐14‐12 $50 $50 x. RMC 6‐14‐13 $50 $50 xi. RMC 6‐14‐14 $50 $50 xii. RMC 6‐14‐15 $50 $50 xiii. RMC 6‐14‐16 $50 $50 xiv. RMC 6‐14‐17 $50 $50 xv. RMC 6‐14‐18 $50 $50 xvi. RMC 6‐14‐19 $50 $50 xvii. RMC 6‐14‐20 $50 $50 e.RMC 6‐6‐1.A $49 $49 f.RMC 6‐6‐5.A $49 $49 g.RMC 9‐17‐10 $100 $100 h.RMC 9‐3‐5 $42 $42 i.RMC 9‐3‐7 $42 $42 j.RMC 9‐3‐10 $122 $122 k.RMC 9‐3‐26 $42 $42 l.RMC 9‐3‐31 $42 $42 m.RMC 10‐12‐25 $67 $67 n.RMC 10‐12‐26 $42 $42 o.RMC 10‐12‐27 $42 $42 p.RMC 10‐12‐28.C $42 $42 q.RMC 10‐12‐28.D $42 $42 r.RMC 10‐12‐28.E.1 $42 $42 s.RMC 10‐12‐28.E.2 $42 $42 t.RMC 10‐12‐28.F $42 $42 u.RMC 10‐12‐28.G $42 $42 v.RMC 10‐12‐28.H $42 $42 w.RMC 10‐2‐5 $47 $47  $48 $48 Owner to Maintain Premises Free of Litter Litter of Vacant Lots Unsafe Use of Scooter Operating Scooter When Prohibited Use of Scooter Where Prohibited Use of Scooter Without a Helmet No Reflectors on Scooter No Muffler on Scooter Scooter Operator Under Age 13 Prohibiting Distribution of Handbills Where  Properly Posted Distributing Handbills at Inhabited Private Premises Dropping Litter from Aircraft Posting Notices Prohibited Litter on Occupied Private Property Truck Loads Causing Litter Litter in Lakes and Fountains Throwing/Distributing Commercial Handbills in  Public Places Placing Handbills on Vehicles Depositing Handbills on Uninhabited/Vacant  Premises Smoking in Park Litter in Public Spaces Placement of Litter in Receptacles Sweeping Litter in Gutters Merchants’ Duty Glass Container in Park with Swimming Area Group Rally/Special Use Permit Parking & Mooring Violation City Events Violation Alcohol in Park Vehicle/Boat Repair in Park Racing in Park SCUBA Diving in Park Camping/Overnight Stay in Parks Metal Detecting All other violations identified by Renton Municipal Code as an infraction not listed or otherwise specified by court rule or law. Animal Control – No License  Littering  Animal Control – Animal at Large  Animal Control – Animal/Fowl Habitual Noise  Violation of ATV Ordinance  Inattentive Driving  Truck Route Violation  Avoiding Intersection  Encroachment on Public Property  Negligent Operation of Watercraft  Speed Regulations of Watercraft  Obstructions of Waterways  Equipment Numbering Violation  Violation of Rules of the Road  Litter Thrown By Persons in Vehicles Violation of Park Rules (Civil Infraction)  Possession/Sale/Discharge of Fireworks  SECTION XIV. MONETARY PENALTY SCHEDULE FOR INFRACTIONS ISSUED UNDER THE AUTHORITY OF CHAPTER 7.80  Effect of Schedule. This schedule establishes default base penalties for violations of the Renton Municipal Code that are issued as infractions under the authority of RCW 7.80 RCW, but these  penalties do not include any state‐imposed statutory assessments. Except as otherwise prohibited by law or court rule, a court with jurisdiction over the infraction may impose on a defendant a lesser  penalty in an individual case. Provided that, whenever the base penalty plus mandatory statutory assessments results in a total payment that is not an even dollar amount, the base penalty is deemed  to be amended to a higher amount which produces the next greatest even dollar total Penalties Established by Court Rule or Specific Penalty Established by Law. This schedule does not apply to penalties established by state or local court rule or to a penalty that is established in law  with a specific amount (i.e. ordinance or statute setting a penalty equal to a specified amount rather than a penalty up to a maximum amount). To the extent a penalty scheduled herein conflicts with  a state or local court rule or a penalty that is established in law, this schedule shall be deemed preempted by the court rule or penalty established in law Penalties: The following violations shall carry the following listed default base penalty, not including statutory assessments: 1. 2. Fire/Barbeque in Park Activities Prohibited in a Park Disregard Park Trail Sign Unauthorized Vehicle in a Park Operating Motorized Vehicle on Park Trail Dismount Zone Violation Speeding on Trails AGENDA ITEM #6. e) RESOLUTION NO. ________ EXHIBIT B 2023 Capital Facilities Plan of Issaquah School District No. 411 AGENDA ITEM #6. e) Page 1 of 24 Issaquah School District No. 411 Issaquah, Washington Adopted: June 22, 2023 Resolution No: 1203 The Issaquah School District No. 411 hereby provides this Capital Facilities Plan documenting present and future school facility requirements of the District. The plan contains all elements required by the Growth Management Act and King County Council Ordinance 21-A. 2023 CAPITAL FACILITIES PLAN AGENDA ITEM #6. e) Page 2 of 24 TABLE OF CONTENTS TABLE OF CONTENTS ................................................................................................................... 2 EXECUTIVE SUMMARY .................................................................................................................. 3 STANDARD OF SERVICE ............................................................................................................... 4 TRIGGER OF CONSTRUCTION ..................................................................................................... 5 DEVELOPMENT TRACKING AND STUDENT GENERATION RATES .......................................... 5 NEED FOR IMPACT FEES AND GROWTH-RELATED CAPACITY NEEDS ................................. 6 NEED FOR IMPACT FEES AND GROWTH-RELATED CAPACITY NEEDS (continued) .............. 7 ENROLLMENT METHODOLOGY ................................................................................................... 8 TABLE 1: ACTUAL STUDENT COUNTS & ENROLLMENT PROJECTIONS ................................ 9 TABLE 2: STUDENT FACTORS – SINGLE FAMILY & MULTI-FAMILY ...................................... 10 INVENTORY AND EVALUATION OF CURRENT FACILITIES ..................................................... 11 SITE LOCATION MAP ................................................................................................................... 12 URBAN GROW TH BOUNDARY MAP ........................................................................................... 13 ISSAQUAH SCHOOL DISTRICT'S SIX-YEAR CONSTRUCTION PLAN ..................................... 14 PROJECTED CAPACITY TO HOUSE ELEMENTARY SCHOOL STUDENTS ............................ 15 PROJECTED CAPACITY TO HOUSE MIDDLE SCHOOL STUDENTS ....................................... 16 PROJECTED CAPACITY TO HOUSE HIGH SCHOOL STUDENTS ............................................ 17 SCHOOL IMPACT FEE CALCULATIONS ..................................................................................... 18 BASIS FOR DATA USED IN SCHOOL IMPACT FEE CALCULATIONS ...................................... 19 APPENDIX A: 2022-23 ELEMENTARY SCHOOL CAPACITIES .................................................. 20 APPENDIX B: 2022-23 MIDDLE SCHOOL CAPACITIES ............................................................ 21 APPENDIX C: 2022-23 HIGH SCHOOL CAPACITIES ................................................................ 22 APPENDIX D: 2022-23 TOTAL SCHOOL CAPACITIES .............................................................. 23 APPENDIX E: 6-YEAR FINANCE PLAN ....................................................................................... 24 AGENDA ITEM #6. e) Page 3 of 24 EXECUTIVE SUMMARY This Six-Year Capital Facilities Plan (the "Plan") has been prepared by the Issaquah School District (the “District”) as the District's primary facility planning document, in compliance with the requirements of Washington's Growth Management Act and King County Council Code Title 21A. This Plan was prepared using data available in April 2023. This Plan is an update of prior long-term Capital Facilities Plans adopted by the Issaquah School District. However, this Plan is not intended to be the sole Plan for all of the District's needs. The District may prepare interim and periodic Long Range Capital Facilities Plans consistent with board policies, taking into account a longer or a shorter time period, other factors and trends in the use of facilities, and other needs of the District as may be required. Any such plan or plans will be consistent with this Six- Year Capital Facilities Plan. In June 1992, the District first submitted a request to King County to impose and to collect school impact fees on new developments in unincorporated King County. On November 16, 1992, the King County Council first adopted the District's Plan and a fee implementing ordinance. This Plan is the annual update of the Six-Year Plan. King County and the cities of Issaquah, Renton, Bellevue, Newcastle and Sammamish collect impact fees on behalf of the District. Most of these jurisdictions provide exemptions from impact fees for senior housing and certain low-income housing. Pursuant to the requirements of the Growth Management Act, this Plan will be updated on an annual basis, and any charges in the fee schedule(s) adjusted accordingly. AGENDA ITEM #6. e) Page 4 of 24 STANDARD OF SERVICE School facility and student capacity needs are dictated by the types and amounts of space required to accommodate the District’s adopted educational program. The educational program standards which typically drive facility space needs include grade configuration, optimal facility size, class size, educational program offerings, as well as classroom utilization and scheduling requirements and use of re-locatable classroom facilities (portables). Different class sizes are used depending on the grade level or programs offered such as special education or the gifted program. With the passage of Initiative 728 in November 2000, the Issaquah School Board established new class size standards for elementary grades K-5. The Board and District Administration will continue to keep class sizes near the levels provided by I -728; this will be done via local levy funds. There is also legislation that requires the State to fund Full-Day Kindergarten by 2018. The District provided Full-Day Kindergarten beginning in the 2016-2017 school year. A class size average of 20 for grades K-5 is now being used to calculate building capacities. A class size of 26 is used for grades 6-8 and 28 for grades 9-12. Special Education class size is based on 12 students per class. For the purpose of this analysis, rooms designated for special use, consistent with the provisions of King County Council Code Title 21A, are not considered classrooms. Invariably, some classrooms will have student loads greater in number than this average level of service and some will be smaller. Program demands, state and federal requirements, collective bargaining agreements, and available funding may also affect this level of service in the years to come. Due to these variables, a utilization factor of 95% is used to adjust design capacities to what a building may actually accommodate. Portables used as classrooms are used to accommodate enrollment increases for interim purposes until permanent classrooms are available. When permanent facilities become available, the portable(s) is either moved to another school as an interim classroom or removed. The King County decision to no longer allow schools to be built outside the Urban Growth Boundary Line (UGBL) means District owned property planned for a new elementary school and middle school could not be used for its long planned purpose. The District sold this planned site to a third party. The District has acquired one high school site, two elementary school sites and one middle school site inside the UGBL. The State does not provide funding for property purchases. The District’s voters approved the 2016 Bond to provide funding or a new high school, new middle school, two new elementary schools, a rebuild/expansion of an existing middle school and additions to six existing elementary schools. All of those projects are now complete with the exception of the new high school and one new elementary school, which are both discussed further in this Capital Facilities Plan and will require additional funding sources. The District’s voters recently passed a capital levy that will add, in part, funding for the high school. Additional funding for the elementary school is anticipated to be pursued during the six-year planning period. AGENDA ITEM #6. e) Page 5 of 24 TRIGGER OF CONSTRUCTION The Issaquah School District Capital Facilities Plan proposes construction of a new high school and a new elementary school to meet capacity at the elementary and high school related to recent and ongoing enrollment growth needs. The District recently completed construction of a new elementary school, Cedar Trails Elementary School, a new middle school, Cougar Mountain Middle School, as well as additions at several elementary schools to help address recent growth needs. The need for new schools and school additions is triggered by comparing our enrollment forecasts with our permanent capacity figures. These forecasts are by grade level and, to the extent possible, by geography. The analysis provides a list of new construction needed by school year. The decision on when to construct a new facility involves factors other than verified need. Funding is the most serious consideration. Factors including the potential tax rate for our citizens, the availability of state funds and impact fees, the ability to acquire land, and the ability to pass bond issues determine when any new facility can be constructed. New school facilities are a response, in part, to new housing which the county or cities have approved for construction. The District's Six-Year Finance Plan is shown in Appendix E. DEVELOPMENT TRACKING AND STUDENT GENERATION RATES In order to increase the accuracy and validity of enrollment projections, a major emphasis has been placed on the collection and tracking data of known new housing developments. This data provides two useful pieces of planning information. First, it is used to determine the actual number of students that are generated from a single family or multi-family residence. It also provides important information on the impact new housing developments will have on existing facilities and/or the need for additional facilities. Developments that have been completed or are still selling houses are used to forecast the number of students who will attend our schools from future developments. The District used a third-party consultant to review recent development data and provide updated student generation rates for elementary school, middle school and high school student per new single-family residence and new multi-family housing. Updated rates are shown in Table 2. AGENDA ITEM #6. e) Page 6 of 24 NEED FOR IMPACT FEES AND GROWTH-RELATED CAPACITY NEEDS The District relies on school impact fee revenue to help fund growth-related capacity needs. However, by law, impact fees can only be used to fund a portion of a capacity project. State funding and impact fees are also not reliable sources of revenue. As a result, the District must also rely on local funding to fund school construction. The District has two growth-related capacity projects included in this Capital Facilities Plan: a new high school and a new elementary school. The voters funded the projects as a part of the April 2016 bond and (for the high school) the April 2022 capital levy. The District utilized funds from the 2016 Bond to purchase property for the two schools and to engage in design and permitting work. Additional funding, aside from impact fee revenue and State School Construction Assistance Program dollars, is needed to construct the two schools. As demonstrated in Appendix A the District currently has a permanent capacity (at 95%) to serve 8,763 students at the elementary level. This leaves the District’s elementary enrollment under permanent capacity by 454 students (current enrollment is identified on page 9). As demonstrated in Appendix B the District currently has a permanent capacity (at 95%) to serve 4,946 students at the middle school level. This leaves the District’s middle school enrollment under permanent capacity by 321 students (current enrollment is identified on page 9). As demonstrated in Appendix C the District currently has a permanent capacity (at 95%) to serve 4,921 students at the high school level. This leaves the District’s high school enrollment over permanent capacity by 694 students (current enrollment is identified on page 9). Based on the District’s student generation rates (Table 2), the District expects that 0.589 students will be generated from each new single family home and 0.147 students will be generated from each new multi-family dwelling unit. Applying the enrollment projections contained on page 9 to the District’s existing permanent capacity (Appendices A, B, and C) and if no capacity improvements are made by the year 2028-29, and permanent capacity is adjusted to 95%, the District elementary population will be over its permanent capacity by 329 students, under permanent capacity at the middle school level by 284 students, and over permanent capacity by 776 students at the high school level. Importantly, the above figures incorporate recently completed growth-projects at the elementary and middle school levels. The District’s enrollment projections are developed using two methods: first, the cohort survival – historical enrollment method is used to forecast enrollment growth based upon the progression of existing students in the District; then, the enrollment projections are modified to include students anticipated from new developments in the District. AGENDA ITEM #6. e) Page 7 of 24 NEED FOR IMPACT FEES AND GROWTH-RELATED CAPACITY NEEDS (continued) To address existing and future capacity needs, the District’s six-year construction plan includes the following capacity projects: Facility Expansions Projected / Final Completion Date Location Additional Capacity New High School #4 New Elementary #17 August 2027 August 2028 Issaquah Issaquah 1600 560 The District recently opened the new Cougar Mountain Middle School, with permanent capacity of 787, and the new Cedar Trails Elementary School, with permanent capacity of 471 students. Both schools were funded by the April 2016 bond and provide capacity to serve new growth. Based upon the District’s capacity data and enrollment projections, as well as the student generation data, the District has determined that the planned new high school and new elementary school are needed, in part, to provide capacity improvements necessary to serve students generated by recent and ongoing new residential development. The school impact fee formula ensures that new development only pays for the cost of the facilities necessitated by new development. The fee calculations examine the costs of housing the students generated by each new single family dwelling unit or each new multi-family dwelling unit and then reduces that amount by credits for the anticipated state match and future tax payments. The resulting impact fee is then discounted as required by local ordinances. Thus, by applying the student generation factor to the school project costs, the fee formula only calculates the costs of providing capacity to serve each new dwelling unit. The formula does not require new development to contribute the costs of providing capacity to address existing needs. The King County Council and the City Councils of the cities of Bellevue, Issaquah, Newcastle, Renton and Sammamish have created a framework for collecting school impact fees and the District can demonstrate that new developments will have an impact on the District. The impact fees will be used in a manner consistent with RCW 82.02.050-110 and the adopted local ordinances. Engrossed Senate Bill 5923, enacted in the 2015 Legislative Session, requires that developers be provided an option to defer payment of impact fees to final inspection, certificate of occupancy, or closing, with no fees deferred longer than 18 months from building permit issuance. The District adopts the positions that: (1) no school impact fee should be collected later than the earlier of final inspection or 18 months from the time of building permit issuance; and (2) no developer applicant should be permitted to defer payment of school impact fees for more than 20 dwelling units in a single year. The District’s recent and ongoing student growth, coupled with the need for the timely funding and construction of new facilities to serve this growth, requires strict adherence to this position. AGENDA ITEM #6. e) Page 8 of 24 ENROLLMENT METHODOLOGY Two basic techniques are used, with the results compared, to establish the most likely range of anticipated student enrollment: 1. The student 3-2-1 cohort survival method. Examine Issaquah School District enrollments for the last 5 years and determine the average cohort survival for the consecutive five-year period. Because cohort survival does not consider students generated from new development it is a conservati ve projection of actual enrollment. For the same reason, these projections are also slow to react to actual growth. The cohort method is also hampered by the fact that it does account for anomalies affecting enrollment (for example, the Covid-19 pandemic, temporary remote learning and the variations in the transition back to in-person learning). 2. Based on information from King County, realtors, developers, etc., the District seeks to establish the number of new dwelling units that will be sold each year and converts those units to new students based on the following: a) The number of actual new students as a percentage of actual new dwellings for the past several years. (The student generation factors are shown in Table 2) b) Determine the actual distribution of new students by grade level for the past several years, i.e., 5% to kindergarten, 10% to first grade, 2% to 11th grade, etc. c) Based on an examination of the history shown by (a) and (b) above, establish the most likely factor to apply to the projected new dwellings. After determining the expected new students, the current actual student enrollments are moved forward from year to year with the arrived at additions. One of the challenges associated with all projection techniques is that, where new development is in the pipeline, they tend to always show growth because the number of houses and the general population always increases. Enrollments, however, can and do decrease even as the population increases. The reason is as the population matures, the number of kindergartners will go down as the number of 10th graders is still increasing. To adjust for this factor, the number of school age children per dwelling is examined. When this number exceeds expectations, it is probably because the District is still assuming kindergarten growth, while the main growth is actually moving into middle school. When this happens, a reduction factor is added to kindergarten to force it to decrease even though the general population continues to grow. A precise statistical formula has not been developed to make this adjustment. After all of the projections have been made and examined, the most likely range is selected. An examination of past projections compared with actual enrollment indicates the cohorts tend to be more accurate over a ten-year time span while dwelling units tend to be more accurate over a shorter period. The probable reason is that over a ten-year period, the projections tend to average out even though there are major shifts both up and down within the period. The Covid-19 pandemic has complicated projections in recent years. The District has experienced a return to in-person learning in the last two years but continues to monitor student enrollment closely. As with last year’s projections, this year’s projections are more conservative than in previous years to allow the District to gather additional data and experience. Like other districts, the District is also experiencing fewer students at the high school level enrolling in Running Start options and instead choosing to be fully enrolled in the District 9-12 program. Enrollment projections for the years 2023-2024 through 2036-2037 are shown in Table 1 (page 9). These projections are conservative in the near-term (within a 5 year period). The District assumes that a post- pandemic increase in enrollment will occur, but does not believe our historical peak enrollment will be reached within the next 7 years. The District however, could have a large uptick in enrollment depending upon land use decisions, housing and labor market, etc. The District will monitor these matters and include updated information in future updates to the Capital Facilities Plan. AGENDA ITEM #6. e) Page 9 of 24 TABLE 1: ACTUAL STUDENT COUNTS & ENROLLMENT PROJECTIONS AGENDA ITEM #6. e) Page 10 of 24 TABLE 2: STUDENT FACTORS – SINGLE FAMILY & MULTI-FAMILY AGENDA ITEM #6. e) Page 11 of 24 INVENTORY AND EVALUATION OF CURRENT FACILITIES Currently, using the 95% utilization factor, the District has the capacity to house 18,630 students in permanent facilities and 4,290 students in portables. While portables are critical for interim capacity needs, they are not desirable nor long-term capacity solutions. The District looks to its permanent capacity, as adjusted for utilization, for purposes of determining growth-related needs and addressing school capacity. The projected student enrollment for the 2023-2024 school year is expected to be 18,549 which leaves a permanent capacity overage of 80. Enrollment projections indicate permanent capacity needs at the elementary and high school levels over the six-year planning period. Calculations of elementary, middle school and high school capacities are shown in Appendices A, B and C. Totals are shown in Appendix D. Below is a list of current facilities. These facility locations and sites are shown on the District Site Location Map. EXISTING FACILITIES LOCATION GRADE SPAN K-5: Apollo Elementary 15025 S.E. 117th Street, Renton Briarwood Elementary 17020 S.E. 134th Street, Renton Cascade Ridge Elementary 2020 Trossachs Blvd. S.E., Sammamish Cedar Trails Elementary 4399 Issaquah-Pine Lake Rd S.E. , Sammamish Challenger Elementary 25200 S.E. Klahanie Blvd., Issaquah Clark Elementary 335 First Ave. S.E., Issaquah Cougar Ridge Elementary 4630 167th Ave. S.E., Bellevue Creekside Elementary 20777 SE 16th Street, Sammamish Discovery Elementary 2300 228th Ave. S.E., Sammamish Endeavour Elementary 26205 S.E. Issaquah-Fall City Rd., Issaquah Grand Ridge Elementary 1739 NE Park Drive, Issaquah Issaquah Valley Elementary 555 N.W. Holly Street, Issaquah Maple Hills Elementary 15644 204th Ave. S.E., Issaquah Newcastle Elementary 8440 136th Ave S.E., Newcastle Sunny Hills Elementary 3200 Issaquah-Pine Lake Rd. S.E., Sammamish Sunset Elementary 4229 W. Lk. Sammamish Pkwy. S.E., Issaquah GRADE SPAN 6-8: Beaver Lake Middle School 25025 S.E. 32nd Street, Issaquah Cougar Mountain Middle School 1929 NW Talus Dr, Issaquah Issaquah Middle School 600 2nd Ave. Ave. S.E., Issaquah Maywood Middle School 14490 168th Ave. S.E., Renton Pacific Cascade Middle School 24635 SE Issaquah-Fall City Rd, Issaquah Pine Lake Middle School 3095 Issaquah-Pine Lake Rd., Sammamish GRADE SPAN 9-12: Issaquah High School 700 Second Ave. S.E., Issaquah Liberty High School 16655 S.E. 136th Street, Renton Skyline High School 1122 228th Ave. S.E., Sammamish Gibson Ek High School 379 First Ave. S.E., Issaquah SUPPORT SERVICES: Administration Building 5150 220th Ave S.E., Issaquah Holly Street Early Learning Center 565 N.W. Holly Street, Issaquah May Valley Service Center 16404 S.E. May Valley Road, Renton Transportation Center 805 Second Avenue S.E., Issaquah Transportation Satellite 3402 228th Ave. S.E., Sammamish AGENDA ITEM #6. e) Page 12 of 24 SITE LOCATION MAP AGENDA ITEM #6. e) Page 13 of 24 URBAN GROWTH BOUNDARY MAP AGENDA ITEM #6. e) Page 14 of 24 THE ISSAQUAH SCHOOL DISTRICT'S SIX-YEAR CONSTRUCTION PLAN The District's Six-Year Finance Plan is shown in Appendix E. Shown in Table 3 is the District's projected capacity to house students, which reflects the additional facilities as noted. Voters passed a $533 million bond in April 2016 to fund the purchase of land for and construction of a new high school, a new middle school, two new elementary schools, the rebuild/expansion of an existing middle school and additions to six existing elementary schools. The voters also funded an April 2022 capital levy to provide additional funding for the high school project as well as other projects. The District does anticipate receiving State matching funds for High School #4 project that would reduce future bond sale amounts or be applied to new K-12 construction projects included in this Plan. The District will need additional funding to construct the new high school and new elementary school. The District anticipates seeking additional funding within six years. Secured funding will be identified in future updates to this CFP. The District also anticipates that it will receive $500,000 in impact fees and mitigation payments that will be applied to capital projects. The District projects 18,549 FTE students for the 2023-2024 school year and 19,451 FTE students in the 2028-2029 school year. Growth will be accommodated by the planned facilities. Per the formula in the adopted school impact fee ordinance, half of the unfunded growth-related need is assigned to impact fees and half is the local share. AGENDA ITEM #6. e) Page 15 of 24 PROJECTED CAPACITY TO HOUSE ELEMENTARY SCHOOL STUDENTS AGENDA ITEM #6. e) Page 16 of 24 PROJECTED CAPACITY TO HOUSE MIDDLE SCHOOL STUDENTS AGENDA ITEM #6. e) Page 17 of 24 PROJECTED CAPACITY TO HOUSE HIGH SCHOOL STUDENTS AGENDA ITEM #6. e) Page 18 of 24 SCHOOL IMPACT FEE CALCULATIONS AGENDA ITEM #6. e) Page 19 of 24 BASIS FOR DATA USED IN SCHOOL IMPACT FEE CALCULATIONS SCHOOL SITE ACQUISITION COST: • The District previously purchased sites for the new elementary school and high school. SCHOOL CONSTRUCTION COST: • Elementary $52,500,000 is the estimated construction cost of the project providing additional elementary capacity • High School $187,500,000 is the estimated construction cost of the project providing additional high school capacity PERCENTAGE OF PERMANENT AND TEMPORARY SQUARE FOOTAGE TO TOTAL SQUARE FOOTAGE: Total Square Footage 2,935,397 Permanent Square Footage (OSPI) 2,744,580 Temporary Square Footage 190,817 STATE MATCH CREDIT: Current Area Cost Allowance $246.83 Percentage of State Match 36.09% AGENDA ITEM #6. e) Page 20 of 24 APPENDIX A: 2022-23 ELEMENTARY SCHOOL CAPACITIES AGENDA ITEM #6. e) Page 21 of 24 APPENDIX B: 2022-23 MIDDLE SCHOOL CAPACITIES AGENDA ITEM #6. e) Page 22 of 24 APPENDIX C: 2022-23 HIGH SCHOOL CAPACITIES AGENDA ITEM #6. e) Page 23 of 24 APPENDIX D: 2022-23 TOTAL SCHOOL CAPACITIES AGENDA ITEM #6. e) Page 24 of 24 APPENDIX E: 6-YEAR FINANCE PLAN AGENDA ITEM #6. e) RESOLUTION NO. ________ EXHIBIT C Kent School District Six-Year Capital Facilities Plan 2022-2023 – 2028-2029 AGENDA ITEM #6. e) Six-Year Capital Facilities Plan 2022-2023 through 2028-2029 June 2023 Kent School District No. 415 12033 SE 256th Street Kent, Washington 98030-6643 (253) 373-7526 BOARD of DIRECTORS Mr. Joe Bento, President Ms. Meghan Margel, Vice Director Ms. Leslie Hamada, Legislative Representative Mr. Awale Farah, Director Mr. Tim Clark, Director ADMINISTRATION Israel Vela Superintendent of Schools Dr. Wade Barringer, Associate Superintendent Strategic Initiatives & Operations Dave Bussard, Executive Director Operations & Facilities Sara Dumlao, Assistant Director of Business Services AGENDA ITEM #6. e) Six-Year Capital Facilities Plan Table of Contents I - Executive Summary ............................................................................................ 1 II - Six - Year Enrollment Projection ......................................................................... 3 III - Current Kent School District “Standard of Service" ............................................ 7 Current Standards of Service for Elementary Students ............................................... 7 Current District Standards of Service for Secondary Students .................................... 8 IV - Inventory and Capacity of Existing Schools ........................................................ 9 V - Six-Year Planning and Construction Plan .......................................................... 14 VI - Portable Classrooms ....................................................................................... 19 VII - Projected Six-Year Classroom Capacity ........................................................... 20 VIII - Finance Plan ................................................................................................. 26 IX – Summary of Changes to June 2022 Capital Facilities Plan .............................. 34 X Appendices ..................................................................................................... 35 AGENDA ITEM #6. e) I - Executive Summary This Six-Year Capital Facilities Plan has been prepared by the Kent School District as the organization's capital facilities planning document, in compliance with the requirements of Washington's Growth Management Act, King County Code K.C.C. 21A.43 and Cities of Kent, Covington, Renton, Auburn, Black Diamond, Maple Valley, and SeaTac. This annual Plan update was prepared using data available in the spring of 2023 for the 2023-2024 school year. This annual update of the Plan reflects no new major capital projects. This Plan is consistent with prior long-term capital facilities plans adopted by the Kent School District. This Plan is not intended to be the sole planning document for all the district's needs. The district may prepare interim and periodic Long-Range Capital Facilities Plans consistent with Board Policies, considering a longer or shorter period, other factors and trends in the use of facilities, and other needs of the district as may be required. Prior Capital Facilities Plans of the Kent School District have been adopted by Metropolitan King County Council and Cities of Kent, Covington, Auburn, and Renton and included in the Capital Facilities Plan element of the Comprehensive Plans of each jurisdiction. This Plan has also been submitted to the cities of Black Diamond, Maple Valley, and SeaTac for their information and inclusion in their Comprehensive Plans. In order for impact fees to be collected in the unincorporated areas of Kent School District, the Metropolitan King County Council must adopt this Plan and a fee- implementing ordinance for the District. For impact fees to be collected in the incorporated portions of the District, the cities of Kent, Covington, Renton and Auburn must also adopt this Plan and their own school impact fee ordinances. This Capital Facilities Plan establishes a standard of service in order to ascertain current and future capacity. While the State Superintendent of Public Instruction establishes square footage guidelines for capacity, those guidelines do not account for local program needs in the District. The Growth Management Act, King County and City codes and ordinances authorize the District to make adjustments to the standard of service based on specific needs for students of the District. This Plan includes the standard of service as established by Kent School District. Functional capacity is based on an average capacity and updated to reflect changes to special programs served in each building. Portables in the interim capacity calculation use the same standard of service as the permanent facilities. 1 AGENDA ITEM #6. e) The capacity of each school in the District is calculated based on the District’s standard of service and the existing inventory of permanent facilities. The District's program capacity of permanent facilities reflects program changes and the state’s mandated reduction of class size to meet the standard of service for Kent School District. Portables provide additional interim capacity. Kent School District is the fifth largest (FTE basis) district in the state. Enrollment is electronically reported monthly to the Office of the Superintendent of Public Instruction (“OSPI”) on Form P-223. Although funding apportionment is based on Annual Average Full Time Equivalent (AAFTE), enrollment on October 1 is a widely recognized “snapshot in time” that is used to report the District’s enrollment for the year as reported to OSPI. The District's standard of service, enrollment history and projections, and use of interim facilities are reviewed in detail in various sections of this Plan. The District plans to continue to satisfy concurrency requirements through the interim use of portables. This Plan currently represents projects in process funded primarily by the Kent School District’s 2016 Bond, as well as the 2018 Capital Levy. Additional information about these projects can be found on the District’s capital projects homepage (link). Additionally, project updates sent to our community of stakeholders can be accessed on the KSD website (link). Based on revised student generation rates, our capacity and enrollment projections, the District will stay current with non-collection of student impact fee rate for the coming year. For a short overview, see Section IX (Summary of Changes to the June 2022 Capital Facilities Plan). 2 AGENDA ITEM #6. e) II - Six - Year Enrollment Projection For capital facilities planning, enrollment growth projections are based on cohort survival and student yield from documented residential construction projected over the next six years (See Table 2). For this Plan, the district relied substantially on the results from Dr. Les Kendrick’s study of long-range enrollment forecasts for the Kent School District in the Winter of 2022. King County live births and the District's relational percentage average were used to determine the number of kindergartners entering the system (See Table 2). 7.49% of 24,337 King County live births in 2018 is projected for 1,824 students expected in Kindergarten for October 1, 2023. This is a decrease of 937 live births in King County over the previous year. Early Childhood Education students (also identified as “ECE”), “Early Childhood Special Education (“ECSE”) students are forecast and reported to OSPI separately on Form P-223H for Special Education Enrollment. Capacity is reserved to serve students in the ECE programs at elementary schools. In addition to live birth data, enrollment projections for October 1, 2023 going forward rely upon the results of the enrollment study by Dr. Kendrick, utilizing the “medium growth” methodology. Within practical limits, the District has kept abreast of proposed developments. The District will continue to track new development activity to determine impact to schools. Information on new residential developments and the completion of these proposed developments in all jurisdictions will be considered in the District's future analysis of growth projections. The Kent School District serves eight permitting jurisdictions: unincorporated King County, the cities of Kent, Covington, Renton, and Auburn and smaller portions of the cities of SeaTac, Black Diamond, and Maple Valley. 3 AGENDA ITEM #6. e) STUDENT GENERATION FACTOR "Student Factor" is defined by King County code as "the number derived by a school district to describe how many students of each grade span are expected to be generated by a dwelling unit" based on district records of average actual student generated rates for developments completed within the last ten years. Following these guidelines, the student generation rate for Kent School District is as follows: Single Family Elementary .248 Middle School .085 Senior High .107 Total .440 Multi-Family Elementary .130 Middle School .049 Senior High .056 Total .235 The student generation factor is based on 1,728 new SFD (Single Family Detached) units built between 2017 and 2021. The student generation factor is based on 1,526 new MF (Multi- Family) units built during the same period. The multi-family units consisted of 1,222 apartment units and 340 townhome units. The District sees an average of 44 students for every 100 single family units that are built and an average of 24 students for every 100 multi-family units that are built. The rate for apartment units is higher than for townhome units. The District sees an average of 29 students for every 100 apartment units. The student generation rate also varies among apartment developments, based on the number of bedrooms in the unit. Units with three plus bedrooms have much higher student generation rates than units that have two or fewer bedrooms. Noting these differences can help the District when planning for future growth from housing. In preparing the 2022-2023 to 2028-2029 Capital Facilities Plan the District contracted with Educational Data Solutions, LLC led by Dr. Les Kendricks, a noted expert in demographic studies for school districts, to analyze and prepare the student generation factor. Within the district’s borders there are several income-based and multi-family housing projects coming on-line in 2022/2023. Once developed with occupancy occurring the District does recognize that the student generation for multi-family housing may impact future Capital Facilities Plan updates. One multi-family project worth noting, Covington Commons which appears to have many units with three-plus bedrooms and is likely to show better student growth than the medium project once completed. 4 AGENDA ITEM #6. e) KENT SCHOOL DISTRICT No. 415 OCTOBER REPORT 1251H (HEADCOUNT) ENROLLMENT HISTORY LB = Live Births LB in 2008 LB in 2009 LB in 2010 LB in 2011 LB in 2012 LB in 2013 LB in 2014 LB in 2015 LB in 2016 LB in 2017 October HC Enrollment 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 King County Live Births 1 25,222 25,057 24,514 24,630 25,032 24,910 25,348 25,487 26,011 25,274 Incr/(Decr)323 (165)(543)116 402 (122)438 139 524 (737) Kindergarten / Birth % 1 8.40%8.34%8.34%8.17%8.14%7.98%7.93%6.68%7.06%7.42% Kindergarten 2,119 2,090 2,045 2,013 2,037 1,989 2,010 1,703 1,837 1,875 Grade 1 2,186 2,127 2,131 2,067 2,056 2,061 2,036 1,882 1,768 1,945 Grade 2 2,055 2,190 2,163 2,163 2,077 2,008 2,091 1,980 1,817 1,840 Grade 3 1,922 2,070 2,176 2,195 2,143 2,043 1,995 2,001 1,938 1,887 Grade 4 2,087 1,956 2,089 2,195 2,218 2,118 2,038 1,912 1,924 1,953 Grade 5 2,008 2,116 1,958 2,103 2,189 2,169 2,120 1,937 1,872 1,953 Grade 6 2,079 2,023 2,058 1,952 2,120 2,184 2,164 2,024 1,894 1,962 Grade 7 Middle School 2,046 2,104 1,974 2,021 1,922 2,044 2,166 2,010 1,925 1,906 Grade 8 " "2,121 2,091 2,100 2,021 2,043 1,882 2,073 2,086 1,937 1,956 Grade 9 Senior High 2,483 2,428 2,093 2,105 2,006 2,004 1,888 2,006 2,043 2,011 Grade 10 " "2,046 2,151 2,165 2,099 2,080 1,946 2,035 1,813 1,959 2,050 Grade 11 " "1,873 1,802 1,818 1,865 1,823 1,732 1,663 1,744 1,583 1,677 Grade 12 " "1,539 1,576 1,742 1,730 1,810 1,654 1,634 1,484 1,656 1,467 Total Enrollment 2 26,564 26,724 26,512 26,529 26,524 25,834 25,913 24,582 24,153 24,482 Yearly Headcount Incr/(Decr)(48)160 (212)17 (5)(690)79 (1,331)(429)329 Cumulative Incr/(Decr)(267)(107)(319)(302)(307)(997)(918)(2,249)(2,678)(2,349) For 2023 CFP - Headcount Enrollment History 1 This number indicates actual births in King County 5 years prior to enrollment year as updated by Washington State Department of Health, Center for Health Statistics. Kent School District percentage based on actual Kindergarten enrollment 5 years later. 2 Enrollment reported to OSPI on Form P-223 generates basic education funding and excludes Early Childhood Special Education ("ECSE" & "B2" or Birth to 2 Preschool Inclusive Education) and excludes College-only Running Start students. Change to Full Day Kindergarten for all schools Kent School District Six-Year Capital Facilities Plan Table 1 May 2023 5 AGENDA ITEM #6. e) KENT SCHOOL DISTRICT No. 415 SIX - YEAR ENROLLMENT PROJECTION Full Day Kindergarten at all Elem LB in 2017 LB in 2018 LB in 2019 LB in 2020 LB in 2021 Est LB in 2022 Est. LB in 2023 ACTUAL ENROLLMENT October 2022 2023 2024 2025 2026 2027 2028 King County Live Births 25,274 24,337 24,090 23,686 23,428 23,583 23,973 Incr/(Decr)(213)(937)(247)(404)(258)155 390 Kindergarten / Birth % 7.42%7.49%7.53%7.60%7.60%7.75%7.75% FD Kindergarten 1,875 1,824 1,814 1,801 1,781 1,827 1,858 Grade 1 1,945 1,937 1,893 1,902 1,888 1,849 1,897 Grade 2 1,840 1,967 1,960 1,945 1,954 1,930 1,890 Grade 3 1,887 1,871 2,003 2,016 2,000 2,009 1,985 Grade 4 1,953 1,874 1,861 2,012 2,025 2,009 2,018 Grade 5 1,953 1,964 1,887 1,893 2,047 2,060 2,044 Grade 6 1,962 1,995 2,008 1,949 1,955 2,114 2,128 Grade 7 Middle School 1,906 1,939 1,975 2,007 1,948 1,954 2,113 Grade 8 " "1,956 1,903 1,936 1,991 2,024 1,964 1,970 Grade 9 Senior High 2,011 1,993 1,941 1,995 2,051 2,085 2,024 Grade 10 " "2,050 2,009 1,991 1,959 2,013 2,070 2,104 Grade 11 " "1,677 1,798 1,763 1,765 1,736 1,784 1,834 Grade 12 " "1,467 1,585 1,691 1,675 1,677 1,649 1,695 Total Enrollment Projection 24,482 24,659 24,723 24,910 25,099 25,304 25,560 Yearly Incr/(Decr)(100)177 64 187 189 205 256 Yearly Incr/(Decr) %-0.41%0.72%0.26%0.76%0.76%0.82%1.01% Total Enrollment Projection*24,482 24,659 24,723 24,910 25,099 25,304 25,560 Projection Source: Les Kendrick Demographic Study Dec '22 ("Medium Growth Model") 2022 - 2028 Enrollment Projections PROJECTED ENROLLMENT Live births for King County are estimates for year 2022 & 2023 *Does not include iGrad, RS Kent School District Six-Year Capital Facilities Plan Table 2 May 2023 6 AGENDA ITEM #6. e) III - Current Kent School District “Standard of Service" In order to determine the capacity of facilities in a school district, King County Code 21A.06.1225 references a "standard of service" that each school district must establish in order to ascertain its overall capacity. The standard of service identifies the program year, the class size, the number of classrooms, students and programs of special need, and other factors determined by the District which would best serve the student population. This Plan includes the standard of service as established by Kent School District. The District has identified schools with significant special needs programs as “impact” schools and the standard of service targets a lower-class size at those facilities. Portables included in the capacity calculation use the same standard of service as the permanent facilities. The standard of service defined herein will continue to evolve in the future. Kent School District is continuing a long-term strategic planning process combined with review of changes to capacity and standard of service. This process will affect various aspects of the District's standard of service and future changes will be reflected in future capital facilities plans. Current Standards of Service for Elementary Students •Class size ratio for grades K - 3 is planned for an average of 23 students per class, not to exceed 26. •Class size ratio for grades 4 - 6 is planned for an average of 27 students per class, not to exceed 29. Some special programs require specialized classroom space and the program capacity of some of the buildings housing these programs is reduced. Some students, for example, leave their regular classroom for a short period of time to receive instruction in special programs and space must be allocated to serve these programs. Students may also be provided with music instruction and physical education in a separate classroom or facility. Some identified students will also be provided educational opportunities in classrooms for special programs such as those designated as follows: Multilingual Learner Education (MLE) Education for Disadvantaged Students (Title I) – Federal Program Learning Assisted Programs (LAP) – State Program 7 AGENDA ITEM #6. e) Highly Capable Students – State Program Reading, math or science Labs Dual Language Programs in four elementary schools and one middle school Inclusive Education Service for Elementary and Secondary students with disabilities may be provided in a separate or self-contained classroom sometimes with a capacity of 10-15 students, depending on the program. Current District Standards of Service for Secondary Students The standards of service outlined below reflect only those programs and educational opportunities provided to secondary students which directly affect the capacity of the school buildings per the negotiated collective bargaining agreement with KEA. •The average class size ratio for grades 7–8 is 30 students per class and 143 students per day, with a maximum daily class load/enrollment of 150 based on five class periods per day. •The average class size ratio for grades 9-12 is 32 students per class and 153 students per day, with a maximum daily class load/enrollment of 160 based on five class periods per day. Like Inclusive Education Programs listed above, many other secondary programs require specialized classroom space which can reduce the functional capacity of the permanent school buildings, such as technology labs, performing arts activities, a variety of career and technical education programs, and other specialized programs. Space or Classroom Utilization As a result of scheduling conflicts for student programs, the need for specialized rooms for certain programs, and the need for teachers to have a workspace during their planning periods, it is not possible to achieve 100% utilization of regular teaching stations at secondary schools. Based on the analysis of actual utilization of classrooms, the Kent School District has determined that the standard utilization rate is 95% for secondary schools. Functional capacity at elementary schools reflects 100% utilization at the elementary level. 8 AGENDA ITEM #6. e) IV - Inventory and Capacity of Existing Schools Currently, the District has permanent functional capacity to house 33,847 students and interim (portable) capacity to house 4,161. This capacity is based on the District's Standard of Service as set forth in Section III. Included in this Plan is an inventory of the District's schools by type, address and current capacity (See Table 3). The ratio between permanent capacity and portable capacity is 87.8% - 12.2%. The functional capacity is periodically updated for changes in the programs, additional classrooms, and new schools. Functional capacity has been updated in this Plan to reflect program changes implemented in the Fall of 2022. Calculation of Elementary, Middle School and Senior High School capacities are set forth in Appendices A, B, and C. Maps of existing schools are included. For clarification, the following is a brief description of some of the non-traditional programs for students in Kent School District: iGrad - Kent School District has developed the Individualized Graduation and Degree Program or “iGrad”. iGrad is an Open Door (Drop-out Reengagement) School that offers a second plus chance to students aged 16-21 who have dropped out of high school or are at risk of not earning a high school diploma by age 21. iGrad is not included in this Capital Facilities Plan, because it is served as a leased space at the Kent Hill Plaza Shopping Center. Over the past three years, enrollment in the iGrad program has averaged over 250 students. Kent Virtual Academy - The Kent Virtual Academy is open to grades 6-12 and is currently serving 171 students. The virtual school offers a flexible learning experience designed to engage students when and where they work best. Each school day will include a combination of live (synchronous) virtual instruction and on-demand (asynchronous) learning opportunities outside of a traditional bell schedule. Students can attend live virtual lessons with their teachers and classmates, participate in live virtual class or small group discussions, check-in or meet with teachers, watch recorded video lessons, work independently on projects and lessons, participate in learning experiences outside the school setting for credit or to meet competencies. Virtual school students may also attend their boundary school for select classes and services. 9 AGENDA ITEM #6. e) 2022 - 2023 Year Opened Carriage Crest Elementary 1990 CC 18235 - 140th Avenue SE, Renton 98058 550 Cedar Valley Elementary 1971 CV 576 Covington Elementary 2018 CO 25811 156th Avenue SE, Covington 98042 620 Crestwood Elementary 1980 CW 504 East Hill Elementary 1953 EH 9825 S 240th Street, Kent 98031 626 Emerald Park 1999 EP 11800 SE 216th Street, Kent 98031 602 Fairwood Elementary 1969 FW 16600 - 148th Avenue SE, Renton 98058 490 George T. Daniel Elementary 1992 DE 11310 SE 248th Street, Kent 98030 446 Glenridge Elementary 1996 GR 19405 - 120th Avenue SE, Renton 98058 602 Grass Lake Elementary 1971 GL 28700 - 191st Place SE, Kent 98042 564 Horizon Elementary 1990 HE 27641 - 144th Avenue SE, Kent 98042 578 Jenkins Creek Elementary 1987 JC 596 Kent Elementary 1999 KE 24700 - 64th Avenue South, Kent 98032 550 Lake Youngs Elementary 1965 LY 19660 - 142nd Avenue SE, Kent 98042 658 Martin Sortun Elementary 1987 MS 12711 SE 248th Street, Kent 98030 580 Meadow Ridge Elementary 1994 MR 27710 - 108th Avenue SE, Kent 98030 522 Meridian Elementary 1939 ME 25621 - 140th Avenue SE, Kent 98042 608 Millennium Elementary 2000 ML 11919 SE 270th Street, Kent 98030 580 Neely-O'Brien Elementary 1990 NO 6300 South 236th Street, Kent 98032 522 Panther Lake Elementary 2009 PL 12022 SE 216th Street, Kent, 98031 546 Park Orchard Elementary 1963 PO 11010 SE 232nd Street, Kent 98031 642 Pine Tree Elementary 1967 PT 27825 - 118th Avenue SE, Kent 98030 648 Ridgewood Elementary 1987 RW 18030 - 162nd Place SE, Renton 98058 578 River Ridge Elementary 2021 RR 00000 - 22420 Military Rd S SeaTac, WA 858 Sawyer Woods Elementary 1994 SW 554 Scenic Hill Elementary 1960 SH 26025 Woodland Way South, Kent 98030 600 Soos Creek Elementary 1971 SC 12651 SE 218th Place, Kent 98031 508 Springbrook Elementary 1969 SB 20035 - 100th Avenue SE, Kent 98031 564 Sunrise Elementary 1992 SR 22300 - 132nd Avenue SE, Kent 98042 578 Elementary TOTAL 16,850 Cedar Heights Middle School 1993 CH 19640 SE 272 Street, Covington 98042 1,112 Mattson Middle School 1981 MA 16400 SE 251st Street, Covington 98042 922 Meeker Middle School 1970 MK 12600 SE 192nd Street, Renton 98058 1,154 Meridian Middle School 1958 MM 23480 - 120th Avenue SE, Kent 98031 884 Mill Creek Middle School 2005 MC 620 North Central Avenue, Kent 98032 1,058 Northwood Middle School 1996 NW 17007 SE 184th Street, Renton 98058 1,090 Canyon Ridge Middle School 1966 CR 11000 SE 264th Street, Kent 98030 0 Middle School TOTAL 6,220 Kent-Meridian High School 1951 KM 10020 SE 256th Street, Kent 98030 2,211 Kentlake Senior High School 1997 KL 21401 SE 300th Street, Kent 98042 2,516 Kentridge Senior High School 1968 KR 12430 SE 208th Street, Kent 98031 2,940 Kentwood Senior High School 1981 KW 2,608 Senior High TOTAL 10,275 Kent Laboratory Academy 2021 KA 00000 - 208th St Kent, WA 98030 502 Kent Virtual Academy KVA No hard Building i-Grad Program IG Not a KSD Building DISTRICT TOTAL 33,847 26500 Timberlane Way SE, Covington 98042 25225 - 180th Avenue SE, Covington 98042 26915 - 186th Avenue SE, Covington 98042 25800 - 164th Avenue SE, Covington 98042 Functional CapacitySCHOOLABRADDRESS 31135 - 228th Ave SE, Black Diamond 98010 10 AGENDA ITEM #6. e) Kent-Meridian High School Kentlake High School Kentridge High School Kentwood High School King County, WA State Parks GIS, Esri, HERE, Garmin, SafeGraph, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, USDA Kent School District 2022/23 School Year High School Boundaries Legend High School Buildings Kent-Meridian High School Kentlake High School Kentridge High School Kentwood High School ± 0 4 82 Miles 11 AGENDA ITEM #6. e) Kent School District 2022/23 School Year Middle School Boundaries Cedar Heights Middle School Mattson Middle School Meeker Middle School Meridian Middle School Mill Creek Middle School Northwood Middle School King County, WA State Parks GIS, Esri, HERE, Garmin, SafeGraph, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, USDA 0 4 82 Miles Legend Cedar Heights Middle School Mattson Middle School Meeker Middle School Meridian Middle School Mill Creek Middle School Northwood Middle School Middle Schools ± 12 AGENDA ITEM #6. e) Kent School District 2022/23 School Year Elementary School Boundaries Carriage Crest Elementary Cedar Valley ElementaryCovington Elementary Crestwood Elementary East Hill Elementary Emerald Park Elementary Fairwood Elementary Daniel Elementary Glenridge Elementary Grass Lake Elementary Horizon Elementary Jenkins Creek Elementary Kent Elementary Lake Youngs Elementary Martin Sortun Elementary Meadow Ridge Elementary Meridian Elementary Millennium Elementary Neely O Brien Elementary Panther Lake Elementary Park Orchard Elementary Pine Tree Elementary Ridgewood Elementary Sawyer Woods Elementary Scenic Hill Elementary Soos Creek Elementary Springbrook Elementary Sunrise Elementary River Ridge Elementary King County, WA State Parks GIS, Esri, HERE, Garmin, SafeGraph, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, USDA 0 4 82 Miles Legend Carriage Crest Elementary Cedar Valley Elementary Covington Elementary Crestwood Elementary Daniel Elementary East Hill Elementary Emerald Park Elementary Fairwood Elementary Glenridge Elementary Grass Lake Elementary Horizon Elementary Jenkins Creek Elementary Kent Elementary Lake Youngs Elementary Martin Sortun Elementary Meadow Ridge Elementary Meridian Elementary Millennium Elementary Neely O Brien Elementary Panther Lake Elementary Park Orchard Elementary Pine Tree Elementary Ridgewood Elementary River Ridge Elementary Sawyer Woods Elementary Scenic Hill Elementary Soos Creek Elementary Springbrook Elementary Sunrise Elementary Elementary Schools ± 13 AGENDA ITEM #6. e) V - Six-Year Planning and Construction Plan In November 2016, the voters of the Kent School District approved a bond measure for $252 million. This bonding authority provided for the replacement of Covington Elementary school, which opened in August of 2018, the new River Ridge Elementary school, and our new Kent Laboratory Academy, which both opened in August 2021. As a critical component of capital facilities planning, county and city planners and decision - makers are encouraged to consider safe walking conditions for all students when reviewing applications and design plans for new roads and developments. This should include sidewalks for pedestrian safety to and from school and bus stops as well as bus pull -outs and turn- arounds. Included in this Plan is an inventory of potential projects and sites identified by the District which are potentially acceptable site alternatives in the future (See Table 4 & Sitemap). Voter approved bond issues have included funding for the purchase of sites for some of these and future schools, and the sites acquired to date are included in this Plan. Some funding is secured for the purchase of additional sites, but some may be funded with impact fees as needed. Not all undeveloped properties meet current school construction requirements, and some property may be traded or sold to meet future facility needs. The Board will continue an annual review of standards of service and those dec isions will be reflected in each update of the Capital Facilities Plan. Our District went out for a Bond Measure in April of 2023 and did not receive enough votes for approval. We are currently re-evaluating district needs and looking at next steps that align with the Strategic Plan which continues to make a priority to revitalize, rejuvenate and rebuild our aging schools as well as begin a process to remove interim classroom portables and find room or create permanent structures to reduce and eventually eliminate the more than 166 portable classrooms in our district. We will continue to determine capacity versus enrollment as well as programs to ensure this goal to reduce and or eliminate all portables in our district is obtained in the next several years. As a part of the planning process, the District has been tracking a few major development projects which have affected enrollment and will continue to increase students' forecasts. On Meeker Street in Kent we have seen several major apartment complexes, ETHOS and Midtown 64 Apartments. These continue to have an impact on enrollment as they fill up their newly built facilities. Alexian Gateway Project is located on the corner of Military Road and Veterans Drive in Kent and will begin occupying its 283 planned units in 2023-2024. In Covington, we are tracking a multi-family house development which has been approved and construction has begun. The 1700-unit Lakepointe Urban Community will fall within our 14 AGENDA ITEM #6. e) enrollment boundary and proposed completion of Phase 4 is shown to be 2027 . Construction in the Kent School District boundaries have been steadily rising over the last four years and planned communities are now being recognized through the planning teams in multiple city and county jurisdictions we serve. 15 AGENDA ITEM #6. e) ccccccccccccc cc cccccccccccccccccc c c c c c c c c c c c cVETERANS DRIVEO L D M IL IT A R Y R O A D S O U T HAMENITY SPACETRASH ENCLOSURESTRASH ENCLOSURESTRASH ENCLOSURESTRASH ENCLOSURESTRASH ENCLOSURES2101220123012401210422042304240421052205230524052108220823082408210922092309240921122212231224122113221323132413211622162316241621022202230224022103220323032403------220623062406------220723072407------221023102410------221123112411------221423142414------221523152415MAINTENANCE SHEDM0011. UNIT NUMBERS READ TOP TO BOTTOM (FLOOR 1-4) AS INDICATED ON THE UNIT STACK ONE BEDROOM UNITSTWO BEDROOM UNITSTHREE BEDROOM UNITSLEGEND31023202330234023101320133013401310332033303340331043204330434043106320633063406310532053305340531073207330734073108320833083408311032103310341031093209330934093112321233123412311432143314341431113211331134113101320133013401TYPE A UNITS31153215331534153116321633163416------32173317341731183218331834183119321933193419------322033203420------32213321342131223222332234223123322333233423------3224332434241105120513051405NO UNIT - GARAGE ONLY-----*******BUILDING SIGNAGE------120413041404------12011301------------------1302------------120313031403110612061306140611071207130714071110121013101410110812081308140811091209130914091112121213121412111512151315141511161216131614161117121713171417------121813181418------121513151415------12141314141411111211131114111120122013201420112112211321142111241224132414241125122513251425112812281328142811291229132914291132123213321432113312331333143311361236133614361137123713371437------121913191419------122213221422------122313231423------122613261426------122713271427------123013301430------123113311431------123413341434------1235133514351138123813381438APARTMENT PROJECTS WITH MULTIPLE BUILDINGS SHALL HAVE MONUMENT SIGNS -------SHOWING THE STREET ADDRESSES OF EACH BUILDING AT EACH VEHICLE ENTRANCE TO THE SITE. EACH ETHICAL ENTRANCE SHALL ALSO HAVE AN ILLUMINATED SITE PLAN AND / OR DIRECTLY SIGNS. THE SIGNS SHALL SHOW THE LOCATION OF THE SIGN (THE VIEWER'S CURRENT LOCATION) AND ALL BUILDING ADDRESSES. DWELLING NUMBERS SHALL BE INCLUDED. THE MONUMENT SIGNS SHALL HAVE A CONTRASTING BACKGROUND COLOR.ALL SITE SIGNAGE TO BE PER OWNERS SPECIFICATION AND DESIGN AND UNDER SEPARATE PERMIT. * INDICATE APPROXIMATE LOCATION OF ILLUMINATED BUILDING ADDRESS SIGNAGE. SIGNAGE FOR BUILDINGS MUST INCLUDE THE ENTIRE BUILDING ADDRESS AND STREET NAME. THE BUILDING ADDRESS SHALL BE NO LESS THAN SIX (6) INCHES IN HEIGHT. THE BUILDING SIGN SHALL HAVE A CONTRASTING BACKGROUND COLOR.542 1st AVE. SOUTH, FLOOR 4SEATTLE, WASHINGTON 98104© 2019 KATERRA ARCHITECTURE LLC© 2019 KATERRA ARCHITECTURE II LLC© 2019 KATERRA ARCHITECTURE III PLLC© 2019 KATERRA ARCHITECTURE IV LLCALL DRAWINGS, SPECIFICATIONS, PLANS, IDEAS, ARRANGEMENTS AND DESIGNS REPRESENTED OR REFERRED TO ARE THE PROPERTY OF AND ARE OWNED BY KATERRA INC. WHETHER THE PROJECT FOR WHICH THEY ARE MADE IS EXECUTED OR NOT. THEY WERE CREATED, EVOLVED, DEVELOPED AND PRODUCED FOR THE SOLE USE ON AND IN CONNECTION WITH THIS PROJECT AND NONE OF THE ABOVE MAY BE DISCLOSED OR GIVEN TO OR USED BY ANY PERSON, FIRM OR CORPORATION FOR ANY USE OR PURPOSE WHATSOEVER INCLUDING ANY OTHER PROJECT, EXCEPT UPON WRITTEN PERMISSION AND DIRECTION OF KATERRA INC. OwnerConsultantBLDG. 1BLDG. 2BLDG. 3Key plan RevisionsMarkDateDescriptionN10/30/2020UNITNUMBERING/ADDRESSINGSHEET(1,2,3)G.00.014ALEXANGATEWAYAPARTMENTS23000 MILITARY RD S,KENT, WA 98032RMRM075-1800112/13/19IFC SETDrawn ByProject ManagerJob NumberDate Of OriginalProfessional SealSCALE: 3/64" = 1'-0"1UNIT NUMBERING PLANNORTH0 06/12/2019 PERMIT SET2 01/09/2020 REV.3 ITCDUPDATES6 05/22/2020 PC1 CORRECTIONS16AGENDA ITEM #6. e) Phase 1BPhase 2Phase 3SE 260th St189th Ave SE 188th Ave SE191st Pl SE SE 259th Pl193r d P l S E 196 t h A v e S E SE 259th StSE 260th St19 9 t h A v e S E SE Timberlane Blvd198th Pl SESE 256th StSR 18 204th Ave SE2 0 1 s t A v e S E SE 258th St203rd Ave SE SE 258th PlPhase 4Phase 1APhasing LegendPhasing MapLakepointe Urban VillagePhasing MapLakepointe Urban Village200400400'0100SCALE: 1" = NNOTE:THE LOCATION OF DEVELOPMENT, INCLUDINGS ROADWAYS ANDTRAILS, IS APPROXIMATE AND DOES NOT VEST TO THIER SPECIFICLOCATION. THE LOCATION OF ALL DEVELOPMENT WILL BE BASEDON EXISTING CONDITIONS AT THE TIME OF APPLICATION AND THETERMS OF THE PLANNED ACTION, THE DEVELOPMENT AGREEMENT,AND APPLICABLE LOCAL, STATE, AND FEDERAL LAWS.January 30, 2017Phase 1B - Approximate Years 2019-2024Phase 2 - Approximate Years 2020-2025Phase 3 - Approximate Years 2023-2028Establishment of final grade, construction of Covington Connector toSoutheast boundary, construction of first phase of commercialdevelopment.Establishment of final lake perimeter, construction of 191st Place SEextension and associated R-12 residential development, construction ofsecond phase of commercial development on peninsula.Construction of third phase of commercial development.Preliminary Plat approval in third quarter 2021. Construction and FinalPlat Recording 2022.Phase 1A - Maple Hills Division 5Phase 4 - Approximate Years 2020-2027Completion of gravel pit reclamation, construction of MR andR-12 residential developmentUpdated September 15, 2021119108817AGENDA ITEM #6. e) 191st Pl SE Jenkins CreekSE 260th St189th Ave SE 188th Ave SE191st Pl SE SE 259th Pl19 3 r d P l S E 19 6 t h A v e S E SE 259th StSE 260th St19 9 t h A v e S E SE Timberlane Blvd198th Pl SESE 256th StSR 18 204th Ave SE2 0 1 s t A v e S E SE 258th St203rd Ave SE SE 258th PlBRCMU PARKS24,956 SF0.57 ACRCMU PARKS97,621 SF2.24 ACMR PARKS110,686 SF2.54 ACR-12 PARKS14,185 SF0.33 ACR-12 PARKS12,500 SF0.29 ACMR PARKS128,425 SF2.95 ACR-12 PARKS32,553 SF0.75 ACR-6 PARKS14,112 SF0.32 ACR-12 PARKS7,254 SF0.17 ACR-6 OPEN SPACE1,880,037 SF43.16 ACR-12 OPEN SPACE572,210 SF13.14 ACR-12 OPEN SPACE4,549 SF0.10 ACR-12 OPEN SPACE34,788 SF0.80 ACRCMU OPENSPACE86,894 SF1.99 ACR-6 PARKS9,908 SF0.23 ACMR PARKS12,799 SF0.29 ACMR OPEN SPACE22,507 SF0.52 ACR-12 OPEN SPACE5,687 SF0.13 ACR-6 OPEN SPACE139,837 SF3.21 ACR-6 OPEN SPACE57,182 SF1.31 ACPC o v i n g t o n C o n n e c t o r Master Development PlanLakepointe Urban VillageMaster Development PlanLakepointe Urban VillageJanuary 30, 2017WetlandWetland BufferUndisturbed Open SpacePublicly Accessible Parks and PlazasMedium Density Residential (R-6)Central Pond FeatureCovington Highlands TrailTrails / Offsite Trail ConnectionsStop LightProposed Park and Ride FacilityTransit StopProposed Truck and Bus Return RoutePublic StreetsHigh Density Residential (R-12)Mixed Residential (MR)Mixed Use / Commercial (RCMU)LegendBBike RouteCENTRAL POND FEATUREGateway ElementSteep Slope and Buffer200400400'0100SCALE: 1" = NProposed Trail ParkingFocal Point / Public Gathering SpotLandscape AreasJenkins CreekPPedestrian / Wildlife UndercrossingNOTE:THE LOCATION OF DEVELOPMENT, INCLUDINGS ROADWAYS ANDTRAILS, IS APPROXIMATE AND DOES NOT VEST TO THIER SPECIFICLOCATION. THE LOCATION OF ALL DEVELOPMENT WILL BE BASEDON EXISTING CONDITIONS AT THE TIME OF APPLICATION AND THETERMS OF THE PLANNED ACTION, THE DEVELOPMENT AGREEMENT,AND APPLICABLE LOCAL, STATE, AND FEDERAL LAWS.Mix of Multi-Family and Commercial isEncouraged within Peninsula AreaUpdated September 15, 2021Disturbed (Graded) Open SpaceSPECIAL PAVEMENTPARKS TABLERCMUMRR-12R-6ZONE SQ FOOTAGE ACREAGE122,577 SF251,910 SF66,492 SF24,020 SF2.81 AC5.78 AC1.53 AC0.55 ACTOTAL464,999 SF 10.67 ACPOND TABLERCMUMRR-12R-6ZONE SQ FOOTAGE ACREAGE366,128 SF106,040 SF334,094 SF0 SF8.41 AC2.43 AC7.67 AC0.00 ACTOTAL806,262 SF 18.51 ACOPEN SPACE TABLERCMUMRR-12R-6ZONE SQ FOOTAGE ACREAGE86,984 SF22,507 SF617,234 SF2,077,056 SF1.99 AC0.52 AC14.17 AC47.68 ACTOTAL2,803,691 SF 64.36 ACCOMBINED OPEN SPACE TABLERCMUMRR-12R-6ZONEPARKS2.81 AC5.78 AC1.53 AC0.55 ACTOTAL10.67 AC91.25 AC34.00 AC35.34 AC53.51 AC214.10 ACOPEN SPACE* POND8.41 AC2.43 AC7.67 AC0.00 AC18.51 AC*OPEN SPACE INCLUDES CRITICAL AREAS, BUFFERS, AND OTHER GREEN SPACES13.21 AC8.73 AC23.37 AC48.23 AC93.55 ACNET ACRES**78.03 AC25.27 AC11.98 AC5.27 AC120.55 AC1.99 AC0.52 AC14.17 AC47.68 AC64.36 ACGROSSACREAGETOTALAMENITIESWILDLIFE /PEDESTRIANUNDER-CROSSING**NET ACRES EQUALS GROSS ACREAGE MINUS TOTAL AMENITIESFUTURE CONNECTIONBEYOND PROPERTY BYOTHERS3646125718AGENDA ITEM #6. e) VI - Portable Classrooms The Plan references use of portables as interim capacity for facilities. Currently, the District utilizes portables to house students more than functional capacity and for program purposes at some school locations (Please see Appendices A, B, C). Based on enrollment projections, implementation of full day kindergarten programs, lower state mandated class sizes, functional capacity, and no need for additional interim capacity, the District anticipates no need to purchase or lease additional portables during the next six - year period to ensure capacity requirement (Noted in section V. Six Yr. Planning Construction). During the time period covered by this Plan, the District does not anticipate that all of the District’s portables will be replaced by permanent facilities. During the useful life of some of the portables, the school-age population may decline in some communities and increase in others, and these portables provide the flexibility to accommodate the immediate needs of the community. Portables may be used as interim facilities: 1. To prevent overbuilding or overcrowding of permanent school facilities. 2. To cover the gap between the times of demand for increased capacity and completion of permanent school facilities to meet that demand. 3. To meet unique program requirements. Portables currently in the District’s inventory are continually evaluated resulting in some being improved and some replaced or when possible, be removed due to life expectancy. The Districts goal is to reduce and or eliminate all portables so we may provide an equitable learning environment for all. The Plan projects that the District will use portables to accommodate interim housing needs for the next six years and beyond. The use of portables, their impacts on permanent facilities, life cycle and operational costs, and the interrelationship between portables, emerging technologies, and educational restructuring will continue to be examined. 19 AGENDA ITEM #6. e) VII - Projected Six-Year Classroom Capacity As stated in Section IV, the functional capacity study is periodically updated for changes in special programs and reflects class size requirements, class size fluctuations etc. As shown in the Inventory and Capacity chart in Table 3, the functional capacity is also reflected in the capacity and enrollment comparison charts (See Tables 5 & 5 a-b-c). Enrollment is electronically reported to OSPI on Form P-223 on a monthly basis and funding apportionment is based on Annual Average FTE (AAFTE). The first school day of October is widely recognized as the enrollment “snapshot in time” to report enrollment for the year. Kent School District continues to be the fifth largest district (both FTE and headcount basis) in the state of Washington. The P-223 Headcount for October 2022 was 24,482 with kindergarten students counted at 1.0 and excluding ECSE and college-only Running Start students. In October 2022, there were an additional 877 students in 11th and 12th grade participating in the Running Start program at different colleges and receiving credits toward both high school and college graduation. Of these students, 486 attended classes only at the college (“college-only”) and are excluded from FTE and headcount for capacity and enrollment comparisons. Kent School District has one of the highest Running Start program participation rates in the state. Based on the enrollment forecasts, permanent facility inventory and capacity, current standard of service, portable capacity, and future additional classroom space, the District plans to continue to satisfy required capacity through the interim use of portables (See Table 5 and Tables 5 a-b-c). While the district currently shows available capacity to address projected need on a purely statistical basis, there are variety of extenuating factors that need to be considered. The Kent School District currently makes significant use of portables, which we do not consider as part of our permanent standard of service. We have included portable space in our interim capacity figures, and we do not count that as a permanent space solution. Kent is unusual in that it incorporates neighborhoods intersecting with at least 6 municipalities, including Kent , Auburn, Black Diamond, Maple Valley, Renton, and SeaTac. The district covers 73 square miles and includes over 40 schools. Within this large geographic area, we expect to have pockets of localized capacity need that are not necessarily reflected in the aggregate figures. As one example, the Lakepointe Urban Village development in Covington may require new classroom capacity even as space may exist in schools on the far other end of the district’s boundaries. 20 AGENDA ITEM #6. e) KENT SCHOOL DISTRICT No. 415 PROJECTED ENROLLMENT and CAPACITY TOTAL DISTRICT SCHOOL YEAR 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 Actual Permanent Functional Capacity 1 33,847 34,529 34,529 34,529 34,529 34,529 34,529 Changes to Permanent Capacity 1 Capacity Increase (F) Additional Permanent Classrooms 0 0 0 0 0 0 0 Permanent Program Capacity Subtotal 33,847 34,529 34,529 34,529 34,529 34,529 34,529 Interim Portable Capacity Elementary Portable Capacity Required 3,240 3,192 3,192 3,192 3,192 3,192 3,192 Middle School Portable Capacity Required 336 308 308 308 308 308 308 Senior High School Portable Capacity Required 654 540 540 540 540 540 540 Interim Portable Capacity Total 4,230 4,040 4,040 4,040 4,040 4,040 4,040 TOTAL CAPACITY 1 38,077 38,569 38,569 38,569 38,569 38,569 38,569 TOTAL ENROLLMENT/ PROJECTION 2 24,482 24,659 24,723 24,910 25,099 25,304 25,560 DISTRICT AVAILABLE CAPACITY 13,595 13,910 13,846 13,659 13,470 13,265 13,009 1 Capacity is based on standard of service for programs provided and is updated periodically to reflect program changes. 2 Projection Source: Les Kendrick Demographic Study, 2022 ("Medium Growth Model") P R O J E C T E D Kent School District Six-Year Capital Facilities Plan Table 5 May 2023 21 AGENDA ITEM #6. e) KENT SCHOOL DISTRICT No. 415 PROJECTED ENROLLMENT and CAPACITY SCHOOL YEAR 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 Actual Senior High Permanent Capacity 1 10,275 10,097 10,097 10,097 10,097 10,097 10,097 Changes to High School Capacity 0 0 0 0 0 0 0 Subtotal 10,275 10,097 10,097 10,097 10,097 10,097 10,097 Portables Interim Capacity 1 654 540 540 540 540 540 540 TOTAL CAPACITY 1 10,929 10,637 10,637 10,637 10,637 10,637 10,637 ENROLLMENT / PROJECTION 3 7,205 7,385 7,386 7,394 7,477 7,588 7,657 SURPLUS (DEFICIT) CAPACITY 3,724 3,252 3,251 3,243 3,160 3,049 2,980 1 Capacity is based on standard of service for programs provided and is updated periodically to reflect program changes. 3 Projection Source: Les Kendrick Demographic Study, 2022 ("Medium Growth Model") P R O J E C T E D No Classroom Portables required at this time. Some Portables used for classroom and program purposes. SENIOR HIGH SCHOOLS: Grades 9 - 12 Kent School District Six-Year Capital Facilities Plan Table 5 C May 2023 22 AGENDA ITEM #6. e) KENT SCHOOL DISTRICT No. 415 PROJECTED ENROLLMENT and CAPACITY 7-8 SCHOOL YEAR 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 Actual Middle School Permanent Capacity 1 6,220 7,216 7,216 7,216 7,216 7,216 7,216 Changes to Middle School Capacity 0 0 0 0 0 0 0 Subtotal 6,220 7,216 7,216 7,216 7,216 7,216 7,216 Portable Interim Capacity 1 336 308 308 308 308 308 308 TOTAL CAPACITY 1 & 3 6,556 7,524 7,524 7,524 7,524 7,524 7,524 ENROLLMENT / PROJECTION 2 3,862 5,837 5,919 5,947 5,927 6,032 6,211 SURPLUS (DEFICIT) CAPACITY 2,694 1,687 1,605 1,577 1,597 1,492 1,313 1 Capacity is based on standard of service for programs provided and is updated periodically to reflect program changes. MIDDLE SCHOOL: Grades 7 - 8 2022-23 **Middle School: Grades 6-8 2023-24 and Beyond** 2 Projection Source: Les Kendrick Demographic Study, 2022 ("Medium Growth Model") P R O J E C T E D G r a d e 6 / 8 2 0 2 3 / 2 4 a n d b e y o n d Middle School Grade 6-8 No Classroom Portables required at middle schools at this time. Some Portables used for classroom and program purposes. Kent School District Six-Year Capital Facilities Plan Table 5 B May 2023 23 AGENDA ITEM #6. e) KENT SCHOOL DISTRICT No. 415 PROJECTED ENROLLMENT and CAPACITY K-6 SCHOOL YEAR 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 Actual Elementary Permanent Capacity 1 16,850 16,696 16,696 16,696 16,696 16,696 16,696 Additional Permanent Classrooms 2 0 0 0 0 0 0 0 Subtotal 16,850 16,696 16,696 16,696 16,696 16,696 16,696 Interim Portable Capacity 3,240 3,192 3,192 3,192 3,192 3,192 3,192 TOTAL CAPACITY 1 / 2 20,090 19,888 19,888 19,888 19,888 19,888 19,888 ENROLLMENT / PROJECTION 3 13,415 11,437 11,418 11,569 11,695 11,684 11,692 SURPLUS (DEFICIT) CAPACITY 6,675 8,451 8,470 8,319 8,193 8,204 8,196 1 Capacity is based on standard of service for programs provided and is updated periodically to reflect program changes. 2 Additional classrooms will be placed at schools with the greatest need for aleve overcrowding 3 Projection Source: Les Kendrick Demographic Study, 2022 ("Medium Growth Model") Enrollment & Projections reflect FULL Day Kindergarten at ALL Elementary schools @ 1.0 & exclude ECSE Preschoolers. P R O J E C T E D G r a d e K / 5 2 0 2 3 / 2 4 a n d b e y o n d Elementary Grade K-5 ELEMENTARY: Grades K - 6 Thru 2022-23 **ELEMENTARY: Grades K - 5 2023-24 and Beyond** Kent School District Six-Year Capital Facilities Plan Table 5 A May 2023 24 AGENDA ITEM #6. e) VIII - Finance Plan The finance plan shown on Table 6 demonstrates how the Kent School District plans to finance improvements for the years 2022-2023 through 2028-2029. The financing components include secured and unsecured funding and impact fees. The plan is based on future bond issues, state school construction assistance, collection of impact fees under the State Growth Management Act and voluntary mitigation fees paid pursuant to State Environmental Policy Act. In November 2016, the District held a special election to approve the authorization of $252,000,000 in bonding authority. The projects described below are part of this authorization. The first series of bonds ($80 million) were issued in February 2017, which funded the Covington Elementary Replacement School, as well as other infrastructure projects. Impact fees were used at both River Ridge Elementary School and Kent Laboratory Academy projects due to escalation in construction pricing across the Pacific Northwest. According to RCW 82.02.090, the definition of an impact fee is ". . . a payment of money imposed upon development as a condition of development approval to pay for public facilities needed to serve new growth and development, and that is reasonably related to the new development that creates additional demand and need for public facilities, that is a proportionate share of the cost of the public facilities, and that is used for facilities that reasonably benefit the new development. `Impact fee' does not include a reasonab le permit or application fee." Mitigation or impact fees can be calculated on the basis of "unhoused student need" or "the maintenance of a district's level of service" as related to new residential development. A mitigation/impact fee may be imposed based upon a determination of insufficient existing permanent and/or interim portable school space or to pay for permanent and/or newly acquired interim portable school space previously constructed as a result of growth in the district. A district's School Board must first approve the application of the mitigation or impact fees and, in turn, approval must then be granted by the other general government jurisdictions having responsibility within the district, counties, cities and towns. (Kent, Covington, Renton, Auburn, Black Diamond, Maple Valley, SeaTac, and Unincorporated King County) Though the current enrollment projections increase for both elementary and secondary schools are relatively flat, the ongoing need to provide permanent instructional facilities to house students is a driving need as the shifts in our family populations continue, due to ongoing development. Previously collected Impact fees may be used to support and address the challenges related to the number of interim instructional facilities currently in use, the replacement of some of these aged facilities, the maintenance of the district's level of services, and the potential expansions to existing facilities in future years. The Kent School District 2022-2023 CFP update includes continued execution of the 2016 Capital Bond Projects, the 2018 Levy Projects, and the data collection and review of our Facility Assessment Reports. The District Facilities and Capital Planning Teams have come together and joined the Capital 25 AGENDA ITEM #6. e) Bond Planning Task Force (CBPTF) which included District personnel, design professionals, teaching staff, student voices, as well as community members who collaborated and discussed district needs. Our initial plan revealed priorities including school replacement due to age, and the need for added permanent facilities to (1) reduce and eliminate our need for portables and (2) accommodate future growth as housing in the Kent region continues to expa nd. We started with a list of 2 billion in needs and through itemizing and prioritizing, we brought the list of essential projects to 495 million. This list was brought before the District’s Board of Directors for comments, discussion, and approval. A Capital Bond Measure followed and went out to vote in April 2023 and did not pass with voter approval. We are now re-evaluating needs and figuring out next steps. Future updates to this Capital Facilities Plan will include details of any adopted planning . With the opening of Canyon Ridge Middle School, our sixth grade moving from elementary to middle school, and our boundary change, we are advancing opportunities to even out capacity at each site to accommodate our programs and student-based needs. For the Six-Year Finance Plan, costs of future schools are based on estimates from Kent School District Capital Planning Team. Please see pages 13-14 for a summary of the cost basis. Cost Basis Summary For impact fee calculations, construction estimated costs are based on the last elementary school built in Kent, adjusted for inflation, and projected cost future elementary school, as well as average pricing of nearby school districts recently built new middle and new high school projects. Project Projected Cost New Elementary School $68,000,000 New Middle School $155,000,000 New High School $220,000,000 Site Acquisition Cost The site acquisition cost is based on an average cost of sites purchased or built on within the last ten years. Please see Table 7 for a list of site acquisition costs and averages. District Adjustment The impact fee calculations on Appendix B & C result in a zero-dollar impact fee total for this year but may be adjusted if needed per RCW 36.70A.130(2)(b) provision. 26 AGENDA ITEM #6. e) KENT SCHOOL DISTRICT No. 415 SIX-YEAR FINANCE PLAN Secured Unsecured Impact SCHOOL FACILITIES *2022 2023 2024 2025 2026 2027 2028 TOTAL Local & State State 2 or Local 3 Fees 5 Estimated Estimated PERMANENT FACILITIES No School Projects at this time.$0 TEMPORARY FACILITIES Additional portables 3 - 4 $0 OTHER N / A Totals $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 * F = Funded U = Unfunded NOTES: 2 The District anticipates receiving some State Funding Construction Assistance for some projects. 3 Facility needs are pending review. Some of these projects may be funded with impact fees. 4 Cost of portables based on current cost and adjusted for inflation for future years. 5 Fees in this column are based on amount of fees collected to date and estimated fees on future units. Kent School District Six-Year Capital Facilities Plan Table 6 May 2023 27 AGENDA ITEM #6. e) KENT SCHOOL DISTRICT No. 415 Site Acquisitions & Costs Average of Sites Purchased, Sold or Built on within last 10 Years Type & # on Map School / Site Year Open / Purchased Sold Location Acreage Cost/Price Avg cost-price/acre Total Average Cost / Acre Elementary No Acquisitions for Elemenary Schools 0.00 $0 Elementary Site Subtotal 0.00 $0 $0 Elem site average Middle School No Acquisitions for Middle Schools 0.00 $0 Middle School Site Subtotal 0.00 $0 $0 Middle Schl Site Avg. Senior High No Acquisitions for Senior Highs 0.00 $0 $0 Senior High Site Subtotal 0.00 $0 $0 Sr Hi Site Average Note: All rural sites were purchased prior to adoption of Urban Growth Area. Numbers correspond to locations on Site Bank & Acquisitions Map on Page 35. Properties purchased prior to 2010 1 / Urban Site - Covington area North (So of Mattson MS)1984 2 / Rural Site - Ham Lake east (Pollard)1992 4 / Urban Site - Shady Lake (Sowers-Blaine-Drahota-Paroline)1995 0.00 $0 5 / Rural Site - SE of Lake Morton area (West property)1993 0 0 0 9 / Rural Site - McMillan Assemblage (South of MC)98 - 04 10 / Urban Site - Yeh-Williams (W of 132 Ave SE at SE 288)1999 12 / Urban Site - SE 256th Covington (Halleson)2000 12a / Urban Site - 156th Ave. SE Covington (Wikstrom)2004 12b / Urban Site - SE 256th St. Covington (West of CO)2004 Total Acreage & Cost Total Average Cost / Acre #DIV/0! Kent School District Six-Year Capital Facilities Plan Table 7 May 2022 28 AGENDA ITEM #6. e) KENT  SCHOOL  DISTRICT FACTORS  FOR  ESTIMATED  IMPACT  FEE  CALCULATIONS  Student Generation Factors - Single Family Student Generation Factors - Multi-Family Elementary (Grades K - 6) 0.248 Elementary 0.130 Middle School (Grades 7 - 8) 0.085 Middle School 0.049 Senior High (Grades 9 - 12) 0.107 Senior High 0.056 Total 0.440 Total 0.235 Projected Increased Student Capacity OSPI - Square Footage per Student, see side char Elementary 0 Elementary 115 Middle School 850 Middle School 148 Senior High (Academy)0 Senior High 173 Special Education ?? Required Site Acreage per Facility Elementary (required)12 Average Site Cost / Acre Middle School (required)25 Elementary $161,678 Senior High (required)40 Middle School $0 Senior High $0 New Facility Construction Cost Elementary $68,000,000 Temporary Facility Capacity & Cost Middle School $155,000,000 Elementary @ 24 $315,000 Senior High $220,000,000 Middle School @ 29 $315,000 Senior High @ 31 $315,000 Temporary Facility Square Footage State Funding Assistance Credit Elementary 123,702 District Funding Assistance Percentage 51.86% Middle School 10,256 Senior High 21,296 Total 4.4% 155,254 Construction Cost Allocation CCA - Cost/Sq, Ft. $246.83 Permanent Facility Square Footage Elementary 1,567,594 Middle School 760,483 District Average Assessed Value Senior High/Other 1,077,315 Single Family Residence $653,485 Total 95.6%3,405,392 Total Facilities Square Footage District Average Assessed Value Elementary 1,691,296 Multi-Family Residence $220,293 Middle School 770,739 Senior High/Other 1,098,611 Total 3,560,646 Bond Levy Tax Rate/$1,000 $1.02 Current Rate / 1,000 Tax Rate 0.0010 Developer Provided Sites / Facilities Value 0 General Obligation Bond Interest Rate Dwelling Units 0 Current Bond Interest Rate 3.58% CPI Inflation Factor 5.20% Budget Preparations | OSPI (www.k12.wa.us) Kent School District Six‐Year Capital Facilities Plan (APPENDIX A)May 2023 29 AGENDA ITEM #6. e) KENT SCHOOL DISTRICT IMPACT FEE CALCULATION for SINGLE FAMILY RESIDENCE Site Acquisition Cost per Single Family Residence Formula: ((Acres x Cost per Acre) / Facility Capacity) x Student Generation Factor Required Site Acreage Average Site Cost/Acre Facility Capacity Student Factor A 1 (Elementary)12 $161,678 0 0.248 A 2 (Middle School)25 $0 850 0.085 $0.00 A 3 (Senior High)40 $0 0 0.107 Total 77 $161,678 850 0.440 A $0.00 Permanent Facility Construction Cost per Single Family Residence Formula: ((Facility Cost / Facility Capacity) x Student Factor) x (Permanent/Total Square Footage Ratio) Construction Cost Facility Capacity Student Factor Footage Ratio B 1 (Elementary)$68,000,000 0 0.248 0.903 B 2 (Middle School)$155,000,000 850 0.085 0.984 $15,252.00 B 3 (Senior High)$220,000,000 0 0.107 0.998 Total $443,000,000 850 0.440 B $15,252.00 Temporary Facility Cost per Single Family Residence (Portables) Formula: ((Facility Cost / Facility Capacity) x Student Factor) x (Temporary / Total Square Footage Ratio) Facility Cost Facility Capacity Student Factor Footage Ratio C 1 (Elementary)$315,000 24 0.248 0.097 $315.74 C 2 (Middle School)$315,000 29 0.085 0.016 $14.77 C 3 (Senior High)$315,000 31 0.107 0.020 $21.75 Total $945,000 84 0.440 C $352.25 State Funding Assistance Credit per Single Family Residence (formerly "State Match") Formula: Area Cost Allowance x SPI Square Feet per student x Funding Assistance % x Student Factor Construction Cost Allocation SPI Sq. Ft. / Student Assistance %Student Factor D 1 (Elementary)$246.83 115 0.5186 0.248 $3,650.73 D 2 (Middle School)$246.83 148 0.5186 0.085 $1,610.32 D 3 (Senior High)$246.83 173 0.5186 0.107 $2,369.52 D $7,630.57 Tax Credit per Single Family Residence Average SF Residential Assessed Value (AAV)$653,485 Net Present Value (per EQ) (NPV)8.77 Current Debt Service Rate / 1,000 ( r )0.10%TC $5,848.83 (Below used to calculate NPV) Current Bond Interest Rate 3.58% Years Amortized (10 Years)- Used in NPV Calculation 10 Developer Provided Facility Credit Facility / Site Value Dwelling Units 0 0 FC 0 Fee Recap ** A = Site Acquisition per SF Residence $0.00 B = Permanent Facility Cost per Residence $15,252.00 C = Temporary Facility Cost per Residence $352.25 Subtotal $15,604.25 D = State Match Credit per Residence $7,630.57 TC = Tax Credit per Residence $5,848.83 Subtotal $13,479.40 Total Unfunded Need $2,124.85 50% Developer Fee Obligation $1,062 FC = Facility Credit (if applicable)$0 District Adjustment ($1,062) Net Fee Obligation per Residence - Single Family ($0.00) Kent School District Six-Year Capital Facilities Plan (APPENDIX B)May 2023 30 AGENDA ITEM #6. e) KENT SCHOOL DISTRICT IMPACT FEE CALCULATION for MULTI-FAMILY RESIDENCE Site Acquisition Cost per Multi-Family Residence Unit Formula: ((Acres x Cost per Acre) / Facility Capacity) x Student Generation Factor Required Site Acreage Average Site Cost/Acre Facility Capacity Student Factor A 1 (Elementary)12 $161,678 0 0.13 A 2 (Middle School)25 $0 850 0.049 $0.00 A 3 (Senior High)40 $0 0 0.056 Total 77 $161,678 850 0.235 A $0.00 Permanent Facility Construction Cost per Multi-Family Residence Unit Formula: ((Facility Cost / Facility Capacity) x Student Factor) x (Permanent / Total Square Footage Ratio) Construction Cost Facility Capacity Student Factor Footage Ratio B 1 (Elementary)$68,000,000 0 0.13 0.903 B 2 (Middle School)$155,000,000 850 0.049 0.984 $8,792.33 B 3 (Senior High)$220,000,000 0 0.056 0.998 Total $443,000,000 850 0.235 B $8,792.33 Temporary Facility Cost per Multi-Family Residence Unit Formula: ((Facility Cost / Facility Capacity) x Student Factor) x (Temporary / Total Square Footage Ratio) Facility Cost Facility Capacity Student Factor Footage Ratio C 1 (Elementary)$315,000 24 0.13 0.097 $165.51 C 2 (Middle School)$315,000 29 0.049 0.016 $8.52 C 3 (Senior High)$315,000 31 0.056 0.020 $11.38 Total $945,000 84 0.235 C $185.40 State Funding Assistance Credit per Multi-Family Residence (formerly "State Match") Formula: Area Cost Allowance x SPI Square Feet per student x Funding Assistance % x Student Factor Area Cost Allowance SPI Sq. Ft. / Student Equalization %Student Factor D 1 (Elementary)$246.83 115 0.5186 0.13 $1,913.69 D 2 (Middle School)$246.83 148 0.5186 0.049 $928.30 D 3 (Senior High)$246.83 173 0.5186 0.056 $1,240.12 D $4,082.11 Tax Credit per Multi Family Residence Average MF Residential Assessed Value (AAV)$220,293 Net Present Value (per EQ) (NPV)8.77 Current Debt Service Rate / 1,000 ( r )0.10%TC $1,971.67 (Below used to calculate NPV) Current Bond Interest Rate 3.58% Years Amortized (10 Years)- Used in NPV Calculation 10 Developer Provided Facility Credit Facility / Site Value Dwelling Units 0 0 FC 0 Fee Recap ** A = Site Acquisition per Multi-Family Unit $0.00 B = Permanent Facility Cost per MF Unit $8,792.33 C = Temporary Facility Cost per MF Unit $185.40 Subtotal $8,977.73 D = State Match Credit per MF Unit $4,082.11 TC = Tax Credit per MF Unit $1,971.67 Subtotal $6,053.78 Total Unfunded Need $2,923.95 50% Developer Fee Obligation $1,462 FC = Facility Credit (if applicable)0 District Adjustment ($1,462) Net Fee Obligation per Residential Unit - Multi-family ($0.00) Kent School District Six-Year Capital Facilities Plan (APPENDIX C)May 2023 31 AGENDA ITEM #6. e) KENT SCHOOL DISTRICT No. 415 Site Acquisitions and Projects Planned to Provide Additional Capacity Projected Projected % for SCHOOL / FACILITY / SITE LOCATION Type Status Completion Program new Date Capacity Growth Approximate Approximate # on Map ELEMENTARY MIDDLE SCHOOL & SENIOR HIGH TEMPORARY FACILITIES Additional Capacity # on Map 2 OTHER SITES ACQUIRED Land Use Designation Type 12 256th - Covington (Halleson)25435 SE 256th, Covington 98042 Rural To be sold 12a 156th - Covington (Wikstrom)25847 156th Ave. SE, Covington 98042 Rural To be sold Notes: None King County King County Land Use Jurisdiction Kent School District Six-Year Capital Facilities Plan Table 4 May 2022 32 AGENDA ITEM #6. e) © copyright KROLL MAP COMPANY, INC. This map has been modified by KSD 05/22 Sawyer Woods Elementary Jenkins Creek Elementary Fairwood Elementary Ridgewood Elementary Northwood Middle School Lake Youngs Elementary Glenridge Elementary Kentridge High School Springbrook Elementary Soos Creek Elementary Sunrise Elementary Meridian Middle School Kentwood High School Park Orchard Elementary Martin Sortun Elementary Daniel Elementary East Hill Elementary Mill Creek Middle School Kent Elementary Kent-Meridian High School Scenic Hill Elementary Kent School District Administration Center Meadow Ridge Elementary Pine Tree Elementary Horizon Elementary Covington Elementary Cedar Heights Middle School Cedar Valley Elementary Crestwood Elementary Mattson Middle School Kentlake High School Neely O’Brien Elementary Carriage Crest Elementary MeridianElementary Meeker Middle School Grass Lake Elementary Emerald Park Elementary Millennium Elementary iGrad Kent Valley Early Learning Center The Outreach Program (TOP) Panther Lake Elementary River Ridge Elementary Kent Laboratory Academy 33 AGENDA ITEM #6. e) IX - Summary of Changes to June 2022 Capital Facilities Plan The Capital Facilities Plan (the "Plan") is updated annually based on previous Plans in effect since 1993. The primary changes from the June 2022 Plan are summarized here. Capacity changes continue to reflect fluctuations in class size ratio and program changes. Changes in portables or transitional capacity reflect use, lease or purchase, sale, surplus and/or movement between facilities. The District will be moving to a K-5 Elementary and 6-8 Middle School model beginning the 2023-2024 school year. Capacity has been added at the middle school level by reopening the former Sequoia Junior High (now Canyon Ride Middle School). The district worked with Educational Data Solutions, LLC to update student generation factors. The updated rates are included in the body of the Plan. The student headcount enrollment forecast is updated annually. All Elementary schools now have Full Day Kindergarten so six-year Kindergarten projections were previously modified to meet the requirements for Full Day Kindergarten programs at all elementary schools. The district expects to receive some State Funding Assistance (formerly called “state matching funds”) for projects in this Plan and tax credit factors are updated annually. Unfunded site and facility need will be reviewed in the future. The impact fees for 2024 calendar year will result in no collection of impact fees for both Single-Family and Multi-Family due to the capacity study completed in Spring 2023. 34 AGENDA ITEM #6. e) ITEM Grade /Type FROM TO Increase/ Decrease Comments Student Generation Factor Elem 0.27 0.248 -0.022 Single Family (SF)MS 0.105 0.085 -0.020 SH 0.075 0.107 0.032 Total 0.45 0.440 -0.010 Decrease Student Generation Factor Elem 0.082 0.130 0.048 Multi-Family (MF)MS 0.035 0.049 0.014 SH 0.029 0.056 0.027 Total 0.146 0.235 0.089 Increase State Funding Assistance Ratios (“State Match”) 52.49%51.86%-0.63%Per OSPI Website Area Cost Allowance $242.26 $246.83 4.570 Per OSPI Website Link Average Assessed Valuation (AV)SF $574,784 $653,485 78,701 Per King County AV - Average of Condominiums & Apts.MF $360,790 $220,293 (140,497)Per King county Debt Service Capital Levy Rate / $1000 $0.93 $1.02 $0.09 Per King Co. Assessor Report General Obligation Bond Interest Rate 2.45%3.58%1.13%Bond Buyers 20 year GO Index Impact Fee - Single Family SF $0.00 $0.00 $0.00 No Change Impact Fee - Multi-Family MF $0.00 $0.00 $0.00 No Change X - Appendices Changes to Impact Fee Calculation Factors Include: 35 AGENDA ITEM #6. e) RESOLUTION NO. ________ EXHIBIT D 2023 Capital Facilities Plan of Renton School District No. 403 AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 1 2023 CAPITAL FACILITIES PLAN Renton School District No. 403 Board of Directors Alisa Louie, President Shelby Scovel, Vice President Avanti Bergquist, MD Stefanie McIrvin, Ed. D Justin Booker Damien Pattenaude, Ed. D, Superintendent July 2023 To Be Adopted by School Board July 12, 2023 AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 2 2023 6-YEAR CAPITAL FACILITIES PLAN Annual Update Renton School District No. 403 TABLE OF CONTENTS I. INTRODUCTION II. ENROLLMENT TRENDS III. STANDARD OF SERVICE & CAPACITY IV. ENROLLMENT PROJECTIONS V. GROWTH RELATED PROJECTS VI. SIX-YEAR FINANCE PLAN VII. IMPACT FEES VIII. APPENDICES AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 3 I. INTRODUCTION Purpose of the Capital Facilities Plan: This Six-Year Capital Facilities Plan (the “Plan”) annual update was prepared by Renton School District (the “District”) in compliance with the requirements of the Washington State Growth Management Act (GMA, the Act), King County Code Title 21A.43, and applicable ordinances of the cities of Bellevue, Newcastle, and Renton. It is the district’s intent that the Plan be adopted by King County and the cities of Bellevue, Newcastle, and Renton as a sub-element of their respective Capital Facilities Plans, and that that those jurisdictions assess and collect school impact fees on behalf of the district, as empowered by the GMA. This Plan, however, is not intended to be the sole planning instrument developed by the district to determine its capital facility needs. The GMA was adopted by the State legislature in 1990 in response to rapidly increasing development, most notably in King County and the surrounding central Puget Sound area. The Act requires state and local governments to manage Washington’s growth by developing and implementing comprehensive land-use and transportation plans, by designating Urban Growth Areas, and by protecting natural resources and environmentally critical areas. The Capital Facilities Plan is one element of a County or City’s Comprehensive Plan that addresses existing public facility capacities, forecasts future public facility needs, presents a plan for expanding existing facilities or constructing new facilities to meet those needs, and indicates how those public facility improvements are to be financed. The GMA empowers jurisdictions to assess and collect impact fees as one means of financing new public facilities necessitated by private development. This Capital Facilities Plan addresses the impact of growth on public school facilities by examining: 1. anticipated growth of the district’s student population over the next six years. 2. the ability of existing and proposed classroom facilities to house those students based on the district’s current Standard of Service. 3. the need for additional enrollment or growth driven capital facilities. 4. the method of financing those capital improvements; and 5. calculation of school impact fees based on, among other variables, the number of students generated by recent residential development (student generation factors). AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 4 This plan is updated annually and submitted to local governments for inclusion as a sub-element in their Capital Facilities Plans. Past Plans have been adopted by King County and the Cities of Bellevue, Newcastle, and Renton. The district continues to dialogue with the cities of Tukwila and SeaTac regarding implementation of impact fees within their jurisdictions. The new impact fees calculated and associated with this 2023 CFP, are effective Jan 2024. They are further defined in section VII and in the appendices. Overview of the Renton School District: The district is located on the south end of Lake Washington, eleven miles south of Seattle to the west and south of Bellevue to the east. Home to nearly 100,000 people who value working, living, and playing in the Pacific Northwest, Renton has a strong economic base and a favorable business climate. The district spans approximately thirty-two square miles and serves a diverse population of approximately 15,000 students in pre-K through 12th grade at 4 high schools, four middle schools, fifteen elementary schools, and an early childhood learning center. District programs also address the special needs of disabled, academically gifted, and artistically talented students. Four schools (Renton Park Elementary, Hazelwood Elementary, McKnight Middle, and Lindbergh High) are U.S. Department of Education-recognized Blue-Ribbon Schools of Excellence. Community support for Renton schools is strong. School levies, which make up 25% of the district's budget, have been consistently approved by the community for more than 20 years. Voter-approved bond measures or capital facilities levies from 1992 through 2022 have brought exciting improvements in school buildings and support facilities, including the rebuilding of all elementary schools, the remodeling of all middle and high schools, and the recent additional construction of a new elementary school (Sartori) and middle school (Risdon). Voter support has also provided state-of-the-art technology - a must to prepare students for living and working in this leading high-tech region. Every classroom has high-speed Internet connections and ample computer devices for all students. Creating life-long learners is at the heart of Renton School District's instructional goals. Students are encouraged to reach for excellence through a variety of programs that focus on basic academic skills, problem solving, creative and critical thinking, and social and emotional growth. Each year, Renton School District students qualify as National Merit Finalists while the total value of college scholarships earned is in the hundreds of thousands of dollars. Elementary level students are well-grounded in science through participation in the Hands-on Science Kit Program, lauded by the National Science Teachers' Association. At the high school level, the district's challenging chemistry program, which provides options for advanced placement college IMPACT FEES effective Jan 2023 effective Jan 2024 CHANGE SINGLE-FAMILY $2,911 $2,161 ($750) MULTI-FAMILY $3,697 $4,257 $560 AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 5 credit, has been recognized by the National Science Association, as well as the National Science Foundation. The focus in math is on intensive instruction in the basic skills, supplemented by opportunities to apply developing knowledge to real world problems. The K-12 math program increases student achievement through problem solving, integration of technology, and a rigorous assessment component. Students from elementary to high school levels regularly excel in regional and national mathematics contests. Across all levels and subjects, reading with accuracy and understanding is a primary goal. Elementary students receive a rich exposure to fine literature. Middle and high school students work extensively on reading in the content areas and exploring classic and modern literature works. Reading activities are integrated with a topnotch writing program beginning in kindergarten that provides students with intensive and focused practice for the proficiency in a wide range of language arts skills from creative to business and technical writing. A variety of classes, clubs, and programs give students opportunities to expand their educational horizons and pursue special interests. Choices range from instrumental and music, performing and visual arts, intramurals and athletics, academic-focused and career clubs, and community service opportunities to leadership development programs, business internships, job shadowing, and participation in the annual robotics competition. Special needs students with physical, emotional, and academic disabilities receive individualized attention from skilled teachers. Special education and remedial support are also available and children who are just learning English receive intensive, small-group ESL instruction to supplement their regular classroom learning. Guidance and counseling services are available for primary, middle, and high school students. Intellectually gifted children have many opportunities for extended learning. Operating at two magnet elementary schools and the three middle schools, the Discovery Program offers a challenging curriculum with a special focus on higher level thinking skills. High school students can take advantage of a full range of honors and advanced placement classes. Renton School District staff consistently show a commitment to their most important task - preparing their students for success in work and life. More than 80 percent of certificated staff have five or more years of higher education, and two of every three teachers have advanced degrees in their fields. Several of the district's certificated and classified staff have received the Washington Award for Educational Excellence. Individual teachers have received special honors such as the Christa McAuliffe Award for Excellence in Education, the Outstanding Secondary Science Award, the Washington State High School Social Studies Teacher of the Year Award, and Outstanding College Alumni recognition. Teachers are encouraged to take an active role in promoting their own professional growth through creating and refining curriculum, sharing successful strategies, and looking for new ways to assess student progress. This focus on continuous staff development enables teachers to consistently improve the quality of instruction and prepares them to help students meet rigorous state academic standards. Hundreds of training opportunities are offered to teachers and other staff members each year, ranging from CPR and first aid, technology education, diversity, and crisis intervention to math, science, and reading instruction strategies, assessment techniques, and arts education. AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 6 II. ENROLLMENT TRENDS Over the past year, District enrollment continued to decline. There were differences across the region, however. While King County had a net gain of 370 students, public school enrollment in the four-county region (King, Kitsap, Pierce, and Snohomish) is still more 23,000 students less than what it was in October 2019. Renton’s decline in enrollment may still be due to the pandemic, but also the continued lower growth rate of immigrant population. Home based instruction also increased in Renton and the surrounding areas. The district will continue to monitor trends, but there are significant conditions that may speak to the potential for enrollment growth in the future. The number of new housing units expected to be developed in the district boundary is larger than what has been experienced in the last decade. Additionally, the most recent economic factors increasing interest rates and inflation appear to be causing a reduction in housing prices, at least in the immediate term. This could drive an influx of new home buyers and new construction in the next few years. Discussion on whether enrollment will return to pre-pandemic levels will continue over the next couple of years with future CFP’s. The early learning model in most cases had been through remote delivery methods and returned to partial in-person learning in 2020-2021. The district returned to in-person learning in the 2021-2022 school year, with families still having an option for a virtual program – but it was not highly utilized. Still, the District will not fully understand the ongoing impact of instructional delivery, the current housing market, fuel increases, among others until further into the next couple of school years. Approval by the community of a 2019 bond measure allowed the district to construct a new elementary school (#16) to accommodate over-enrollment in the K-5 grade span and to provide some elementary capacity relief. Sartori, another new elementary was opened in 2019 as a choice school in the downtown area. Considering the decline in enrollment and the effect of the pandemic, the district chose to supplement the 2020 CFP by further evaluating the enrollment and capacity of the elementary schools located within or near the service areas the new elementary school #16. The conclusion of that analysis reaffirmed the district need for the new elementary school. #16. The new elementary school is scheduled to open this fall (2023) and is discussed later in this Plan. III. STANDARD OF SERVICE & CAPACITY The Renton School District Standard of Service is the standard adopted by the district that identifies the program year, school organizational structure, student/teacher ratios by grade level (considering the requirements of students with special needs), daily class schedule, types of facilities and other factors identified by the district to be beneficial in supporting its educational programs and objectives. The Standard of Service is the major determining factor, together with the number of classrooms (teaching stations), in calculating facility capacity. AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 7 The district has adopted a traditional elementary/middle/high school organizational structure that houses kindergarten through Grade 5 in elementary schools, Grades 6 through 8 in middle schools, and Grades 9 through 12 in high schools. The school-year calendar adopted by the District is also traditional; typically beginning in late August and ending in mid-June. Similarly, the District maintains a common daily schedule, with classes beginning between 7:20 and 9:30 a.m. and ending between 2:03 and 3:10 p.m., depending on grade level. The district, and the Renton Education Association, recognize that reasonable class size is necessary for optimum learning, and have established the following targets in student/teacher ratios: Grade Levels K-1 21:1 Grade Level 2 22:1 Grade Level 3 24:1 Grade Levels 4-12 29:1 The 29:1 ratio at the secondary level applies to all Language Arts, Social Studies, Science, Math, World Languages, World Language Exploratory and Health classes. Other ratios apply as follows: Band/Orchestra 40:1 Choir 50:1 Middle School PE 35:1 High School PE 40:1 All other classes 31:1 For the purposes of this report, student /teacher ratio for special education classes held in self- contained classrooms within comprehensive elementary and secondary facilities is assumed to be 12:1. Educational facilities dedicated solely to special education or other specialized programs are excluded from capacity calculations, as are associated student headcounts. In response to new State and District high school graduation requirements, beginning with the 2018-2019 school year, all District high schools changed from a semester system to a trimester system, resulting in the following: • Three 12-week terms instead of two 18-week terms, • Five 72-minute periods per day instead of six 57-minute periods, and • Reduction of classroom efficiency from 83% to 80%, reducing facility capacity. Beginning with the graduating class of 2020-2021, high school graduation requirements require one additional credit of science (three instead of two), and a total of twenty-four credits; three more than the previously required 21. This has impacted high school capacity, especially AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 8 regarding science classrooms, where additional classroom space suitable for the various sciences, or the renovation/upgrade of existing classrooms to accommodate the same, will be necessary. The construction of new science classroom addition at Lindbergh High is one such project included in last year’s update. It is not included in the he calculation of this year’s impact fees or previous year’s impact fees. Student/teacher ratios, referenced earlier, are applicable to both permanent and relocatable classrooms. However, since relocatable facilities do not allow for the full range of educational activities promoted by the district, they are generally viewed as temporary or interim housing, necessary to accommodate enrollment fluctuations and development driven enrollment increases, but only until such time as permanent facilities can be financed and constructed. For those reasons, relocatable classrooms capacities are calculated, but not used in the analysis of future facility needs. Practical Capacity Model: The Practical Capacity Model calculates building capacity based on limitations that existing facilities place on enrollment as a result of current educational program needs, operating policy, and contractual restrictions. This is sometimes also referred to School Program Capacity. The calculation is made by reviewing the use of each classroom/teaching station in each facility. For every room housing student, a calculation is made, assigning a maximum number of students per room. Sometimes the capacity of core facilities, such as the cafeteria or gym, or the quantity of restroom fixtures, may limit facility capacity to a level below that calculated by collective classroom capacity levels. This has generally been reviewed at each school level, giving each school leadership team the ability to utilize classrooms in the most efficient manner possible, considering their current enrollment. In future CFP’s, we may begin to evaluate and report program capacity more specifically and show the impact on overall capacity. For example, if the school enrollment has a higher number of special ed students in a given year, then there is potential for another full classroom/teaching station to be taken out of capacity inventory, thereby reducing the overall school capacity for that given year. Given that we will be entering into a year with boundary adjustments to accommodate the opening of the new elementary school (Hilltop Heritage ES), the 2024 CFP will be a more appropriate year to provide further analysis of enrollment at each school, overall capacity, and program (practical) capacity. Capacity at the secondary school level is further limited by class scheduling restrictions and student distribution among elective classes. Based on a typical middle school six-period day, where one period is designated for teacher planning, capacity is reduced by one-sixth, or 17 percent, of theoretical capacity. Similarly, at high schools, with the newly established five-period day, capacity is reduced by one-fifth, or 20 percent. Elective classes, many of which require specialized classrooms, also figure into the equation for determining a school’s capacity, which together with required classes, require a well thought out Master Schedule if the facility’s capacity is to be maximized. AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 9 Current Capacity: Overall building (student) capacity of existing, permanent K-12 facilities, excluding special education facilities and facilities housing alternative learning environments, is 14,788. As mentioned above, the district will begin to look at each school over the next year to better analyze program capacity at each school. When faced with a boundary adjustment this year with the opening of the new elementary school, we learned that the school-student capacity numbers were not completely telling of actual school capacity, when considering each school’s population needs. Based on prior enrollment the district has shown a capacity deficit in the 6-8 grade span in the out years; as well as continued, yet smaller deficit in the K-5 grade span. That deficit has transitioned to a surplus with enrollment decline but will also show more of a surplus when the new elementary school opens this. The opening of the new school this fall is allowing for relief at some of the over-crowded schools, but also allowing the district to intentionally have a lower enrollment at a couple of schools where some building improvements are needed before large new developments finish construction and begin to generate students in the area. We continue to note also that that current and future capacity at the elementary level, as documented in this report, is based on the district’s current Standard of Service, and does not necessarily reflect aspirational K-3 student/teacher ratios of seventeen students to one teacher. The district continues to make progress towards these requirements, by utilizing available classroom space, added staffing and plans to utilize the new elementary school classrooms to work towards this ratio. Most recent ratios have been anywhere from 17.3 to 19:1 but staffing during covid has slowed the districts progress. Continued efforts will be made with opening of the new elementary school providing more classroom space to progress towards the K-3 standard of 17:1. Elementary school capacity has been the district’s greatest challenge. Relying heavily on the use of relocatable classrooms (portables) to accommodate the fluctuating student population, portables at elementary schools account for over 15% of the district’s total K – 5 facility capacity. Portables are not considered permanent structures and are therefore not included in the inventory of permanent facilities. They are viewed as a short-term solution for managing enrollment fluctuation, housing students on a temporary or interim basis until permanent facilities can be constructed. Renton School District’s capital facilities include both permanent structures and relocatable (interim or portable) classrooms. Permanent facilities are further categorized as either K-12 (traditional elementary, middle, and high school configurations), Special Instructional Use, or Non-instructional Support Facilities. The district’s permanent K-12 facilities include 15 (soon to be 16) elementary schools, four middle schools, and four high schools. Two Special Instructional Use facilities house the district’s early childhood, special education, and alternative learning programs. Support facilities include the Kohlwes Education Center (admin.), Transportation Center, Facilities Operations and Maintenance Center, Nutrition Services/Warehouse, Renton Memorial Stadium, and the Lindbergh Swimming Pool. Total permanent facilities encompass 2,595,263 square feet, with 2,417,847 square feet (93%) devoted to K-12 and instructional special use. See Appendix A for District Maps. AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 10 The district’s relocatable K-12 facilities are used primarily to address enrollment fluctuations and to house students on an interim or temporary basis until permanent facilities can be constructed. For those reasons they are not considered a long-term solution for housing students and are not acknowledged in the calculation of the capacity of K-12 facilities. Of the fifty-five relocatable facilities in the district’s inventory, forty-four are “double portables” containing two classrooms, and eleven are singles. Combined, they provide the district with a total of ninety-nine relocatable classrooms, encompassing 88,704 square feet of additional space available for instruction. The tables below summarize existing K-12 facility capacity. A complete inventory of District facilities, including undeveloped property follows. Facility capacity worksheets may be found in the appendices. EXISTING FACILITY CAPACITY Facility Elementary Middle High Type Schools Schools Schools Total Permanent 6,895 84.6% 3,435 88.3% 4,458 98.0% 14,788 89.1% Relocatable 1,252 15.4% 457 11.7% 92 2.0% 1,801 10.9% Total 8,147 100% 3,892 100% 4,550 100% 16,589 100% CAPACITY BY SERVICE AREA Facility Type Lindbergh Hazen Renton High Total Elementary Permanent 1843 2423 2075 6341 Relocatable 183 618 451 1252 Total Elem 2026 3041 2526 7593 Middle Permanent 896 1745 794 3435 Relocatable 183 183 91 457 Total Elem 1079 1928 885 3892 High Permanent 1211 1462 1389 4062 Relocatable 92 0 0 92 Total Elem 1303 1462 1389 4154 Grand Total 4408 6431 4800 15639 1. Does not include Sartori Elementary and Talley High, as they are not associated with a particular service area. AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 11 INVENTORY AND CAPACITY OF RELOCATEABLE CLASSROOMS Building ID Location Number of School ID Area Student Classrooms Numbers (sq. ft.) Capacity 53 McKnight Middle 2 7/8 1,792 46 54 Nelsen Middle 2 7/8 1,792 46 55 Nelsen Middle 2 5/6 1,792 46 56 Nelsen Middle 2 3/4 1,792 46 57 Nelsen Middle 2 1/2 1,792 46 59 Lindbergh High 1 2 896 21 60 Lindbergh High 1 3 896 21 61 Lindbergh High 1 4 896 21 62 Talbot Hill Elementary 1 2 896 29 64 Talbot Hill Elementary 1 1 896 29 65 Dimmitt Middle 1 3 896 23 66 Dimmitt Middle 1 4 896 23 69 Honey Dew Elementary 2 3A/3B 1,792 58 70 Talbot Hill Elementary 1 3 896 29 72 McKnight Middle 2 3/4 1,792 46 73 Lakeridge Elementary 2 5/6 1,792 58 74 Sierra Heights Elementary 2 5/6 1,792 58 77 McKnight Middle 2 5/6 1,792 46 78 McKnight Middle 2 1/2 1,792 46 79 Dimmitt Middle 2 1/2 1,792 46 80 Honey Dew Elementary 2 2A/2B 1,792 58 81 Cascade Elementary 2 1/2 1,792 58 82 Sierra Heights Elementary 2 1/2 1,792 58 83 Lindbergh High 2 5/6 1,792 42 84 Maplewood Heights Elementary 2 5/6 1,792 58 85 Dimmitt Middle 1 5 896 23 86 Dimmitt Middle 1 6 896 23 87 Dimmitt Middle 1 7 896 23 88 Bryn Mawr Elementary 2 1/2 1,792 58 89 Bryn Mawr Elementary 2 3/4 1,792 58 90 Honey Dew Elementary 2 4A/4B 1,792 58 91 Honey Dew Elementary 2 1A/1B 1,792 58 92 Tiffany Park Elementary 2 1/2 1,792 58 93 Spring Glen 2 1/3 1,792 46 94 Spring Glen 2 2/4 1,792 46 95 Campbell Hill Elementary 2 2A/2B 1,792 58 96 Campbell Hill Elementary 2 1A/1B 1,792 58 97 Cascade Elementary 2 3/4 1,792 58 98 Cascade Elementary 2 5/6 1,792 58 99 Lakeridge Elementary 2 7/8 1,792 58 100 Lakeridge Elementary 2 3/4 1,792 58 101 Campbell Hill Elementary 2 3A/3B 1,792 58 102 Campbell Hill Elementary 2 4A/4B 1,792 58 103 Maplewood Heights Elementary 2 1/2 1,792 58 AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 12 104 Maplewood Heights Elementary 2 3/4 1,792 58 105 Maplewood Heights Elementary 2 7/8 1,792 58 106 Sierra Heights Elementary 2 3/4 1,792 58 107 Sierra Heights Elementary 2 7/8 1,792 58 108 Tiffany Park Elementary 2 3/4 1,792 58 109 Bryn Mawr Elementary 2 5/6 1,792 58 110 Hazelwood Elementary 2 1A/1B 1,792 58 111 Maplewood Heights Elementary 2 9/10 1,792 58 112 Maplewood Heights Elementary 2 11/12 1,792 58 113 Talbot Hill Elementary 2 1A/1B 1,792 58 114 Talbot Hill Elementary 2 2A/2B 1,792 58 Total 99 88,704 2,669 *Capacity based on Standard of Service and not actual use AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 13 INVENTORY AND CAPACITY OF PERMANENT FACILITIES NAME LOCATION AREA (ft2)CAPACITY Benson Hill 18665 - 116th Ave. SE, Renton, 98058 67,533 520 Bryn Mawr 8212 S 118th St., Seattle, 98178 49,157 338 Campbell Hill 6418 S 124th St., Seattle, 98178 57,072 332 LSCascade 16022 - 116th Ave. SE, Renton, 98058 59,164 467 OHazelwood 7100 - 116th Ave. SE, Newcastle, 98056 66,161 591 OHHighlands 2727 NE 7th St., Renton, 98056 60,000 547 SCHoney Dew 800 Union Ave. NE, Renton, 98059 54,620 336 YRAKennydale 1700 NE 28th St., Renton, 98056 65,169 622 TNLakeridge 7400 S 115th St., Seattle, 98178 52,958 398 EMMaplewood Hgts.130 Jericho Ave., Renton, 98059 56,220 402 LERenton Park 16828 - 128th Ave. SE, Renton, 98058 65,955 476 ESartori 332 Park Ave. N, Srenton, 98057 76,797 554 Sierra Heights 2501 Union Ave. NE, Renton, 98058 53,992 472 Talbot Hill 2300 Talbot Rd., Renton, 98055 57,844 460 Tiffany Park 1601 Lake Youngs Way, Renton, 98058 58,758 380 Total Grades K-5 Capacity 901,400 6,895 Dimmitt 12320 - 80th Ave. S, Seattle, 98178 109,070 794 SEMcKnight 2600 NE 12th St., Renton, 98056 126,706 847 DDLLONelsen I2304 Jones Ave. S, Renton, 98055 124,234 896 MCHOSRisdon 6928 - 116th Ave. SE, Newcastle 98056 136,582 898 Total Grades 6-8 Capacity 496,592 3,435 SLHazen 1101 Hoquiam Ave. NE, Renton, 98059 327,395 1,462 OLindbergh 16426 - 128th Ave. SE, Renton, 98058 242,662 1,211 CHORenton 400 S 2nd St., Renton, 98057 278,373 1,389 H SGTalley 7800 S 132nd St., Renton, 98178 70,831 397 HITotal Grades 9-11 Capacity 919,261 4,458 TOTAL GRADE LEVELS K-12 2,317,253 14,788 Meadow Crest EEC 1800 Index Ave. NE, Renton, 98056 68,752 464 NGLTNIHOME Program - Spring Glen 2607 Jones Ave. S, Renton, 98055 7,005 84 ARARenton Academy - Spring Glen E2607 Jones Ave. S, Renton, 98055 24,837 48 LTotal Instructional Special Use 100,594 596 Total Instructional Facilities 2,417,847 15,384 SFacilities Operations Center 7812 S 124th St., Seattle, 98178 21,894 ECIKohlwes Educational Center 300 SW 7th St., Renton, 98057 57,000 VRLindbergh Pool 16740 - 128th Ave. SE, Renton, 98058 13,600 SETNutrition Services / Warehouse 409 S Tobin St., Renton 98057 27,466 RORenton Memorial Stadium P405 Logan Ave. N, Renton, 98057 37,213 PTransportation Center 420 Park Ave. N, Renton, 98057 20,243 SUTotal Support Services 177,416 Total All Permanent Facilities 2,595,263 AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 14 RELOCATABLE FACILITY CAPACITY BY SCHOOL* ELEMENTARY SCHOOLS Area Location Address Building ID (sq. ft.) Capacity Bryn Mawr 8212 S 118th St., Seattle, 98178 88, 89, 109 5,376 174 Campbell Hill 6418 S 124th St., Seattle, 98178 95, 96, 101, 102 7,168 232 Cascade 16022 - 116th Ave. SE, Renton, 98058 81, 97, 98 5,376 174 Hazelwood 7100 - 116th Ave. SE, Newcastle, 98056 110 1,792 58 Honey Dew 800 Union Ave. NE, Renton, 98059 69. 80. 90. 91 7,168 232 Lakeridge 7400 S 115th St., Seattle, 98178 73, 99, 100 5,376 174 84, 103, 104, 105, Maplewood Heights 130 Jericho Ave., Renton, 98059 111, 112 10,752 348 Sierra Heights 2501 Union Ave. NE, Renton, 98058 74, 82, 106, 107 7,168 232 62, 64, 70, 113, Talbot Hill 2300 Talbot Rd., Renton, 98055 114 6,272 203 Tiffany Park 1601 Lake Youngs Way, Renton, 98058 92, 108 3,584 116 Elementary School Total Capacity 60,032 1943 MIDDLE SCHOOLS Area Location Address Building ID (sq. ft.) Capacity 65, 66, 79, 85, 86, Dimmitt 12320 - 80th Ave. S, Seattle, 98178 87 6,272 161 McKnight 2600 NE 12th St., Renton, 98056 53, 72, 77, 78 7,168 184 Nelsen 2304 Jones Ave. S, Renton, 98055 54, 55, 56, 57 7,168 184 Middle School Total 20,608 529 HIGH SCHOOLS Area Location Address Building ID (sq. ft.) Capacity Lindbergh 16426 - 128th Ave. SE, Renton, 98058 59, 60, 61, 83 4,480 105 High School Total 4,480 105 INSTRUCTIONAL SPECIAL USE Area Location Address Building ID (sq. ft.) Capacity 2607 Jones Ave. S, Spring Glen Renton, 98055 93, 94 3,584 92 Special Education Total 3,584 92 TOTAL ALL RELOCATABLE 88,704 2669 CLASSROOMS *Capacity based on Standard of Service and not actual use AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 15 UNDEVELOPED PROPERTY Skyway Site S Langston Rd. & 76th Ave. S, Seattle 4.18 Acres Chelan Ave. Site Chelan Ave. NE & NE 12th St., Renton 10.80 Acres* Park Ave. N Site Park Ave. N & N 3rd St., Renton 0.31 Acres Park Ave. N Site Park Ave. N & N 5th Ave., Renton 0.45 Acres *Currently under construction – new Hilltop Heritage Elementary School to open fall 2023 IV. ENROLLMENT PROJECTIONS Projection Methodology: Numerous methodologies are available for projecting long-term enrollments. The most common method is known as cohort survival which tracks groups of students through the system and adjusts the populations to account for the average year-to- year growth. For example, this year’s fourth grade is adjusted based on the average enrollment trend of the past in order to estimate next year’s fifth grade enrollment. This calculation method considers the past five years’ trends to determine the average adjustment factor for each grade, or cohort. The method works well for all grades except kindergarten, where there is no previous year data. For kindergarten, two methodologies are generally used: A linear extrapolation from the previous five years of kindergarten enrollment, assuming that there is a trend; or, alternatively, a comparison of the kindergarten enrollment to births from five years prior can be used to calculate a “birth-to-k” ratio. For example, kindergarten enrollment in 2019 is divided by the total births in King County in 2014 to produce a birth-to-k ratio. The average ratio for the last five years can then be applied to births in subsequent years to estimate kindergarten enrollment. The cohort survival method has been used by OSPI to predict enrollment for all Districts in the state. In past years, OSPI has used a 6-year cohort average for grades 1-12 and a linear extrapolation method at kindergarten. In 2008, OSPI commissioned a study to evaluate the effectiveness of this method for predicting enrollment. The report recommended the use of the “birth-to-k” method for predicting kindergarten enrollment and the use of a housing adjustment factor for Districts that are likely to be impacted by large numbers of new housing developments. The cohort survival method generally works well for Districts that have a consistent trend of gradual increases or declines in enrollment. It is less reliable in Districts where spikes in demographic trends (especially a marked increase or decrease in new housing) can lead to dramatic swings in enrollment from one year to the next. In addition, the use of the linear extrapolation method at the kindergarten level can result in a distorted trend since it does not consider changes in birth rate trends. Combining cohort survival with other information about births, housing, regional population trends, and even trends in service area and private school enrollment can sometimes provide for a more accurate forecast. For this Plan, the average rollup AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 16 at existing grades was combined with estimates of growth that might be expected from new housing, and assumptions about market share gains or losses that the district is likely to see at certain grade levels. Estimates of housing growth for this model were obtained from building permit information provided by the respective jurisdictions. However, there are many unknowns due to the overall market pause in real estate, rising gas prices, inflation, and some still consider the pandemic to be of concern. The districts response to this was to consider three projections: a low, medium, and high. Due to inflation and rising interest rates, real estate prices are leveling off and decreasing in some neighborhoods. Considering the relative prices seen in Renton as compared to outlying and more expensive suburban area, this could drive a higher-than-expected growth rate. Because the District needs to be as prepared as possible for a higher growth rate, we are monitoring all three scenarios. There is more potential for growth in the K-5 and high school grade span in the outyears and some decline is anticipated in the 6-8 grade span. Projections and Future Capacity: Enrollment projections provided by Educational Data Solutions, LLC indicate continued decline in the elementary grade span over the next couple of years, with a minor decrease in middle school and high school enrollment at varied years, but overall, a relatively flat rate in the big picture. Using the high-level growth chart, overall enrollment in the out-years is projected to grow by about six hundred students spread over all three grades spans, but still does not project we are back to pre-pandemic enrollment levels until after October 2028. The district will continue to monitor development, move-in/move-outs, and trends within the four-county area to better predict enrollment more than two years out. As the District moves past the pandemic and related impacts, there is potential for development growth in the real estate market and for a resurgence of immigrant population with recent political administration changes at the national level. The local jurisdiction is still planning on over 5,000 new residential units in various areas over the next 2-10 years. It is the district’s responsibility to monitor these projects, the timing and how the district will be able to respond with appropriate capacity to accommodate instructional delivery. The number of new homes planned for future construction in the District is much higher than the number of permitted units that were built between 2017 and 2021.This may suggest than enrollment losses could be lower in the near terms but could see net gains in the out-years due to growth from new housing. (see past and future housing development in the appendices) Projections show a slight increase in middle school enrollment over the next six years if considering the high growth projections. There are currently no plans to increase middle school capacity, as even with a slight growth, enrollment would still not be back to pre-pandemic levels. Using the same high projection at the high school level, projected enrollment over the next six years will add an additional 185 students. If these projections hold in the near term, this growth could coincide with district plans to replace Renton High School. As part of the voter approved November 2022 bond, funds are provided for both land acquisition and construction of a new Renton High School. The 2024 CFP will address this more completely as the district determines location and construction period. Medium range and high range projections are provided in the appendices. AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 17 V. ENROLLMENT DRIVEN FACILITY NEEDS With the opening of the new Sartori Elementary School in August 2018, the 2017 elementary deficit capacity of 1,244 was dramatically reduced by nearly 40% to 755. With the passage of the 2019 Bond Measure, approved by the voters in November 2019, the District is will be opening its sixteenth elementary school, located in the Hazen High School service area, where the district has experienced the most recent growth in the past decade plus. The new school is scheduled to be completed and opened for the 2023/2024 school year. This new school has been named Hilltop Heritage Elementary School. Enrollment declines since fall 2020 show a loss of students from 7,057 students to 6,732 students in fall 2022. While this helps to balance out enrollment vs. capacity in this current school year, we will see an increase in capacity this fall with the new school opening. However, projections do show growth in this grade span by another 413 students in the out years. At the middle school level, decreased enrollment combined with lower projections show that the district will continue to have a small surplus in the next year. We will continue to monitor, but there are currently no enrollment or growth driven capital facilities projects in the planning stages for middle schools. However, there is discussion for future bond planning, the need to replace both Nelson Middle School and Dimmitt Middle School. Those projects would be reviewed in future bond planning discussions and enrollment growth and projections would be considered at that time. As previously mentioned, the 2022 voter-approved bond allows the district to acquire property and plan for the replacement of Renton High School. This will be both an opportunity to add program capacity to address anticipated and projected growth in the out years, but to also ensure program equity across the high school grade space. The district desires to ensure educational space and opportunity is provided and comparable to what is offered at both Hazen and Lindberg High Schools. PROJECTED ENROLLMENT GROWTH ACTUAL OCT. 2021/2022 HEADCOUNT ACTUAL 0CT. 2022/23 HEADCOUNT OCT. 2028/29 PROJECTED HEADCOUNT (high) ACTUAL CHANGE 2021/22 - 2022/23 ACTUAL CHANGE (%) 2021/22 to 2022/23 PROJECTED CHANGE 2022/23 to 2028/29 PROJECTED PERCENTAGE CHANGE 2022/23 TO 2028/29 ELEMENTARY 6,745 6,648 7,061 (97.00) (0.01)413 6.21% MIDDLE 3,451 3,227 3,328 (224.00) (0.06)101 0.03 HIGH 4,226 4,318 4,503 92 2.18%185 0.04 other/alt 170 178 194 8 -16 - TOTAL 14,592 14,371 15,086 (221.00) (0.02)715.00 0.05 AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 18 In addition to any discussion around projected permanent facility deficits at the elementary and high school levels, it should be noted that the District is also reaching its maximum limit in providing portable classrooms at its existing sites due to current land use and building code requirements. Although not included in the calculation of potential Impact Fees, the implementation of new relocatable classrooms and/or the relocation of existing ones, remains a viable method of addressing both growth and the shifting of student population, for the short term. Similarly, science classroom additions proposed for Lindbergh High School, as well as other potential high school renovations, additions, or relocations responding to enrollment growth and/or changes in capacity methodology, are not included in the calculation of these fees. Those current projects are more related to program needs and existing enrollment. We have not considered these projects to be added capacity at the high school grade span. The next table compares the current permanent capacity of Renton School District facilities to current and projected enrollment for the next six years. As noted earlier, the district will take a closer look at overall permanent capacity compared to practical or program capacity this next year and will report those findings in the 2024 CFP. *22/23 23/24 24/25 25/26 26/27 27/28 28/29 **PERMANENT CAPACITY 6,895 7,545 7,545 7,545 7,545 7,545 7,545 STUDENT ENROLLMENT 6,732 6,680 6,642 6,848 6,957 7,040 7,142 SURPLUS / (DEFICIT CAPACITY)163 865 903 697 588 505 403 **PERMANENT CAPACITY 3,435 3,435 3,435 3,435 3,435 3,435 3,435 STUDENT ENROLLMENT 3,301 3,197 3,202 3,375 3,418 3,417 3,407 SURPLUS / (DEFICIT CAPACITY)134 238 233 60 17 18 28 **PERMANENT CAPACITY 4,458 4,458 4,458 4,542 4,542 4,542 4,542 STUDENT ENROLLMENT 4,348 4,432 4,470 4,519 4,439 4,482 4,537 SURPLUS / (DEFICIT CAPACITY)110 26 (12) 23 103 60 5 *current enrollment medium range projection - 23/24 and 24/25 high range projection - 25/26 and beyond **permanent capacity will be adjusted to program capacity in CFP 2024 SURPLUS / DEFICIT CAPACITY PROJECTIONS 1 2023/24 - 2028/29 1. Does not include relocatable facilities (portables) ELEM. K-5 MIDDLE 6-8 HIGH 9-12 AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 19 Capital Construction Plan: For the last six-year period, the district’s highest priorities have been to address existing and projected facility capacity deficits, aging infrastructure at secondary schools, and responding to/planning for both growth and program related added capacity. These projects funded by the 2019 bond and impact fees, are projects responding to growth. This has included: • Completion of Hilltop Heritage Elementary school - most of the growth has occurred and relief is needed at some schools in the Hazen High School service area – in the elementary grade-span. • High school additions and/or renovations to create additional science classroom/laboratory space to address changes in State graduation requirements • Planning for replacement of Renton High School, Dimmitt Middle School and/or Nelson Middle School – all aging facilities and potentially impacted by growth • Acquisition of land for future development • Addition and or relocation of relocatable classrooms (interim classroom space known as portables) During the next six years, the district’s voter approved bond on the Nov. 8, 2022, election ballot will allow the district to stay on track to make major renovations, replacements, and upgrades to keep our schools in top operating condition, while protecting taxpayer investments in our buildings and helping maintain high property values. Currently, these are not growth generated projects. These include: Safety & Security • Interior door hardware/lock updates • New key system • Main entry video intercoms • Entryway improvements to provide front door line-of-sight for office staff School Improvements • Update seismic and structural systems in older buildings (retrofitting and modification of existing structures to make them more resistant to seismic activity, ground motion, or soil failure) • Improvements and equipment replacement of school Heating, Ventilation, and Air Conditioning (HVAC) systems • Upgrades to electrical, plumbing, and mechanical systems • Upgrades to boilers and domestic hot water heaters AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 20 Purchase Property • Provide for up to forty acres for a Renton High School replacement Build New Renton High School – at a location to be determined • Build a new high school facility for the Renton High School service area, providing a modern learning environment and equitable athletic opportunities for all students The District’s intent in structuring its capital improvement program is to maintain a constant level of construction throughout the program period to optimize the utilization of its management capabilities. The District utilizes a combination of in-house project management (Capital Projects Office) and outside management consultants to accomplish this. VI. SIX-YEAR FINANCE PLAN Finance Plan: The primary funding sources for all capital construction projects scheduled over the next six years include 2019 Bond funds, remaining funds from the 2016 capital levy; and school impact fees currently collected by King County and the cities of Bellevue, Newcastle, and Renton throughout 2023, as growth projects that addressed past capacity deficits are completed. Growth driven projects funded by past collected impact fees and 2019 bond funds are nearing completion. The district also has funds from a voter approved bond in November 2023 for $676 million. The majority of those funds will be directed towards land acquisition and the replacement of Renton High School, as previously described. While there could be placement of temporary facilities or portables due to growth over the next six years at various locations, depending upon enrollment growth - the district does not yet know if the replacement of the high school will need to increase capacity due to growth. This project will not begin for 2-3 years, due to the need for land acquisition. If enrollment and projections show additional capacity is needed to accommodate growth, we will evaluate the collection of impact fees at that time. Enrollment driven projects represent only a portion of the district’s total capital improvement plan. Estimated expenditures for enrollment driven projects over the duration of this six-year plan are indicated below. AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 21 II. IMPACT FEES Impact Fees: Impact fees were calculated in conformance with King County Council Ordinance 11621, resulting in a decrease in impact fees for single-family of $750.00 per unit – now set at $2161.00, and an increase in impact fees for multi-family of $560.00 per unit – now set at $4,257.00. Student generation factors were generally the same this year, with a slight increase in multi- family – primarily due to the presence of more low-income units and units with multiple bedrooms. Calculations in 2022 included increased construction costs, and while costs have continued to increase, the district has not added additional construction costs into the calculation for 2023. Assessed and taxable values have increased for both single family and multi-family units, as have bond interest rates. The construction of the new elementary school was front funded by the district and was constructed to address growth in the district. The district will continue collection of impact fees to help offset related costs and will be evaluated on an annual basis moving forward. The 2024-25 CFP will review enrollment, projections, and projected growth to determine if any growth-related projects are needed to address potential capacity deficits moving forward in any of the grade spans. The GMA empowers jurisdictions to assess and collect impact fees as a means of supplementing the funding of additional public facilities necessitated by enrollment growth from new development. In the case of public schools, impact fees are assessed only on residential new development. To determine an equitable school impact fee throughout unincorporated King County, King County Code 21A was adopted, establishing an impact fee formula that has in turn been adopted by the cities of Bellevue, Newcastle, and Renton, in their respective enabling ordinances. The formula requires that school districts establish “Student Generation Factors” that estimate the number of students generated by each new single or multi-family residential unit constructed and establish district-specific construction costs that are unique to that district. Refer to appendices for substantiating documentation on Student Generation Factors. SIX-YEAR FINANCE PLAN - GROWTH DRIVEN PROJECTS *2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Secured2 Unsecured3 New Elem. School 60 6 2 68 60 8 Science Classroom 15 5 5 25 25 Land Acquisition 2 6 8 7 1 portables 1 1 1 10 10 3 Total 78 18 1 0 10 0 101 102 12 *2022/23 and prior 3. Unsecured funds include future school impact fees and potential bond initiatives. Project Estimated Expenditures1 ($1,000,000's)Funding ($1,000,000's) 1. Estimated expenditures based on total project cost, including hard and soft costs. 2. Secured funding includes 2019 bond monies, and previously collected school impact fees. AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 22 Other factors influencing impact fees include: Site Acquisition Costs - the estimated cost per acre to purchase property. Building Acquisition Cost - the estimated cost to construct facilities unique to the district. Temporary Facility Cost - the estimated cost per classroom to purchase and install a relocatable classroom, including site work and utilities. State Funding Assistance Credit - the amount of funding provided by the State, subject to District eligibility, based on a construction cost allocation and funding assistance percentage established by the State. Tax Credit – Driven by assessed property values, taxation rate, and Bond interest rates. IMPACT FEES effective Jan 2023 effective Jan 2024 CHANGE SINGLE-FAMILY $2,911 $2,161 ($750) MULTI-FAMILY $3,697 $4,257 $560 AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 23 XIII. APPENDICES RSD BOUNDARY MAP - MUNICIPALITY OVERLAY AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 24 ELEMENTARY SCHOOL CAPACITY FACTORS: Student/Teacher Ratios: Grades K-1 21:1 Grade 2 22:1 Grade 3 24:1 Grades 4-5 29:1 Scheduling Efficiency 1.00 Program Efficiency 1.00 Permanent Teaching Stations SCHOOL Total K-1 2 3 4-5 Sped Other Cap BENSON HILL 32 8 3 3 6 4 8 520 BRYN MAWR 25 7 3 5 0 1 9 338 CAMPBELL HILL 25 6 2 6 0 2 9 332 CASCADE 31 7 4 0 7 3 10 467 HAZELWOOD 32 9 4 4 7 2 6 591 HIGHLANDS 32 8 4 3 7 2 8 547 HONEY DEW 22 7 4 4 0 1 6 336 KENNYDALE 33 9 3 5 8 2 6 622 LAKERIDGE 26 6 3 3 4 2 8 398 MAPLEWOOD HGTS. 26 11 5 2 0 2 6 402 RENTON PARK 32 7 3 3 6 2 11 476 SARTORI 32 8 4 4 6 3 7 554 SIERRA HGTS. 29 8 4 3 4 3 7 472 TALBOT HILL 26 8 3 2 6 1 6 460 TIFFANY PARK 27 8 3 3 2 2 9 380 TOTAL 430 109 52 50 63 32 116 6,895 Relocatable Classrooms SCHOOL Total K-1 2 3 4-5 Sped Other Cap Total Cap BENSON HILL 0 0 0 0 0 0 0 0 520 BRYN MAWR 6 0 0 0 5 0 1 145 483 CAMPBELL HILL 8 0 0 3 5 0 0 217 549 CASCADE 6 0 0 4 0 0 2 96 563 HAZELWOOD 2 0 0 0 0 0 2 0 591 HIGHLANDS 0 0 0 0 0 0 0 0 547 HONEY DEW 8 0 0 0 6 0 2 174 510 KENNYDALE 0 0 0 0 0 0 0 0 622 LAKERIDGE 6 0 0 0 1 0 5 29 427 MAPLEWOOD HGTS. 12 0 0 3 9 0 0 333 735 RENTON PARK 0 0 0 0 0 0 0 0 476 SARTORI 0 0 0 0 0 0 0 0 554 SIERRA HGTS. 8 0 0 1 3 0 4 111 583 TALBOT HILL 5 0 0 2 0 1 2 60 520 TIFFANY PARK 4 0 0 0 3 0 1 87 467 TOTAL 65 0 0 13 32 1 19 1,252 8,147 Permanent Teaching Stations AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 25 LINDBERGH SERVICE Total K-1 2 3 4-5 Sped Other Cap AREA BENSON HILL 32 8 3 3 6 4 8 520 CASCADE 31 7 4 0 7 3 10 467 RENTON PARK 32 7 3 3 6 2 11 476 TIFFANY PARK 27 8 3 3 2 2 9 380 TOTAL 122 30 13 9 21 11 38 1,843 Relocatable Classrooms LINDBERGH SERVICE Total K-1 2 3 4-5 Sped Other Cap Total AREA Cap BENSON HILL 0 0 0 0 0 0 0 0 520 CASCADE 6 0 0 4 0 0 2 96 563 RENTON PARK 0 0 0 0 0 0 0 0 476 TIFFANY PARK 4 0 0 0 3 0 1 87 467 TOTAL 10 0 0 4 3 0 3 183 2,026 Permanent Teaching Stations HAZEN SERVICE AREA Total K-1 2 3 4-5 Sped Other Cap HAZELWOOD 32 9 4 4 7 2 6 591 HONEY DEW 22 7 4 4 0 1 6 336 KENNYDALE 33 9 3 5 8 2 6 622 MAPLEWOOD HGTS. 26 11 5 2 0 2 6 402 SIERRA HGTS. 29 8 4 3 4 3 7 472 TOTAL 110 27 16 14 12 8 25 1,832 Relocatable Classrooms HAZEN SERVICE AREA Total K-1 2 3 4-5 Sped Other Cap Total Cap HAZELWOOD 2 0 0 0 0 0 2 0 591 HONEY DEW 8 0 0 0 6 0 2 174 510 KENNYDALE 0 0 0 0 0 0 0 0 622 MAPLEWOOD HGTS. 12 0 0 3 9 0 0 333 735 SIERRA HGTS. 8 0 0 1 3 0 4 111 583 TOTAL 28 0 0 4 18 0 6 618 2,450 Permanent Teaching Stations RENTON HIGH SERVICE Total K-1 2 3 4-5 Sped Other Cap AREA BRYN MAWR 25 7 3 5 0 1 9 338 CAMPBELL HILL 25 6 2 6 0 2 9 332 HIGHLANDS 32 8 4 3 7 2 8 547 LAKERIDGE 26 6 3 3 4 2 8 398 TALBOT HILL 26 8 3 2 6 1 6 460 TOTAL 109 28 12 14 17 7 31 1,737 Relocatable Classrooms RENTON HIGH SERVICE Total K-1 2 3 4-5 Sped Other Cap Total AREA Cap BRYN MAWR 6 0 0 0 5 0 1 145 483 CAMPBELL HILL 8 0 0 3 5 0 0 217 549 HIGHLANDS 0 0 0 0 0 0 0 0 547 LAKERIDGE 6 0 0 0 1 0 5 29 427 TALBOT HILL 5 0 0 2 0 1 2 60 520 TOTAL 19 0 0 5 6 1 7 306 2,043 AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 26 MIDDLE SCHOOL CAPACITY FACTORS: Student/Teacher Ratios: Core Classes 29:1 PE 35:1 Band/Orchestra 40:1 Choir 50:1 SPED 12:1 Other 31:1 Scheduling Efficiency 0.83 Program Efficiency 0.95 Permanent Teaching Stations SCHOOL Total Core PE Band Choir SPED Other Support Cap DIMMIT 41 21 3 1 1 4 5 6 794 MCKNIGHT 41 25 3 1 1 4 5 2 847 NELSEN 52 22 3 1 1 2 9 14 896 RISDON 47 24 3 2 1 7 4 6 898 TOTAL 181 92 12 5 4 17 23 28 3,435 Relocatable Classrooms SCHOOL Total Core SPED Support Cap Total Cap DIMMIT 4 4 0 0 91 885 MCKNIGHT 8 8 0 0 183 1,030 NELSEN 8 8 0 0 183 1,079 RISDON 0 0 0 0 0 898 TOTAL 20 20 0 0 457 3,892 AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 27 HIGH SCHOOL CAPACITY FACTORS: Student/Teacher Ratios: Core Classes 29:1 (24:1 Talley) PE 40:1 Band/Orchestra 40:1 Choir 50:1 SPED 12:1 Other 31:1 (24:1 Talley) Scheduling Efficiency 0.80 Program Efficiency 0.90 Permanent Teaching Stations SCHOOL Total Core PE Band Choir SPED Other Support Cap HAZEN 78 44 3 2 1 7 18 3 1,462 LINDBERGH 55 32 3 1 1 6 11 1 1,211 RENTON 68 34 3 1 1 7 16 6 1,389 TALLEY 24 13 1 0 0 1 6 3 397 TOTAL 225 123 10 4 3 21 51 13 4,458 Relocatable Classrooms SCHOOL Total Core SPED Support Cap Total Cap HAZEN 0 0 0 0 0 1,462 LINDBERGH 5 4 1 0 92 1,303 RENTON 0 0 0 0 0 1,389 TALLEY 0 0 0 0 0 397 TOTAL 5 4 1 0 92 4,550 AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 28 STUDENT GENERATION RATES (SGR) The formula for determining school impact fees, as established by King County Council Ordinance 11621, requires that school districts provide “student factors based on district records of average actual student generation rates for new developments constructed over a period of not more than five years prior to the date of the fee calculation.” The Ordinance also provides that, in the event this information is not available in the District, “data from adjacent districts, districts with similar demographics, or county-wide averages must be used.” In years past, the district used average SGR’S from nearby districts. Starting with the 2021 CFP, the district began using its own SGR derived from residential projects with the district. The district used those SGR’s again for the 2022 CFP - due to paused construction and covid impacts on enrollment. Student generation rates have been updated this year and are included in impact fee calculations. There is not a significant difference is student generation rates from 2021 generated rates. The multi-family rate is higher at 28 per one hundred vs. 24 per one hundred. This slightly higher rate is likely due to presence of more low-income units and units with multiple bedrooms. STUDENT GENERATION RATES Elementary Middle School High School (K-5) (6-8) (9-12) Total SINGLE-FAMILY 0.146 0.046 0.089 0.281 MULTI-FAMILY 0.146 0.065 0.069 0.280 The student generation rate varies among apartment developments, based on whether the units are for low-income residents and based on the number of bedrooms in each unit. These differences can help the district when planning for future growth from housing. AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 29 AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 30 AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 31 AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 32 AGENDA ITEM #6. e) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 33 2022/23 2023/2024 CHANGE Elementary 6,895 6,895 0 Middle 3,435 3,435 (0) High 4,458 4,458 0 Total 14,788 14,788 (0) 2021/22 2022/2023 CHANGE Elementary 6,820 6,732 (88) Middle 3,512 3,301 (211) High 4,263 4,348 85 Total 14,595 14,381 (214) Jan 2023 eff. Jan 2024 eff.CHANGE Single-Family 2,911 2,161 (750) Multi-Family 3,697 4,257 560 2022 2023 CHANGE Single-Family Elementary 0.154 0.146 (0.008) Middle 0.065 0.046 (0.019) High 0.062 0.089 0.027 Total 0.282 0.281 (0.001) Multi-Family Elementary 0.137 0.146 0.009 Middle 0.042 0.065 0.023 High 0.060 0.069 0.009 Total 0.240 0.280 0.040 2022 2023 CHANGE Land Acquisition per Acre 650,000 650,000 0 Temp. Building Acquisition 177,000 177,000 0 State Match Percentage 0.3133 0.3615 0.0482 Ave. Taxed Value - Single 652,512 769,979 117,467 Ave. Taxed Value - Multi 350,337 308,241 (42,096) Bond Interest Rate 2.45% 3.58% 1.13% Tax Rate per $1000 1.09602 1.09602 0.00000 Construction Cost Allocation 246.83 246.83 0 taxed values vs. appraised -mh CHANGES FROM PREVIOUS PLAN PERMANENT FACILITY CAPACITY (Students) STUDENT ENROLLMENT (October Headcount) STUDENT GENERATION FACTORS ADDITIONAL IMPACT FEE FACTORS IMPACT FEES AGENDA ITEM #6. e) RESOLUTION NO. ________ EXHIBIT E Renton Regional Fire Authority Capital Facilities Plan AGENDA ITEM #6. e) Amended- Back to Top AGENDA ITEM #6. e) Table of Contents 1.0 INTRODUCTION ......................................................................................................................................... 4 1.1 PURPOSE ...................................................................................................................................................... 4 1.2 CAPITAL PLANNING REQUIREMENTS............................................................................................................ 4 1.3 DEFINITION OF CAPITAL FACILITIES .............................................................................................................. 5 1.4 PRINCIPLES GUIDING CAPITAL INVESTMENTS .............................................................................................. 5 1.5 RRFA HISTORY AND GOVERNANCE ............................................................................................................... 5 1.6 SERVICE AREA ............................................................................................................................................... 6 1.7 CURRENT CONDITIONS AND PROJECTED GROWTH ...................................................................................... 7 2.0 INVENTORY OF EXISTING RRFA CAPITAL FACILITIES .................................................................................. 8 2.1 BUILDING INVENTORY .................................................................................................................................. 8 2.2 APPARATUS INVENTORY .............................................................................................................................. 9 3.0 MEASURING FUTURE CAPITAL FACILITY NEEDS ....................................................................................... 14 3.1 LEVEL OF SERVICE MEASURES .................................................................................................................... 14 4.0 FORECAST OF FUTURE FACILITY NEEDS, 2024-2029 ................................................................................. 22 4.1 APPARATUS FACILITY NEEDS ...................................................................................................................... 22 4.2 STATION FACILITY NEEDS............................................................................................................................ 23 4.3 PROPOSED LOCATIONS AND CAPACITIES OF EXPANDED OR NEW CAPITAL FACILITIES .............................. 24 5.0 CAPITAL FACILITIES REVENUE ANALYSIS .................................................................................................. 26 5.1 OVERVIEW .................................................................................................................................................. 26 5.2 FUNDING THE CAPITAL FACILITIES PLAN ..................................................................................................... 26 5.3 ASSUMPTIONS ............................................................................................................................................ 26 5.4 FIRE IMPACT FEES ....................................................................................................................................... 27 5.5 OPERATING TRANSFERS ............................................................................................................................. 28 5.6 SIX-YEAR COST AND REVENUE COMPARISON............................................................................................. 28 5.7 POLICY OPTIONS AND OTHER FUNDING SOURCES ..................................................................................... 28 APPENDIX A: AMORTIZATION SCHEDULE ............................................................................................................. 29 APPENDIX B: MAJOR REPAIR AND REHABILITATION FOR STATIONS..................................................................... 30 APPENDIX C: FIRE STATION 11 DRIVE TIME (AID UNIT) ............................................................................................ 32 APPENDIX D: FIRE STATION 12-13 DRIVE TIME (LADDERS) ....................................................................................... 33 APPENDIX E: FIRE STATION 16/WAREHOUSE PRELIMINARY LAYOUT ....................................................................... 34 Back to Top AGENDA ITEM #6. e) Table of Exhibits Exhibit 1-1. Service Area and Station Locations ............................................................................................ 6 Exhibit 1-2. Service Area Population and Projected Growth ......................................................................... 7 Exhibit 2-1. Fire Station Inventory ................................................................................................................. 8 Exhibit 2-2. Engines in RRFA Fleet ................................................................................................................. 9 Exhibit 2-3. Ariel Ladder Inventory .............................................................................................................. 10 Exhibit 2-4. Aid Units in RRFA Fleet ............................................................................................................. 10 Exhibit 2-5. Hazardous Materials Vehicle in RRFA Fleet ............................................................................. 10 Exhibit 2-6. Brush Trucks in RRFA Fleet ....................................................................................................... 10 Exhibit 2-7. Command Vehicles in RRFA Fleet .............................................................................................. 11 Exhibit 2-8. Dive Apparatus in RRFA Fleet .................................................................................................... 11 Exhibit 2-9. Service Vehicles in RRFA Fleet ................................................................................................... 11 Exhibit 2-10. Staff Vehicles in RRFA Fleet ..................................................................................................... 12 Exhibit 2-11. Utility Vehicles in RRFA Fleet ................................................................................................... 12 Exhibit 2-12. Small Utility Vehicles in RRFA Fleet ........................................................................................ 13 Exhibit 2-13. Other Apparatus/Equipment in RRFA Fleet ........................................................................... 13 Exhibit 3-1. Total Cost of Response by Land Use Category ......................................................................... 16 Exhibit 3-2. Response Time Level of Service Standards .............................................................................. 17 Exhibit 3-3. 2022 Response Time Level of Service Standards for Fire/Other ............................................... 17 Exhibit 3-4. 2022 Response Time Level of Service Standards for EMS......................................................... 17 Exhibit 3-5. City of Renton 2018 PC Rating ................................................................................................. 18 Exhibit 3-6. Fire Station 11 Ladder with 2.5 Road Mile Radius ................................................................... 19 Exhibit 3-7. Highlighted City of Renton Planned Development ................................................................... 20 Exhibit 4-1. Capital Costs for Apparatus, 2024-2029................................................................................... 22 Exhibit 4-2. Capital Facility Costs for Stations, 2024-2029 .......................................................................... 23 Exhibit 4-3. Fire Station 16 .......................................................................................................................... 24 Exhibit 5-1. Projected Dedicated Capital Revenues and Costs .................................................................... 28 Exhibit 5-2. Estimated Capital Facilities Revenues and Costs, YOE ............................................................. 28 Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 4 1.0 Introduction 1.1 PURPOSE The purpose of this Capital Facilities Plan (CFP) is to identify capital facility needs necessary for the Renton Regional Fire Authority (RRFA) to achieve and maintain adopted standards for levels of service concurrent with, or prior to, the impacts of expected development and population growth over the next six years (2024-2029) and is consistent with the land use and transportation elements of the City of Renton (City) and King County comprehensive plans. This CFP also identifies sound fiscal policies and funding resources for implementation. 1.2 CAPITAL PLANNING REQUIREMENTS The Washington State Growth Management Act (GMA) requires that a county’s or city’s CFP should consist of: a) an inventory of existing capital facilities owned by public entities; b) a forecast of the future needs for capital facilities; c) the proposed locations and capacities of expanded or new capital facilities; d) a six-year plan to finance capital facilities within projected funding capacities and clearly identified sources of public money for such purposes; and e) a requirement to reassess the land use element if probable funding falls short of existing needs (RCW 36.70a.070(3)). The GMA requires that all capital facilities have “probable funding” to pay for capital facility needs and that jurisdictions have capital facilities in place and readily available when new development comes in or must be of sufficient capacity when the population grows. The City prepares a CFP element as part of its comprehensive plan. In accordance with the Interlocal Agreement (ILA) in place between the City and the RRFA, the City will incorporate the RRFA’s six-year plan for fire and emergency services facilities into its comprehensive plan CFP. That allows the City to impose an impact fee. Impact fees may be collected and spent only for the public facilities addressed by a CFP element of a comprehensive land use plan adopted pursuant to the GMA (RCW 82.02.050 (4)). Levels of service (LOS) are established in the CFP and represent quantifiable measures of capacity. They are minimum standards established by the RRFA to provide capital facilities and services to the RRFA service area at a certain level of quality and within the financial capacity of the RRFA. As the population grows, it is expected that demands for fire and emergency response services will also grow. Additional facilities will be necessary to meet this growing demand for service. LOS standards are influenced by local citizens, elected, and appointed officials, national and state standards, mandates, and other considerations, such as available funding. Growth, LOS standards, and a funded capital improvement program are to be in balance. In the case where the LOS cannot be met by a service or facility, the jurisdiction could do one of the Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 5 following: 1) add proposed facilities within funding resources, 2) reduce demand through demand management strategies, 3) lower LOS standards, 4) phase growth, or 5) change the land use plan. 1.3 DEFINITION OF CAPITAL FACILITIES The CFP addresses public facilities necessary for providing fire and emergency response services. Capital facilities generally have a long useful life and include RRFA-owned and/or -operated buildings, land, equipment, and apparatus. Capital facilities planning does not cover regular operation and maintenance, but it does include major repair, rehabilitation, or reconstruction of facilities. The RRFA considers capital assets to be assets of more than $5,000 in value and an estimated useful life of more than one year. 1.4 PRINCIPLES GUIDING CAPITAL INVESTMENTS There are two main guiding elements behind capital facilities planning: RRFA standard operating procedures (SOP) that define fiscal policies and the GMA. RRFA SOP 2315 “Reserve Funds” and SOP 2317 “Long-Term Planning” address the RRFA’s policies regarding capital reserves and investments. The CFP supports RRFA in making strategic capital investments that support this effort. RRFA intends to use the CFP as:  a tool for budgeting;  the basis for capital spending, giving a degree of assurance about how public money will be spent; and  a useful guidance document for leadership and staff. Toward that end, RRFA has developed and used the following guidelines to evaluate projects before adding them to the CFP:  Growth-related project costs should be timed to match with available remitted fire impact fee revenues.  Project costs that are not growth-related should be timed to match with revenues available through operating transfers.  Projects should be spaced to allow for progress on RRFA’s other financial goals, especially maintaining its capital and operating reserves. 1.5 RRFA HISTORY AND GOVERNANCE RRFA is a special purpose district that provides fire and medical emergency response services within the City and King County Fire District 25 (KCFD25). The RRFA was established on July 1, 2016, after voters residing within KCFD25 and the City approved Proposition 1. This legislation Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 6 formed the regional fire authority and authorized a fire benefit charge. Prior to the creation of the RRFA, service in the City was provided by Renton Fire & Emergency Services (RF&ES) and both KCFD25 and King County Fire District 40 (KCFD40) contracted for services with the City. Creation of the RRFA consolidated fire protection for the City and KCFD25 under a single special local government authority. The contract for fire protection with KCFD40 remained in place and transferred to RRFA and was renewed in 2022 for an additional twenty years. Accordingly, KCFD40 is treated as part of the RRFA entity for the purposes of this CFP. 1.6 SERVICE AREA RRFA is located at the south end of Lake Washington, between Seattle and Tacoma. According to King County GIS data, the RRFA’s total response area is 37 square miles, including the City of Renton and KCFD25 (27 square miles) and the KCFD40 and Lake Youngs area (10 square miles). KCFD25 is located in the area east of the City and north of State Route 169 known as the East Renton Highlands. KCFD40 and Lake Youngs are located in the area east of the City and south of State Route 169 known as Fairwood. The RRFA service area is bordered by unincorporated areas of King County, as well as the cities of Kent, Tukwila, and Newcastle, with the City of Seattle just a few miles northwest. Exhibit 1-1 presents a map of the RRFA service area and station locations. Exhibit 1-1. Service Area and Station Locations Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 7 1.7 CURRENT CONDITIONS AND PROJECTED GROWTH Renton is the fourth largest city in King County, covering 23.54 square miles and having an estimated 2022 population of 107,900. The City includes residential neighborhoods, a strong industrial base, and a growing commercial/office sector. The City’s downtown and northern manufacturing area were designated as a regional growth center by the Puget Sound Regional Council (PSRC) in 1995. The northern part of the regional growth center borders Lake Washington and emphasizes mixed use and regional employment, including the Boeing Company’s Renton Plant and The Landing, a significant recent retail and residential development. The southern part of the regional growth center includes the downtown core and adjacent residential area. Downtown Renton has seen investment in recent years, including the Renton Pavilion Event Center and Piazza Park, the Renton Transit Center, the IKEA Performing Arts Center, Top Golf, the Hyatt, and Southport. The City also contains commercial corridors, multi-family nodes, and extensive single-family neighborhoods. KCFD25 and KCFD40 mostly contain residential areas located in King County outside of Renton city limits. Population projections for Renton, KCFD25, and KCFD40 for the years 2023-2029 are presented in Exhibit 1-2.1 The City is expected to grow by 6,053 residents, 86% of the total population growth forecasted for the RRFA service area. Exhibit 1-2. Service Area Population and Projected Growth Description 2022 Projected Growth 2023-2029 City of Renton 107,900 6,053 KCFD25 7,947 87 KCFD40 22,148 917 Total Service Area 137,995 7,057 City of Renton Share of Population Growth 86% 1 Source: Projections provided by the City of Renton. Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 8 2.0 Inventory of Existing RRFA Capital Facilities This section provides a current inventory of capital facilities that are either owned or operated by RRFA, including both stations and apparatus. 2.1 BUILDING INVENTORY Exhibit 1-1 in Section 1 maps the locations and ownership of the seven fire stations operated by RRFA. Exhibit 2-1 provides station locations and square footage operated by RRFA. Exhibit 2-1. Fire Station Inventory Station Address Building Square Footage Operated by RRFA Fire Station 112 211 Mill Ave S, Renton, WA 98057 20,550 Fire Station 12 (Ex EOC) 3 1209 Kirkland Ave NE, Renton, WA 98056 14,800 Fire Station 13 18002 108th Ave SE, Renton, WA 98055 20,521 Fire Station 13 Shop 18002 108th Ave SE, Renton, WA 98055 6,000 Fire Station 14 1900 Lind Ave SW, Renton, WA 98057 13,659 Fire Station 14 Tower 1900 Lind Ave SW, Renton, WA 98057 3,658 Fire Station 15 1404 N 30th St., Renton, WA 98056 7,497 Fire Station 16 12923 156th Ave SE, Renton, WA 98059 7,732 Fire Station 174 14810 Petrovitsky Rd SE, Renton, WA 98058 6,836 2 Fire Station 11 is owned by the City of Renton and leased to RRFA. The building square footage excludes the area leased by KC Medics. 3 Fire Station 12 is owned by the City of Renton and leased to the RRFA. The building square footage excludes the portion of the building that is utilized by City of Renton Emergency Management. 4 Fire Station 17 is owned by Fire District 40 and used by RRFA through service contract. Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 9 2.2 APPARATUS INVENTORY The RRFA maintains a wide variety of highly specialized apparatus in order to fulfill its mission to protect the community it serves. Inventories of RRFA engines, ladders, aid units, hazardous materials vehicles, brush trucks, command vehicles, dive apparatus, service vehicles, staff vehicles, utility vehicles, small utility vehicles, and other apparatus/equipment are shown in Exhibits 2-2 through 2-13. Exhibit 2-2. Engines in RRFA Fleet Vehicle Number Call Sign Station/ Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F074 E413 Station 13 1999 E-One Cyclone II not scheduled $0 F085 E414 Station 14 2005 E-One Cyclone II 2025 $1,103,258 F093 E412 Station 12 2008 E-One Cyclone II 2025 $1,103,258 F114 E313 Station 13 2015 E-One Cyclone II 2031 $1,317,348 F115 E314 Station 14 2015 E-One Cyclone II 2031 $1,317,348 F123 E311 Station 11 2017 E-One Cyclone II 2033 $1,397,574 F124 E312 Station 12 2017 E-One Cyclone II 2033 $1,397,574 F137 E316 Station 16 2019 E-One Cyclone II 2035 $1,482,687 F148 E313 Station 13 2022 Pierce Enforcer 2038 $1,620,172 F149 E314 Station 14 2022 Pierce Enforcer 2038 $1,620,172 F2515 E316 Station 16 2003 E-One Cyclone II 2025 $1,103,258 F441 E417 Station 17 2022 Pierce Enforcer 2038 $1,620,172 Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 10 Exhibit 2-3. Ariel Ladder Inventory Vehicle Number Call Sign Station/Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F105 L311 Station 11 2011 E-One Aerial 2029 $2,591,449 F135 L311 Station 11 2019 E-One Cyclone 2037 $3,282,770 Exhibit 2-4. Aid Units in RRFA Fleet Vehicle Number Call Sign Station/Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F110 A313 Station 13 2014 INTE Northstar 2025 $421,371 F111 A312 Station 12 2014 INTE Northstar 2025 $421,371 F138 A311 Station 11 2020 Ford F-450 2032 $518,233 F153 A313 Station 13 2022 Ford F-450 2034 $549,793 F154 A312 Station 12 2022 Ford F-450 2034 $549,793 F440 A317 Station 17 2022 Ford F-450 2034 $549,793 Exhibit 2-5. Hazardous Materials Vehicle in RRFA Fleet Vehicle Number Call Sign Station/Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F120 HM314 Station 14 2017 E-One Freightliner 2037 $826,618 Exhibit 2-6. Brush Trucks in RRFA Fleet Vehicle Number Call Sign Station/ Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F091 BR317 Station 17 2008 Ford F-550 2024 $354,413 F155 BR316 Station 16 2022 Ford F-550 2037 $520,467 Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 11 Exhibit 2-7. Command Vehicles in RRFA Fleet Vehicle Number Call Sign Station/Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F109 B413 Station 13 2013 Chevrolet Tahoe 2023 $111,202 F119 B312 Station 12 2016 Chevrolet Silverado 2024 $114,538 F121 C312 Station 13 2017 Chevrolet Tahoe 2027 $125,159 F122 C314 Station 13 2017 Ford Explorer 2027 $125,159 F125 B313 Station 13 2018 Chevrolet Silverado 2028 $128,914 F134 C313 Station 13 2020 Ford Explorer 2030 $136,764 F139 C311 Station 13 2020 Ford Explorer 2030 $136,764 F156 TBD Station 11 2023 Chevrolet Silverado 2033 $149,446 F158 TBD Station 12 2024 Chevrolet Silverado 2500 2034 $153,930 Exhibit 2-8. Dive Apparatus in RRFA Fleet Vehicle Number Call Sign Station/Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F129 DIV312 Station 12 2018 Ram 5500 2039 $443,087 Exhibit 2-9. Service Vehicles in RRFA Fleet Vehicle Number Call Sign Station/Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F136 CAR312 EMS 2019 Ford F-150 Pursuit 2029 $110,086 F434 CAR52 EMS 2004 Chevrolet Tahoe 2023 $92,195 Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 12 Exhibit 2-10. Staff Vehicles in RRFA Fleet Vehicle Number Call Sign Station/Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F096A N/A OFM 2009 Ford Escape 2024 $39,035 F104 N/A EMS 2012 Ford Escape 2027 $42,655 F116 N/A Administration 2016 Ford Police Utility 2030 $46,610 F117 N/A OFM 2015 Ford C-Max 2030 $46,610 F126 N/A OFM 2018 Ford Escape 2033 $50,932 F127 N/A OFM 2018 Ford Escape 2033 $50,932 F128 N/A OFM 2018 Ford Escape 2033 $50,932 F130 N/A OFM 2020 Ford Escape 2035 $54,033 F143 N/A OFM 2020 Ford Escape 2035 $54,033 F144 N/A OFM 2020 Ford Escape 2035 $54,033 F145 N/A Support Services 2020 Ford Escape 2035 $54,033 F146 N/A Support Services 2020 Ford Escape 2035 $54,033 F147 N/A Support Services 2020 Ford Escape 2035 $54,033 Exhibit 2-11. Utility Vehicles in RRFA Fleet Vehicle Number Call Sign Station/Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F112 N/A SKCFTC 2015 Ford F-250 2030 $85,978 F113 N/A OFM 2015 Dodge Promaster 2030 $85,978 F132 N/A Support Services 2019 Ford F-250 2034 $96,769 F133 N/A Support Services 2019 Ford F-250 2034 $96,769 F140 N/A Administration 2020 Chevrolet Express 2500 2035 $99,672 F151 N/A SKCFTC 2021 Ford F-150 2036 $102,662 F152 N/A SKCFTC 2021 Ford F-150 2036 $102,662 F159 N/A Support Services 2024 Chevrolet Silverado 2039 $112,182 F436 N/A Support Services 2005 Chevrolet Silverado 2023 $69,908 Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 13 Exhibit 2-12. Small Utility Vehicles in RRFA Fleet Vehicle Number Call Sign Station/Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F131 N/A Station 14 2020 Ford Transit Connect 2035 $60,022 F141 N/A Station 13 2020 Nissan NV200 S 2035 $60,022 F142 N/A Station 13 2020 Nissan NV200 S 2035 $60,022 Exhibit 2-13. Other Apparatus/Equipment in RRFA Fleet Vehicle Number Call Sign Station/Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F092 N/A N/A 2007 Cargo Trailer 22Ft not scheduled $0 F094 N/A N/A 2008 Eagle Utility not scheduled $0 F101 N/A N/A 2008 Club Inteltrak not scheduled $0 F103 N/A N/A 2008 PLRS Spirit 2025 $100,394 F118 N/A N/A 2016 EZLD Trailer 2026 $17,727 F150 N/A N/A 2005 CGMT Trailblazer 2025 $17,210 Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 14 3.0 Measuring Future Capital Facility Needs The GMA was enacted to provide local oversight of community growth with the intent for local governments such as counties, cities, and towns to monitor and mitigate the impacts of growth. GMA Goal 1 promotes placing growth in urban areas where there are public facilities and services, while GMA Goal 12 promotes adequate facilities and services to support development: (1) Urban growth. Encourage development in urban areas where adequate public facilities and services exist or can be provided in an efficient manner. (12) Public facilities and services. Ensure that those public facilities and services necessary to support development shall be adequate to serve the development at the time the development is available for occupancy and use without decreasing current service levels below locally established minimum standards (RCW 36.70A.020(12)). Concurrency for transportation infrastructure is mandated by the GMA, and local agencies were given the authority to establish concurrency guidelines for other public needs such as water, sewer, and fire services: Purpose.  The purpose of concurrency is to assure that those public facilities and services necessary to support development are adequate to serve that development at the time it is available for occupancy and use, without decreasing service levels below locally established minimum standards.  Concurrency describes the situation in which adequate facilities are available when the impacts of development occur, or within a specified time thereafter. Concurrency ensures consistency in land use approval and the development of adequate public facilities as plans are implemented, and it prevents development that is inconsistent with the public facilities necessary to support the development.  With respect to facilities other than transportation facilities, counties and cities may fashion their own regulatory responses and are not limited to imposing moratoria on development during periods when concurrency is not maintained (WAC 365-196-840). The RRFA CFP identifies the need for $25.5M in capital investments as shown in Exhibits 4-1 and 4-2, to maintain fire service concurrency through the year 2029. 3.1 LEVEL OF SERVICE MEASURES RRFA measures LOS from three different perspectives. The first concerns the cost of facilities for Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 15 incident response per unit of development. The second perspective concerns turnout and response times in accordance with established policy. The third perspective concerns the Protection Class (PC) rating for each of the areas served (the City of Renton, KCFD25, and KDFD40). Each of these LOS measures are described below. 3.1.1 Cost of Facilities for Incident Response per Unit of Development In 2023, RRFA conducted a rate study for fire impact fees. That study presents a methodology for quantifying the need for fire and EMS stations and apparatus to serve new growth, for the purpose of collecting fire impact fees. The level of service standard is the 2022 ratio of apparatus and stations to EMS and fire/other incidents. More specifically, the rate study calculates the annualized facility value per incident as well as the number of incidents produced by different kinds of development. This determines the total cost of facilities for incident response needed per unit of development. This standard is used to measure the systemwide capacity of facilities to support incident response throughout the RRFA service area. Full documentation of the methodology is available in the rate study. A brief summary follows. For apparatus, including engines and other response vehicles, the ratio of apparatus to incidents as of 2022 was selected as an acceptable LOS standard. As growth occurs, more incidents will occur, and therefore more apparatus will be needed to maintain this standard. It is anticipated that much of the growth in the RRFA service area will come in the form of infill development and increased density within the City. As the growth occurs, the RRFA intends to add additional apparatus units to address the anticipated increase in multi-story housing (ladder) and emergency medical calls for service (aid unit). For fire stations, the rate study measures LOS using the ratio of station square footage to incidents. However, a deduction to the station square footage is made to account for unused beds that could accommodate additional fire and emergency response staff. As stated above, it is anticipated that much of the growth in the RRFA service area will come in the form of infill development and increased density within the City. As this growth occurs, the RRFA intends to utilize excess bed capacity in current stations to increase its capacity for emergency response at existing stations. On the next page, Exhibit 3-1 shows the cost of response per unit of development (dwelling unit, square foot, room, or student), by land use category, as calculated in the 2023 RRFA Rate Study for Fire Impact Fees. These represent the total amount of facility investment the RRFA would need to make to maintain the current level of service as growth occurs within the service area, but not the actual fire impact fee to be charged. Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 16 Exhibit 3-1. Total Cost of Response by Land Use Category Land Use Type Unit of Development Total Cost of Response to EMS, Fire, & Other Incidents, Per Unit of Development Single-Family Residential d.u. $880.99 Multi-Family Residential d.u. $1,209.66 Hotel/Motel/Resort room $722.82 Medical Care Facility bed $2,196.29 Office sq. ft. $0.29 Medical/Dental Office sq. ft. $1.28 Retail sq. ft. $1.38 Leisure Facilities sq. ft. $0.89 Restaurant/Lounge sq. ft. $3.00 Industrial/Manufacturing sq. ft. $0.10 Church/Non-Profit sq. ft. $0.50 Education student $58.50 Special Public Facilities sq. ft. $0.27 3.1.2 Turnout and Response Time Standards Traffic and geographic barriers currently present challenges to providing adequate response time in some areas. For this reason, RRFA also has turnout and response time standards for measuring performance across the entire service area and by individual station. Turnout and response time standards are documented in SOP 4101 “Response Guidelines”. First, this policy addresses turnout times, or the interval that begins when audible or visual notification is received by firefighters from the 911 center and ends at the beginning point of travel time. SOP 4101 states: “Turnout time for emergent responses shall be expedient and no longer than one hundred twenty seconds.” Second, this policy addresses response times, or the interval that begins with notification and ends with the time the unit arrives on scene. SOP 4101 states: “The organization aspires in a non-disaster situation, under current conditions of funding, staffing, and equipment, to respond to 90% of the emergency service calls within 7 minutes and 30 seconds from the time of dispatch.” These standards are summarized in Exhibit 3-2. 5 Source: RRFA Rate Study for Fire Impact Fees, 2023 Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 17 Exhibit 3-2. Response Time Level of Service Standards Service Standard Response Time Meet Response Time Goal Turnout time for emergency response 120 seconds 100% First unit arrival 7 minutes and 30 seconds from the time of dispatch 90% Measuring response time helps RRFA to identify where additional capacity may be necessary. It also helps to identify where current conditions such as station design, local traffic, land use, or geographic barriers are presenting challenges to responding to incidents in a timely manner. For example, Fire Stations 13 and 16 are multi-story buildings that require response crews to travel from a second story to the main story in order to respond, thus increasing their turnout time compared to a single-story station. Similarly, the increased density of multi-family housing and commercial development outside of the Fire Station 11 response area reduces the probability of meeting the response standard and impacts response time level of service for that property type. The response time level of service standards for 2022 are displayed in Exhibit 3-3 and 3-4. Exhibit 3-3. 2022 Response Time Level of Service Standards for Fire/Other In/Out of Jurisdiction Turnout time under 120 seconds Response time under 7.5m In Jurisdiction 50.66% 81.87% Out of Jurisdiction 56.22% 32.33% Exhibit 3-4. 2022 Response Time Level of Service Standards for EMS In/Out of Jurisdiction Turnout time under 120 seconds Response time under 7.5m In Jurisdiction 74.26% 94.06% Out of Jurisdiction 72.02% 72.13% Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 18 3.1.3 Washington Surveying Rating Bureau Protection Class A Washington Surveying Rating Bureau (WSRB) protection class (PC) is a score from 1 to 10 that represents the community-provided fire protection capabilities available at a specific property. A PC of 1 indicates exemplary fire protection capabilities are available; a PC of 10 indicates the fire protection capabilities, if any, are not sufficient to receive credit for insurance. Each community in Washington state has a PC, which is used as a starting point to determine the PC of individual properties. In 2018, the City’s PC was upgraded from a Class 3 to a Class 2.6 This put the RRFA’s fire protection of the City in the top 5% in the country and top 1% in the state. In July of 2022, the City of Seattle became the first and only fire department in the state to achieve a Class 1 PC. Exhibit 3-5. City of Renton 2018 PC Rating The improvements made to fire and life safety throughout Renton over the past several years have led to this outstanding upgrade in PC for the Renton community. Because a community’s PC is one of the key factors in insurance premium determination, not only does this upgrade represent exceptional fire and life safety protection, but Renton property owners also have an even greater opportunity to realize insurance premium savings. KCFD25 and KCFD40 both maintain a PC of Class 3. A community's PC rating is evaluated using the following criteria:  Fire department (40%), including distribution of stations, staffing levels, equipment, and personnel training.  Water supply (35%), including water flow capacity, fire hydrant location, and maintenance.  Emergency communications system (9%), including dispatching system, staffing, and training.  Fire safety control (16%), including fire code and building code enforcement, fire investigations, and public fire education programs. 6 Source: Country Wide PC Ratings were obtained in 2019 from www.isomitigation.com/ppc/program-works/facts-and-figures-about-ppc-codes- around-the-country/. State Wide PC Ratings were published in the WSRB Protection Class Report for Renton, dated October 5, 2018. Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 19 Because the PC criteria that most affect the overall rating are the fire operations and deployment of resources for fire protection, the RRFA must maintain the fire protection apparatus, staffing, and deployment that supports its current PC rating as growth occurs. For example, WSRB requires a ladder to be positioned within 2.5 road miles of a given structure. The RRFA maintains a single ladder located at Fire Station 11 in downtown Renton. Exhibit 3-6 shows the 2.5 road mile radius of Fire Station 11 in comparison to the projected new development within the City. A second ladder is required to address the growth in these areas. Exhibit 3-6. Fire Station 11 Ladder with 2.5 Road Mile Radius Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 20 Some of the City-projected developments that will require a ladder response are shown in Exhibit 3-7 below. 7 Exhibit 3-7. Highlighted City of Renton Planned Development 7 Source: City of Renton: Renton Highlighted Development (arcgis.com) accessed 08/04/2023. Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 21 Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 22 4.0 Forecast of Future Facility Needs, 2024-2029 The following is a summary of capital facility needs for the period of 2024-2029. 4.1 APPARATUS FACILITY NEEDS Over the next six years, RRFA will need to replace 17 apparatus and add 2 additional apparatus to its fleet. The inventory of apparatus in Section 2.2 provides the year of replacement for all apparatus in the current fleet. Exhibit 4-1 summarizes scheduled apparatus replacements and total costs through the year 2029. It also includes the cost of expansions to the RRFA vehicle fleet needed to serve new growth.8 Exhibit 4-1. Capital Costs for Apparatus, 2024-2029 Project Description Quantity Average Unit Cost Total Cost in Year of Replacement Percentage Related to City of Renton Growth Impact Fee Eligible Costs Apparatus Replacements Engine 3 $1,103,258 $3,826,688 0% $0 Ladder 1 $2,591,449 $2,591,449 0% $0 Aid Unit 2 $421,371 $842,741 0% $0 HazMat Vehicle 0 N/A $0 0% $0 Brush Truck 1 $354,413 $354,413 0% $0 Command Vehicle 4 $123,442 $493,769 0% $0 Dive Apparatus 0 N/A $0 0% $0 Service Vehicle 1 $110,086 $110,086 0% $0 Staff Vehicle 2 $40,845 $81,689 0% $0 Utility Vehicle 0 N/A $0 0% $0 Sm. Utility Vehicle 0 N/A $0 0% $0 Other Apparatus/Equipment 3 N/A $135,332 0% $0 Apparatus Fleet Expansions Ladder 1 $2,591,449 $2,591,449 86% $2,222,764 Aid Unit 1 $421,371 $421,371 86% $361,422 Apparatus Total $7,622,299 $2,584,186 8 See the RRFA Rate Study for Fire Impact Fees (2023) for the methodology used to determine the proportion of growth-related apparatus needs based on population. Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 23 4.2 STATION FACILITY NEEDS RRFA has three categories of station facility costs: debt servicing for existing stations, new station construction, and renovations to address operational needs. The costs related to these needs are summarized in Exhibit 4-2 and described in more detail below. Exhibit 4-2. Capital Facility Costs for Stations, 2024-2029 Project Description Total Cost Percentage Related to City of Renton Growth Impact Fee Eligible Costs Fire Station Debt Servicing Fire Station 16/Maintenance $15,064,544 18% $2,711,618 Fire Station Improvements for Operational Needs Fire Station 11 Facility Improvements $571,225 0% $0 Fire Station 12 Facility Improvements $883,022 0% $0 Fire Station 13 Facility Improvements $852,489 0% $0 Fire Station 13 Shop Facility Improvements $0 0% $0 Fire Station 14 Facility Improvements $320,319 0% $0 Fire Station 14 Tower Facility Improvements $0 0% $0 Fire Station 15 Facility Improvements $0 0% $0 Fire Station 16 Facility Improvements $190,542 0% $0 Fire Station 17 Facility Improvements $1,069 0% $0 Total Fire Station Costs $17,883,211 $2,711,618 4.2.1 Debt Servicing RRFA intends to relocate Fire Station 16 and build a new maintenance repair facility within the City borders to address the anticipated growth in the area. The percent attributed to City growth is 18%. Construction costs have not yet been developed; however, TCA has provided an estimate of $20M for the project. The RRFA currently has no debt but does intend to issue Limited Tax General Obligation (LTGO) bonds in late 2023 and early 2024 for the financing of the new Fire Station 16 and maintenance facility in the amount of approximately $20M. The debt service in Exhibit 4-2 represents anticipated bond payments for the years 2024-2029. See Appendix A for an estimated amortization table. Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 24 4.2.2 New Facility Needs RRFA has identified the need to replace Fire Station 16 in the East Plateau neighborhood on the northeast side of Renton. The existing facility was built in 1974 and is approaching 50 years old and does not accommodate the modern needs of the fire service. Building a new station will increase capacity to serve expected growth in this area of Renton for the next 50 years. In addition, the RRFA intends to build a new maintenance facility to provide the space necessary to conduct apparatus service and repair as we continue to expand our fleet. RRFA’s assessment of facility needs to meet our current level of service standards has determined that 82% of this new station and maintenance facility will address existing deficiencies while 18% will expand capacity to serve future growth. Construction of the new Fire Station 16 is anticipated to begin in 2024. The total estimated cost of this station and additional apparatus repair facility, including land acquisition, is $20,000,000. Exhibit 4-3. Fire Station 16 4.2.3 Capital Projects Associated with Station Operational Needs The RRFA anticipates several improvement projects at existing fire stations necessary to address operational needs and maintain concurrency of fire services through 2029. These improvements include major repair and rehabilitation and do not including regular operations and maintenance. They are summarized in Exhibit 4-2 above and detailed in Appendix B. 4.3 PROPOSED LOCATIONS AND CAPACITIES OF EXPANDED OR NEW CAPITAL FACILITIES 4.3.1 Apparatus The RRFA has identified the need to add one aid unit and one ladder to serve the new growth within the City. Appendix C highlights the areas covered by the addition of an aid unit at Fire Station 11, much of which includes new development parcels. Appendix D highlights the areas Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 25 covered by adding an additional ladder and locating one ladder at Fire Station 12 and one at Fire Station 13. 4.3.2 Station The new Fire Station 16 and maintenance facility will be located at 15815 SE 128th St in Renton. The existing Fire Station 16 is 7,732 square feet (SF) and is situated on a 58,806 SF parcel of land. Due to the limited size of the current lot, the maximum building area allowed is 12,800 SF which will not accommodate a station intended to serve growth over the next 50 years, the average longevity of a fire station. In addition, the current maintenance facility located at Fire Station 13 is at maximum capacity and cannot accommodate servicing any additions to the RRFA fleet. An additional maintenance facility is needed. The new Fire Station 16 will be located on a 150,200 SF parcel of land and that will allow up to 25,100 SF of building space. A single-story station of approximately 15,150 will accommodate eight beds and three bays and a five-bay maintenance facility are planned for the new parcel. See Appendix E for a preliminary layout of the parcel. Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 26 5.0 Capital Facilities Revenue Analysis 5.1 OVERVIEW This CFP revenue analysis supports the financing for providing facilities and services, as required by RCW 36.70A.070(3)(d). Revenue estimates, using assumptions based on historical trends, are used to represent realistic expectations for revenue that may be available for capital funding. This revenue analysis provides an approximate, and not exact, projection of future revenue sources. The numbers projected in this analysis are for planning purposes and cannot account for sensitivities such as local, state, and federal policy, economic trends, and other factors. This analysis may not align with RRFA’s annual budget because it is based on multi-year projections of revenue, while the annual budget presents precise estimates of available revenue for spending in a specific fiscal year. 5.2 FUNDING THE CAPITAL FACILITIES PLAN Estimated future revenues are projected for the years 2024-2029. The revenue analysis is categorized according to:  Dedicated Capital Revenues. Dedicated revenues are required to be used for certain types of capital spending, outlined by the law. The dedicated capital revenues for RRFA include fire impact fees remitted to RRFA by the City.  Operating Transfers. Operating transfers-in are those revenue sources that are transferred in from the operating fund. Although these are not dedicated sources to be relied on for capital funding, the RRFA endeavors to make regular operating transfers-in to its reserves on a level basis each year. These transfers are not specifically dedicated to capital spending and could be used elsewhere.  LTGO Bonds. Financing bonds that do not require voter approval or include the levying of an additional tax to repay them.  Other Funding Sources. The RRFA continuously explores external sources available to fund capital projects such as grant opportunities. 5.3 ASSUMPTIONS The RRFA revenue analysis is based on the following assumptions:  Analysis Boundary. The analysis includes the current RRFA boundary as shown in Exhibit 1-1.  Growth. Growth targets were provided by the City staff and reflect projections as of August 2023.  Property Tax. This analysis assumes that the property tax levy rate will reset to Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 27 $1 per thousand in 2024 with the successful passing of Proposition 1 in August of 2023. Property tax revenues will increase at an annual rate of 1% going forward, with the assessed value and new construction growing according to the July 2023 King County Economic and Revenue Forecast – Office of Economic and Financial Analysis.  Fire Benefit Charge. In 2021, the voters approved a ten-year renewal of the fire benefit charge with a vote of nearly 82% in favor of the proposition. By law, the fire benefit charge may be used for up to 60% of the RRFA operating budget. In 2023, the fire benefit makes up approximately 35% of the RRFA’s total budget. With the passing of Proposition 1 (see above), the RRFA intends to lower the fire benefit charge by as much as 50% and is estimating that the benefit charge will account for approximately 17% of the 2024 operating budget.  Fire Impact Fees. This analysis assumes the City will adopt the 2024 fire impact fees proposed by the RRFA and will remit fees collected to the RRFA as outlined in the interlocal agreement between the City and the RRFA. Projected residential and commercial impact fee revenues are based on residential and nonresidential growth projections provided by City staff.  Fire District 40 Service Contract. RRFA and KCFD40 entered into a twenty-year agreement in 2022 and maintains a collaborative relationship with the governance board for the district. This analysis assumes that from 2024 forward, the service contract grows annually at a rate relative to the costs of operating the RRFA.  EMS Levy. This analysis assumes revenues from the EMS levy continue to increase at an annual growth rate of 3%.  Permits and Fees. This analysis assumes revenues from miscellaneous permits and fees will remain at now current rates.  EMS Services. This analysis assumes revenues from EMS services will increase at a rate of 5% per year and Ground Emergency Medical Transport (GEMT) revenues will remain level. GEMT funding is at the discretion of the federal government and the program could be modified or cancelled at any time. 5.4 FIRE IMPACT FEES The City has collected fire impact fees since 2011. In 2023, the debt service on Fire Station 13 was paid in full and the City now remits fire impact fees to the RRFA on a monthly basis. Impact fees collected through 2023 will be used for capital facility needs identified in the 2017 RRFA CFP. Fees collected beginning in 2024 will be used for capital facility needs identified in this CFP. The RRFA projects fire impact fees of $5,074,209 for the years 2024 through 2029. Exhibit 5-1 compares the projected fire impact fee revenue to the projected growth-related project costs, as presented in Exhibit 4-1 and Exhibit 4-2. Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 28 Exhibit 5-1. Projected Dedicated Capital Revenues and Costs Dedicated Revenues and Project Costs 2024-2029 Total Revenues and Costs Fire Impact Fee Revenues (remitted) $5,074,209 Planned Growth-Related Project Costs $5,295,804 Estimated Dedicated Funding Surplus/(Deficit) ($221,594) 5.5 OPERATING TRANSFERS The projected revenues available for operating transfers-in over the planning period of 2024-2029 is $33,200,000. RRFA’s funding streams for these transfers-in and for capital facilities costs include revenues from its property tax, fire benefit charge, KCFD40 service contract, EMS levy, LTGO bonds, and miscellaneous permits and fees. 5.6 SIX-YEAR COST AND REVENUE COMPARISON This six-year comparison looks at RRFA’s total revenues and planned project costs for the six-year planning horizon of 2024-2029 in order to understand the difference between future dedicated capital costs and potential future revenues. Capital costs are presented as year of expenditure (YOE) and include growth-related capital facility and apparatus replacement costs. Exhibit 5-2 summarizes projected capital facilities revenues and costs.9 Exhibit 5-2. Estimated Capital Facilities Revenues and Costs, YOE Capital Facilities Revenues and Costs 2024-2029 Growth-Related Capital Costs $5,295,804 Capital Replacement and Project Costs, not Growth-Related $22,492,690 Total Costs $27,788,494 Impact Fee Revenue $5,074,209 Operating Transfer Potential Revenue $33,200,000 Estimated Funding Surplus/(Deficit) $10,485,716 5.7 POLICY OPTIONS AND OTHER FUNDING SOURCES One additional funding source option is:  Unlimited Tax General Obligation (UTGO) Bonds: Financing bonds that require voter approval and include the levying of an additional tax to repay them. 9 Source: Renton RFA, 2023. Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 29 Appendix A: Amortization Schedule Debt Servicing Amortization Schedule Payment: Every 6 Months Term: 10 Years Amount: $20,000,000 Interest Rate: 4.50% Year Beginning Balance Interest Principal Ending Balance Payment Year 1. Year #1 $20,000,000.00 $454,239.90 $801,138.78 $19,198,861.22 $1,255,378.68 2024 2. Year #1 $19,198,861.22 $436,044.44 $819,334.24 $18,379,526.97 $1,255,378.68 2024 3. Year #2 $18,379,526.97 $417,435.73 $837,942.96 $17,541,584.01 $1,255,378.69 2025 4. Year #2 $17,541,584.01 $398,404.37 $856,974.32 $16,684,609.70 $1,255,378.69 2025 5. Year #3 $16,684,609.70 $378,940.77 $876,437.91 $15,808,171.79 $1,255,378.68 2026 6. Year #3 $15,808,171.79 $359,035.12 $896,343.57 $14,911,828.22 $1,255,378.69 2026 7. Year #4 $14,911,828.22 $338,677.37 $916,701.32 $13,995,126.90 $1,255,378.69 2027 8. Year #4 $13,995,126.90 $317,857.25 $937,521.43 $13,057,605.47 $1,255,378.68 2027 9. Year #5 $13,057,605.47 $296,564.27 $958,814.41 $12,098,791.06 $1,255,378.68 2028 10. Year #5 $12,098,791.06 $274,787.68 $980,591.00 $11,118,200.05 $1,255,378.68 2028 11. Year #6 $11,118,200.05 $252,516.51 $1,002,862.18 $10,115,337.87 $1,255,378.69 2029 12. Year #6 $10,115,337.87 $229,739.50 $1,025,639.18 $9,089,698.69 $1,255,378.68 2029 13. Year #7 $9,089,698.69 $206,445.19 $1,048,933.49 $8,040,765.20 $1,255,378.68 2030 14. Year #7 $8,040,765.20 $182,621.82 $1,072,756.87 $6,968,008.33 $1,255,378.69 2030 15. Year #8 $6,968,008.33 $158,257.37 $1,097,121.32 $5,870,887.01 $1,255,378.69 2031 16. Year #8 $5,870,887.01 $133,339.56 $1,122,039.13 $4,748,847.88 $1,255,378.69 2031 17. Year #9 $4,748,847.88 $107,855.81 $1,147,522.88 $3,601,325.01 $1,255,378.69 2032 18. Year #9 $3,601,325.01 $81,793.28 $1,173,585.41 $2,427,739.60 $1,255,378.69 2032 19. Year #10 $2,427,739.60 $55,138.81 $1,200,239.88 $1,227,499.72 $1,255,378.69 2033 20. Year #10 $1,227,499.72 $27,878.97 $1,227,499.72 $0.00 $1,255,378.69 2033 Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 30 Appendix B: Major Repair and Rehabilitation for Stations Station/Description 2024 2025 2026 2027 2028 2029 Fire Station #11 $ 255,571 $ 26,095 $ 186,491 $ 103,068 AC Unit $ 155,179 Carpet/Tile/Hardwood/ Concrete Finishes $ 67,652 Ceiling Finishes/Drop Ceilings/Acoustic Tile $ 12,490 Exhaust Fan $ 47,306 Expansion Tank $ 1,069 Furnace $ 139,185 Heat Pump $ 95,008 Interior Walls $ 21,857 Water Heater $ 5,384 $ 26,095 Fire Station #12 $ 315,770 $ 111,539 $ 304,134 $ 117,146 $ 26,577 $ 7,856 Air Compressor $ 16,468 Air Handler Unit $ 297,923 Automatic Transfer Switch $ 10,079 Boiler $ 59,290 Carpet/Tile/Hardwood/ Concrete Finishes $ 65,049 Fire Alarm Systems $ 30,022 Furniture/Millwork $ 47,776 Lighting $ 24,290 Pump $ 6,211 $ 6,787 Radiant Heater $ 6,644 Roofing $ 291,480 Unit Heater $ 19,933 Water Heater $ 1,069 Fire Station #13 $ 407,561 $ 423,400 $ 21,529 AC Unit $ 13,439 Air Compressor $ 21,529 Ceiling Finishes/Drop Ceilings/Acoustic Tile $ 17,507 Condensing Unit $ 4,750 $ 5,040 Duct Heater $ 17,497 Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 31 Station/Description 2024 2025 2026 2027 2028 2029 Evaporative Unit $ 5,320 Exhaust Fan $ 87,660 Expansion Tank $ 950 Expansion Tank $ 1,077 Exterior Finishes $ 61,273 Fan Terminal Unit $ 143,596 Fire Alarm Systems $ 46,432 Furniture/Millwork $ 65,649 Heat Exchanger $ 7,601 Lighting $ 38,693 Roofing $ 314,476 Fire Station #14 $ 129,419 $ 123,889 $ 67,011 Carpet/Tile/Hardwood/ Concrete Finishes $ 64,872 Doors/Hardware $ 38,759 Electrical Panel $ 109,664 Interior Walls $ 19,756 Pump $ 2,139 Water Heater $ 85,130 Fire Station #16 $ 3,075 $ 117,176 $ 49,712 $ 6,921 $ 13,658 Automatic Transfer Switch $ 3,075 Exhaust Fan $ 42,536 Generator $ 6,921 Interior Walls $ 13,658 Package Unit $ 117,176 Unit Heater $ 7,176 Fire Station #17 $ 1,069 Water Heater $ 1,069 Grand Total $ 318,845 $ 891,847 $ 379,941 $ 856,456 $ 157,387 $ 214,191 Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 32 Appendix C: Fire Station 11 Drive Time (Aid Unit) Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 33 Appendix D: Fire Station 12-13 Drive Time (Ladders) Back to Top AGENDA ITEM #6. e) Capital Facilities Plan 34 Appendix E: Fire Station 16/Warehouse Preliminary Layout Back to Top AGENDA ITEM #6. e) RESOLUTION NO. ________ EXHIBIT F memorandum regarding "Transportation Impact Fee Update – Industrial Land Uses," City of Renton dated September 23, 2022 AGENDA ITEM #6. e) 12131 113th Avenue NE, Suite 203, Kirkland, WA 98034 | 425.821.3665 | MEMORANDUM Date: September 23, 2022 TG:1.22123.00 To: Paul Hintz, City of Renton From: Jon Pascal, PE, Transpo Group Brent Turley, PE, Transpo Group cc: Brianne Bannwarth, PE, City of Renton Subject: Transportation Impact Fee Update - Industrial Land Uses The purpose of this memorandum is to document proposed updates to the City of Renton Transportation Impact Fee (TIF) methodology. The updates serve to assist the City in considering appropriate changes to the TIF methodology to better reflect the impacts of industrial land uses on the transportation system. The information presented will allow the City to utilize an updated TIF rate schedule based on the estimated truck activity for specific industrial land uses. Overview of the Existing TIF Methodology The methodology for the Renton TIF is documented in Council Resolution 4299 in the Rate Study for Impact Fees for Transportation (Henderson, Young, & Company, July 5, 2016). The overall methodology remains unchanged from this document except for the additional adjustments to the rate schedule for industrial land uses. As explained in the 2016 Rate Study for Impact Fees for Transportation, the transportation impact fees are calculated by the estimated number of new person trip ends that are created by the proposed land use. Person trip ends are used instead of vehicle trip ends because it better aligns with the mitigation fees that are for bicycle and pedestrian facilities that also use person trips. The number of net new total PM peak hour person trips in the City divided by the total TIF eligible projects costs were used to calculate a $7,145.85 PM peak hour base fee. The cost per PM peak hour trip fee is utilized to calculate a fee rate for each category of land use. The existing rate schedule was developed for commonly used land use categories to assist the City in the development review process and determination of the resulting impact fee. The process to develop impact fees by land use required converting vehicle trip generation rates from national sources into person trip rates to align with the multimodal goals of the City. The conversion process from vehicle trips to person trips utilized the following steps (see Appendix A in 2016 Rate Study for Impact Fees for Transportation): 1. Original vehicle trip rates were assembled from national source (latest ITE Trip Generation manual). 2. This “vehicle trip rate” is multiplied by 1.353 average vehicle occupancy and divided by vehicle model share of 74.2% to create a “person trip rate.” This person trip reflects all modes of travel. 3. A pass-by reduction factor is then applied depending on the land use. A “pass-by” trip reflects that certain land uses do not create new overall trips, but divert an existing trip already on the network (e.g. getting coffee on the way to work at a new coffee shop). 4. A final conversion factor is applied (83.3%) to reduce the trip rate to reflect only person trips using vehicles. AGENDA ITEM #6. e) 2 Updated TIF Methodology for Industrial Land Uses The following sections summarize the proposed updates to the TIF methodology to better account for the proportionate impacts of industrial land uses related to increased truck activity. Additional Industrial Land Uses The list of land uses and trip generation rates in the 2016 Rate Study for Impact Fees for Transportation (Table 9) included only three industrial land uses; General Light Industrial, Manufacturing, and Mini-Warehouse (Self-Storage). It is proposed that the list of land uses and trip generation rates be expanded to include additional industrial land use types. The expanded list of land use categories is based upon the land use definitions and rates identified in the ITE Trip Generation manual (11th Edition, 2021). The following new land uses are proposed to be added to the City’s rate schedule: · #130 Industrial Park · #150 Warehousing · #154 High-Cube Warehouse: Transload/Short-Term · #155 High-Cube Warehouse: Fulfillment Center (NS) · #156 High-Cube Warehouse: Parcel Hub · #157 High-Cube Warehouse: Cold Storage The High-Cube Warehouse land use is relatively new and reflects the change in local and regional freight distribution and delivery services due to the rapid, recent growth in e-commerce over the last few years. The High-Cube Warehouse land use is broken into four categories to represent different facilities at different stages of the product delivery process. Updated Vehicle Trips Rates As part of the update process, the trip rate for Manufacturing was updated to reflect the ITE Trip Generation 11th Edition. This was a slight increase from 0.73 to 0.74 trips per 1,000 square feet of building space. The added land uses mentioned above also have trip rates that reflect the ITE Trip Generation 11th Edition. Quantifying Truck Impacts on the Transportation Network In urban settings such as the City of Renton, industrial land uses typically comprise a portion of the available commercially zoned land. Due to the nature of the businesses, the industrial land uses can generate a large number of daily truck trips. Analysis has shown that large trucks have higher equivalent axle load impact on arterials than cars (up to 100-car equivalents). The higher amount of truck trips in industrially zoned areas can have a significant impact on overall traffic operations and the necessary pavement and base material depth of arterials, resulting in increased capital costs. Large tractor trailer trucks take the same physical space as up to four normal passenger cars in a traffic queue. In addition, the slower acceleration and deceleration that is typical of large trucks can adversely impact normal traffic operations. For example, a truck stopped at a traffic signal is slow to accelerate and may take the same time to traverse a major intersection on a green light as the time that 3 to 5 passenger cars would take for the same traffic movement. The term “Passenger-Car Equivalents” (PCE) is used in traffic engineering to better reflect traffic operations with trucks present. For larger tractor trailer trucks, a PCE of 4 is typically used. For example, if 10 trucks per hour are making a left-turn at an intersection, then a PCE volume would be 40 vehicles per hour. For purposes of the TIF methodology, each truck is considered as a four- passenger-car equivalent. AGENDA ITEM #6. e) 3 Truck Adjustment Factor The PCE ratios were used to update the Impact Fee Rate Schedule to better reflect truck activity for each industrial land use. No truck factors were applied to other land uses. The ITE Trip Generation 11th Edition now includes trip generation rates for trucks for certain land uses, including industrial land uses. By comparing truck trip generation rates and total vehicle trip generation rates, a typical truck percentage was determined by land use. As shown in Table 1, the truck percentages ranged from 5 to 25 percent per land use category. Using the identified truck percentages, and a PCE factor of 4, a Truck Percent Factor was calculated to increase trip rates to reflect PCE vehicle trip ends by each industrial land use category. Table 1 summarizes the Truck Percent Factors and the resulting PCE Vehicle Trip Ends. Table 1. Passenger Car Equivalent Trip Ends per Industrial Land Use Category ITE # Industrial Land Use Category Vehicle Trip Ends1 Percent Trucks2 Truck Percent Factor3 PCE Vehicle Trip Ends4 130 Industrial Park 0.34 12% 1.36 0.46 140 Manufacturing 0.74 5% 1.15 0.85 150 Warehousing 0.18 17% 1.51 0.27 154 High-Cube Warehouse: Transload/ Short-Term 0.10 10% 1.30 0.13 155 High-Cube Warehouse: Fulfillment Center (NS) 0.16 7% 1.21 0.19 156 High-Cube Warehouse: Parcel Hub 0.64 10% 1.30 0.83 157 High-Cube Warehouse: Cold Storage 0.12 25% 1.75 0.21 Source: Transpo Group, 2022 1. Vehicle trip ends updated to reflect latest editions of the ITE Trip Generation manual (11th Edition, 2021). This is the number of vehicle trips generated during the PM peak hour per 1,000 square feet of building area. 2. Percent trucks reflects the how many trucks are anticipated within the total trips generated by the land use. Values shown are based on the truck trip generation factors provided in ITE Trip Generation (11th Edition, 2021) 3. Truck Percent Factor is a factor that is used to convert vehicle trip ends to passenger-car equivalent trip ends. This factor incorporates both the percent trucks information and a 4:1 passenger-car to truck ratio. 4. PCE Vehicle Trip Ends reflects the passenger-car equivalent trip ends. This is calculated by multiplying the truck percent factor by the vehicle trip ends rate. While some land uses such as Warehousing had a higher truck percentage at 17 percent, the actual PCE vehicle trip ends are lower than uses such as Manufacturing or High-Cube Warehouse: Parcel Hub which generate a higher rate of vehicles per 1,000 square feet of building area. The updates to focus on in Table 1 are the updated PCE vehicle trip ends compared to existing vehicle trips ends. Updated Impact Fee Rate Schedule The following summarizes how the PCE vehicle trip ends are utilized in updating the impact fee rate schedule for each of the industrial land uses. The rate schedule that includes the PCE factor is also compared to a rate schedule without the factor to understand how the updated methodology captures more of the infrastructure costs to serve land uses that have a higher amount of truck trips. New Vehicle Impact Fee Rates Table 2 summarizes the new Vehicle Impact Fee Rates based on incorporating the PCE Vehicle Trip Ends from Table 1 (both new ITE rates and truck adjustment factors). The conversion of vehicle trip ends, to person trip ends, to vehicle new person trip ends, to vehicle impact fee rates is consistent with the methodology documented in the 2016 Rate Study for Impact Fees for Transportation. AGENDA ITEM #6. e) 4 Table 2. Updated Transportation Impact Fee Rates Per Unit of Development ITE # Land Use PCE Vehicle Trip Ends1 Person Trip Ends2 Vehicle New Person Trip Ends3 Vehicle Impact Fee Rate (cost per sq ft)4 130 Industrial Park 0.46 0.84 0.70 $5.00 140 Manufacturing 0.85 1.55 1.29 $9.22 150 Warehousing 0.27 0.50 0.41 $2.93 154 High-Cube Warehouse: Transload/ Short-Term 0.13 0.24 0.20 $1.43 155 High-Cube Warehouse: Fulfillment Center (NS) 0.19 0.35 0.29 $2.07 156 High-Cube Warehouse: Parcel Hub 0.83 1.52 1.26 $9.00 157 High-Cube Warehouse: Cold Storage 0.21 0.38 0.32 $2.29 Source: Transpo Group, 2022 1. See Table 1 for passenger-car equivalent trip end calculations 2. Person trip ends reflects a conversion of vehicle trips to person trips using AVO of 1.353 and 74.2% mode share. 3. Vehicle New Person Trip Ends applies a 83.3% factor to convert total person trips into person trips using vehicles. 4. Vehicle impact fee rates reflect the cost per square feet by using the $7145.85 per trip fee. Applicants for building permits who propose development in any of the industrial land use categories in Table 2 can calculate the total transportation impact fee as follows: 1. Select the appropriate land use category from Table 2, and find the impact fee rate per unit in the far right column. 2. Determine the amount of square feet of development the applicant proposes to build. 3. Multiply the impact free rate by the square footage amount to be built. The result is the total impact fee to be paid to the City. Comparison of Vehicle Impact Fees With and Without Truck Adjustment Factor To understand how the updated rate schedule for industrial land uses would compare to a rate schedule without the truck adjustment factor, a comparison table has been prepared. Table 3 compares the updated Vehicle Impact Fee Rate with and without the Truck Adjustment Factor methodology. The “without condition” still uses the updated ITE Trip Generation rates from the 11th Edition for a better comparison. As shown in Table 3, the Truck Adjustment Factor increased the Vehicle Impact Fee Rate about 15 to 78 percent than the default trip generation rate and fee. Table 3. Comparison of Vehicle Impact Fee Rate With and Without Truck Adjustment Factor ITE # Land Use WITHOUT PCE Vehicle Impact Fee Rate (cost per sq ft)1 WITH PCE Vehicle Impact Fee Rate (cost per sq ft)2 Percent Difference 130 Industrial Park $3.72 $5.00 +35% 140 Manufacturing $8.00 $9.22 +15% 150 Warehousing $1.93 $2.93 +52% 154 High-Cube Warehouse: Transload/ Short-Term $1.07 $1.43 +33% 155 High-Cube Warehouse: Fulfillment Center (NS) $1.72 $2.07 +21% 156 High-Cube Warehouse: Parcel Hub $6.93 $9.00 +30% 157 High-Cube Warehouse: Cold Storage $1.29 $2.29 +78% Source: Transpo Group, 2022 1. Reflects the vehicle impact fee with the new ITE Trip Generation 11th Editions rates but without any truck adjustment factors (passenger-car equivalents). 2. Reflects the vehicle impact fee with the new ITE Trip Generation 11th Editions rates and includes truck adjustment factors (passenger- car equivalents). AGENDA ITEM #6. e) 5 Next Steps It is assumed the updated vehicle impact fee rate schedule for industrial land uses would be incorporated into the overall 2021-2022 fee schedule available on the City’s web site. AGENDA ITEM #6. e) 1 CITY OF RENTON, WASHINGTON ORDINANCE NO. ________ AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AMENDING SUBSECTION 3-1-4.B, SECTION 3-2-5, SUBSECTION 3-3-5.C, AND SECTION 3-6-3 OF THE RENTON MUNICIPAL CODE; REPEALING CHAPTER 5 OF TITLE III OF THE RENTON MUNICIPAL CODE; RENAMING AND REORGANIZING CITY DEPARTMENTS AND POSITIONS; UPDATING REFERENCES TO RENAMED DEPARTMENTS; PROVIDING FOR SEVERABILITY; AND ESTABLISHING AN EFFECTIVE DATE. WHEREAS, the City has recommended and the City Council has concurred that a reorganization of City departments will maximize the City’s ability to effectively operate and carry out the City’s business plan; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DO ORDAIN AS FOLLOWS: SECTION I. All portions of the Renton Municipal Code in this ordinance not shown in strikethrough and underline edits remain in effect and unchanged. SECTION II. Subsection 3-2-4.B of the Renton Municipal Code is amended as follows: B. Communications and Engagement Division: The Communications and Engagement Division shall be responsible for providing Renton residents and businesses with critical, relevant and timely information, engaging Renton residents and connecting them with opportunities to be involved and facilitating opportunities for dialogue, and overseeing City-wide internal and external communications including media relations, web and electronic communications, and printed materials and publications. Additionally, the division will regularly facilitate inclusive engagement opportunities with the community, commissions, AGENDA ITEM #6. e) ORDINANCE NO. ________ 2 committees, other departments, and external agencies to nurture two-way dialogue and engagement around policies, activities, and services of the City. SECTION III. Section 3-2-5 of the Renton Municipal Code is amended as follows: 3-2-5 DIVISIONS: A. Parks/Golf Course and Trails Division: The Parks/Golf Course and Trails Divisionstaff provides a safe, clean, attractive, accessible, and well-maintained environment parks and trails and including recreational elements through routine maintenance and operations for the public’s enjoyment of active and passive recreational use and opportunities along with. It also provides maintenance of the City’s natural resource areas and advocation of wildlife preservation and stewardship. B. Golf Course Division: The Golf Division manages and operates City golf course properties, including property and lease management, planning for and implementing capital improvements, providing customer service, and maintaining the golf course’s financial sustainability. B. C. Recreation Division: The Recreation Division promotes and supports a more livable community by providing opportunities for the public to participate in diverse creates and coordinates recreational, cultural, environmental, athletic, and aquatic programs and activities events for all ages and abilities. C. Resources and Events Division: The Resources and Events Division provides leadership, guidance, and resources which connect and engage AGENDA ITEM #6. e) ORDINANCE NO. ________ 3 residents, neighborhoods, businesses, and the City through diverse opportunities for partnerships, volunteers, special events, and sister cities. D. Renton History Museum: The Renton History Museum Division operates the City’s Museum to educate the public and preserve the City’s heritage is dedicated to the preservation, documentation and education about the City’s heritage. With the support of the Renton Historical Society, the Museum cares for a collection of over 90,000 objects and 14,000 historic photos. The Museum also acquires and maintains collections through contracts and partnerships and provides changing and permanent exhibits, programs, publications, and classroom outreach about local history. E. Parks Planning and Natural Resources Division: The Parks Planning and Natural Resources Division provides a comprehensive and interrelated system of parks, recreation, open spaces, and trails that responds to locally-based needs, values and conditions, provides an appealing and harmonious environment, protects the integrity and quality of the surrounding natural systems; and creates a sustainable and exemplary urban forest plans and implements capital investments in new and existing parks, recreation facilities, and natural areas. It also manages the City’s urban forestry and neighborhood programs. It develops and acquires property to execute plans identified in the Parks, Recreation and Natural Area Plan. F. Human Services Division: The Human Services Division administers, coordinates, and plans the operation of City programs and functions relating AGENDA ITEM #6. e) ORDINANCE NO. ________ 4 to human problems and needs, including those of persons who are aged, youth, disabled, unemployed and underemployed, homeless, low-income, or are otherwise disadvantaged. SECTION IV. Subsection 3-3-5.C of the Renton Municipal Code is amended as follows: C. Planning Division: The Planning Division shall be responsible for development and enforcement of the City’s land use policies and regulations, including the Comprehensive Plan, zoning, shoreline management, environmental regulations, subdivisions, and land use permit review. The division shall also be responsible for ensuring compliance with the Growth Management Act (GMA) through the development and management of the City’s Comprehensive Plan, establishing and implementing framework through development and administration of the City’s zoning code and development regulations, as well as processing annexation proposals. This division will also focus on partnerships and leveraging resources to support affordable housing options. SECTION V. Chapter 3-5, Equity, Housing, and Human Services Department, of Title III of the Renton Municipal Code is repealed in its entirety and marked “reserved.” SECTION VI. Section 3-6-3 of the Renton Municipal Code is amended as follows: 3-6-3 DUTIES OF ADMINISTRATOR: The duties of the Administrator shall be to develop and implement City Human Resources and Risk Management policies, programs and projects that promote a diverse and inclusive workforce; provide human resources services and advice to City departments and employees; manage risk using a variety of tools including AGENDA ITEM #6. e) ORDINANCE NO. ________ 5 the purchase of insurance, as well as the management of tort liability claims filed against the City, and identify, analyze, control and minimize the City’s exposure to financial, personnel and property losses; direct and participate in a variety of professional personnel activities including recruitment, selection, testing, classification analysis and labor relations; and train, assign, supervise and evaluate assigned personnel. SECTION VII. The City Clerk shall, to the extent possible, revise and replace all references in the Renton Municipal Code that refer to the “Equity, Housing, and Human Services" department and administrator to accurately reflect this Ordinance's reorganization of that department. SECTION VIII. To the extent the reorganization authorized by this Ordinance results in a need for revising substantive sections of the Renton Municipal Code to reflect the new division of responsibilities among departments, references to departments or administrators in the existing Renton Municipal Code should be interpreted to reflect the intent of this Ordinance and be updated by way of future ordinance(s) as outdated references are discovered. SECTION IX. If any section, subsection, sentence, clause, phrase or work of this ordinance should be held to be invalid or unconstitutional by a court of competent jurisdiction, such invalidity or unconstitutionality thereof shall not affect the constitutionality of any other section, subsection, sentence, clause, phrase or word of this ordinance. SECTION X. This ordinance shall be in full force and effect five (5) days after publication of a summary of this ordinance in the City’s official newspaper. The summary shall consist of this ordinance’s title. AGENDA ITEM #6. e) ORDINANCE NO. ________ 6 PASSED BY THE CITY COUNCIL the _______ day of ___________________, 2023. Jason A. Seth, City Clerk APPROVED BY THE MAYOR this _______ day of _____________________, 2023. Armondo Pavone, Mayor Approved as to form: Shane Moloney, City Attorney Date of Publication: ORD:2276:11/1/2023 AGENDA ITEM #6. e) 2023 Mid‐Biennial Budget Amendment Detail 1/6 FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? GENERAL FUND (Fund 0XX) Beginning Fund Balance 83,605,978                                                         ‐                                   ‐   83,605,978         REVENUES CED Permit Fees                                  250,000                                 ‐    NEW N CED Rents ‐ Revocable Permit                                     63,692                        63,692 NEW N CED Reimbursement from Utility Funds ‐ Limited Term Construction Engineering Inspector                       77,571 NEW N CED Downtown Streetscape Street Lightpole Art                                     22,269 NEW N CW B&O Tax                               2,500,000                   1,500,000 NEW N CW Investment Interest                               1,600,000 NEW N CW Utility Tax  ‐ City Utilities                                  461,000                      511,000 NEW N CW Sales Tax                               2,500,000 NEW N CW Utility Tax ‐ TV Cable                                 (400,000)                   (400,000)NEW N CW Franchise Fees                                 (180,000)                   (180,000)NEW N CW Criminal Justice Sales Tax                                  670,000 NEW N CW Utility Tax ‐ Electricity                                  500,000                      500,000 NEW N CW Natural Gas Use Tax                                  150,000 NEW N CW Natural Gas Utility Tax                                  400,000                      400,000 NEW N EHHS CDBG ‐ CV3 Funds Reallocation                                 (300,736)NEW Y EHHS 2023 & 2024 CDBG Administration Funds                                       2,221                           2,221 NEW Y EHHS 2023 CDBG Healthy Housing (Minor home repair) Grant                                     35,862 NEW Y EHHS AWC Alternate Response Grant                                  135,000 NEW N ESD 2023 EMPG Grant                                     58,285 NEW N MC 2023 Administrative Office of the Court Therapeutic Grant                                  168,618 NEW Y MC Court Fines and Fees                                     97,028                        98,828 NEW Y MC Parking and Red Light Fines                                 (139,392)NEW Y PD 2023 Edward Byrne JAG Grant ‐ CAG‐23‐307                                     35,106 NEW Y PD 2023 King County Sex Offender Grant                                     14,101 NEW N PD Wheel Lock Donations                                     11,088 NEW Y PD 2023 Opiod Settlement Payment                                     62,824                        60,000 NEW Y PD Gambling Taxes                               1,100,000 NEW N PD Police Fees (EHD, SRO, Ect)                                (245,383)                   (157,383)NEW N PD Walmart Donation/Grant ‐ Shop with a Cop                                       3,500 NEW N PW WA Commerce Early Implementation Climate Planning Grant CAG‐22‐373                                     79,680 CF Y P&R Remove reimbursement from fund 316 for Capital Project Coordinator                                 (241,357)NEW N P&R Adaptive Recreation Donations ‐ One Dream                                     10,000 NEW N P&R Senior Center Donations                                       5,000 NEW N P&R Ivars Summer Concerts Sponsorships                                       3,000 NEW N P&R Thunderbird Community Sports Foundation                                       4,000 NEW N P&R King Co. Movie Series Sponsorship                                       3,000 NEW N P&R Renton River Days Sponsorships                                     45,500 NEW N P&R Grant Contract UWKC for Summer Meals Program                                       9,500 NEW Y PW Street Overlay Program Salaries & Benefits Reimbursement                                       3,000                           3,000 NEW N PW Street Fuel Taxes                                 (341,301)                   (411,301)NEW N PW Leased Facility Rent                                  216,720                       (62,605)NEW N Total Revenue Adjustment 263,430,837                                         9,371,824                   2,005,023 274,807,684       EXPENDITURES CA Ongoing maintenance of new case management system                          4,750 NEW N CED Add 1.0 LT Construction Engineering Inspector                     155,143 NEW N CED IT Equipment and Facilities cost  for LT Construction Engineering Inspector                       18,775 NEW N CED Add 1.0 FTE Planning Technician                     133,811 NEW N CED Add 1.0 FTE Senior Planner                     162,812 NEW N CED Downtown Streetscape Street Lightpole Art                                     22,269 NEW N CW Legal Services CAG‐20‐433                                     45,000 NEW N CW 2024 Additional COLA ‐ 0.50%                    172,537 NEW N CW ARPA Revenue replacement allocation ‐ Transportation Sidewalks                               1,000,000 NEW N CW ARPA Revenue replacement allocation ‐ Citywide clean‐up                                  500,000 NEW N CW ARPA Revenue replacement allocation ‐ Senior Community Center Roof & HVAC Repair                                  400,000 NEW N CW ARPA Revenue replacement allocation ‐ Human Services                                  525,000 NEW N CW ARPA Revenue replacement allocation ‐ CPTED                                  251,355 NEW N EHHS SKHHP Operating Contributions                       11,483 NEW Y EHHS CDBG ‐ CV3 Funds Reallocation                                 (300,736)NEW Y EHHS 2023 & 2024 CDBG Administration Funds                                       2,221                           2,221 NEW Y EHHS 2023 CDBG Healthy Housing (minor home repair) Grant                                     35,862 NEW Y EHHS AWC Alternate Response Grant                                  135,000 NEW N EHHS Remove 1.0 FTE EHHS Administrator                    (291,840)NEW N EHHS Remove 1.0 FTE Equity Manager                    (223,778)NEW N EHHS Remove 1.0 FTE Community Development & Housing Manager                    (216,188)NEW N EHHS Remove 1.0 FTE Housing Programs Manager                    (170,237)NEW N EHHS Remove 1.0 FTE Administrative Asst to EHHS                    (144,238)NEW N EHHS Move 1.0 FTE Community Outreach Coordinator to Executive Services Dept                    (141,939)NEW N EHHS Contracted Services ‐ Peer Renton                                     60,000 NEW N ESD Sound Cities Association Fee Increase                       12,000 NEW N ESD 2023 EMPG Grant                                     58,285 NEW N ESD Chief Administrative Officer Retirement Contributions                                     23,234                        24,000 NEW Y ESD Add 1.0 FTE Government Affairs Manager                     198,069 NEW N ESD IT Equipment cost for Government Affairs Position                          3,775 NEW N ESD Government Relations Consulting Services                      (75,000)NEW N FIN Tax Increment Financing consultant                                     85,000 NEW N FIN Add 1.0 FTE Senior Finance Analyst                     163,031 NEW N FIN IT Equipment cost for Senior Finance Analyst                          3,775 NEW N FIN Finance Audit Fees                     200,000 NEW N HRRM LEOFF Retirement Medical Funding                                 (912,500)               (1,200,000)NEW N HRRM Stabilization Policy  Transfer                               1,000,000 NEW N HRRM Add 1.0 FTE Senior Human Resources Analyst ‐ DEI                     163,031 NEW N HRRM Remove 0.50 FTE Limited Term Senior Employee Relations Analyst                    (120,283)NEW N HRRM Add 1.0 FTE Human Resources Specialist                     126,816 NEW N HRRM Attornery Services                       20,000 NEW N HRRM Reclassification Study Contract                                       4,200 NEW N HRRM Signal/Electronics Systems Techinician Series ‐ 2024 Reclassification                       10,469 NEW N LGS Convert City Council Liaison to Chief of Staff (m21 to m26)                      17,284 NEW Y MC 2023 Administrative Office of the Court Therapeutic Grant                                  168,618 NEW Y P&R Golf Admissions Tax Transfer                                  115,000 NEW N P&R Adaptive Recreation Donations ‐ One Dream                                     10,000 NEW N P&R Senior Center Donations                                       5,000 NEW N P&R Ivars Summer Concerts Sponsorships                                       3,000 NEW N P&R Thunderbird Community Sports Foundation                                       4,000 NEW N P&R King Co. Movie Series Sponsorship                                       3,000 NEW N P&R Renton River Days Sponsorships                                     45,500 NEW N P&R UWKC Grant                                       9,500 NEW Y P&R Add 1.0 FTE Parks & Recreation Coordinator                     156,370 NEW N P&R Transfer to Facilities fund for Liberty Park facility expenses                                     15,812                        15,812 NEW N PD 2023 Edward Byrne JAG Grant ‐ CAG‐23‐307                                     35,106 NEW Y PD 2023 King County Sex Offender Grant                                     14,101 NEW N PD Axon Body Cameras ‐ CAG‐21‐227 ‐ Transfer out to Information Technology                                  361,568                      686,643 NEW Y PD Hire Communications and Community Engagement Manager at Step E                       14,130 NEW Y PD Wheel Lock Donations                                     11,088 NEW Y PD Police Vehicle Upgrade from Escape to Tahoe ‐ B114 ‐ Transfer Out                                       9,659 NEW Y PD Reallocate budget fo Police Vehicle Upgrade                                     (9,659)NEW Y PD Walmart Donation/Grant ‐ Shop with a Cop                                       3,500 NEW N PD SCORE Jail Services                                     20,000 NEW N PW Municipal Facilities CIP Transfer                               2,000,000 NEW N PW WA Commerce Early Implementation Climate Planning Grant Expense ‐ CAG‐22‐373                                     76,390 CF Y 1/6 AGENDA ITEM #6. e) 2023 Mid‐Biennial Budget Amendment Detail 2/6 FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? PW Transfer out to fund 501 ‐ D102 replacement                                  140,000 NEW N PW Leased Facility operating expenditures                                     16,288                        12,688 NEW N Total Expenditure Adjustment 271,880,933                                         5,991,660                      (94,078)277,778,515       Ending Fund Balance 75,155,882                                           3,380,164                   2,099,101 80,635,146         FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? SPECIAL HOTEL‐MOTEL TAX (Fund 110) Beginning Fund Balance 712,384                                                               ‐                                   ‐   712,384              REVENUES CED RCMC Member contributions                                     25,000 NEW N CED Lodging Tax                                  234,000                      234,000 NEW N CED Lodging Tax ‐ Investment Interest                                     22,000                                 ‐    NEW N Total Revenue Adjustment 400,000                                                    281,000                      234,000 915,000              EXPENDITURES CED RCMC Member contributions                                     25,000 NEW N Total Expenditure Adjustment 454,616                                                       25,000                                 ‐   479,616              Ending Fund Balance 657,768                                                    256,000                      234,000 1,147,768           FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? CABLE COMMUNICATIONS DEVELOPMENT (Fund 127) Beginning Fund Balance 453,147                                                               ‐                                   ‐   453,147              REVENUES Total Revenue Adjustment 115,348                                                               ‐                                   ‐   115,348              EXPENDITURES Total Expenditure Adjustment 353,260                                                               ‐                                   ‐   353,260              Ending Fund Balance 215,235                                                               ‐                                   ‐   215,235              FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? HOUSING AND SUPPORTIVE SERVICES (FUND 130) Beginning Fund Balance 6,110,390                                                           ‐                                   ‐   6,110,390            REVENUES EHHS Housing Sales and Use tax 500,000                                  ‐                            NEW N Total Revenue Adjustment 7,000,000                                                500,000                                 ‐   7,500,000           EXPENDITURES Total Expenditure Adjustment 260,000                                                               ‐                                   ‐   260,000              Ending Fund Balance 12,850,390                                              500,000                                 ‐   13,350,390         FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? SPRINGBROOK WETLANDS BANK (Fund 135) Beginning Fund Balance 454,628                                                               ‐                                   ‐   454,628              REVENUES       PW Wetland Mitigation Bank ‐ WSDOT                                       4,011                           4,011 NEW N PW Investment interest                                     10,515                                 ‐    NEW N PW Sale of general fixed assets                                  247,852                                 ‐    NEW N Total Revenue Adjustment ‐                                                            262,378                           4,011 266,389              EXPENDITURES Total Expenditure Adjustment 80,000                                                                 ‐                                   ‐   80,000                 Ending Fund Balance 374,628                                                    262,378                           4,011 641,017              FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? POLICE SEIZURE (Fund 140) Beginning Fund Balance 339,814                                                               ‐                                   ‐   339,814              REVENUES PD Confiscated and Forfeited Property                                  106,159 NEW N Total Revenue Adjustment ‐                                                            106,159                                 ‐   106,159              EXPENDITURES PD Confiscated and Forfeited Property                                  106,159 NEW N Total Expenditure Adjustment 339,814                                                    106,159                                 ‐   445,973              Ending Fund Balance ‐                                                                       ‐                                   ‐   ‐                       FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? POLICE CSAM SEIZURE (Fund 141) Beginning Fund Balance 172,804                                                               ‐                                   ‐   172,804              REVENUES Total Revenue Adjustment ‐                                                                       ‐                                   ‐   ‐                       EXPENDITURES Total Expenditure Adjustment 172,804                                                               ‐                                   ‐   172,804              Ending Fund Balance ‐                                                                       ‐                                   ‐   ‐                       FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? GENERAL GOVERNMENT MISC DEBT SVC (Fund 215) Beginning Fund Balance 5,262,665                                                           ‐                                   ‐   5,262,665           REVENUES CW Debt Service Fund ‐ Investment Interest                                  140,000                                 ‐    NEW N Total Revenue Adjustment 8,908,439                                                140,000                                 ‐   9,048,439           EXPENDITURES Total Expenditure Adjustment 8,526,380                                                           ‐                                   ‐   8,526,380           Ending Fund Balance 5,644,724                                                140,000                                 ‐   5,784,724           FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? COMMUNITY SERVICES IMPACT MITIGATION (Fund 303) Beginning Fund Balance 1,595,389                                                           ‐                                   ‐   1,595,389           REVENUES P&R Investment Interest                                     45,672 NEW N Total Revenue Adjustment 173,000                                                       45,672                                 ‐   218,672              EXPENDITURES Total Expenditure Adjustment 1,540,000                                                           ‐                                   ‐   1,540,000           Ending Fund Balance 228,389                                                       45,672                                 ‐   274,061              FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? FIRE IMPACT MITIGATION (Fund 304) Beginning Fund Balance 2,724,187                                                           ‐                                   ‐   2,724,187           REVENUES CED Fire Impact Fees                                 (200,000)                   (200,000)NEW N CED Fire Impact Fees ‐ Investment Interest                                     31,000                                 ‐    NEW N 2/6 AGENDA ITEM #6. e) 2023 Mid‐Biennial Budget Amendment Detail 3/6 FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? Total Revenue Adjustment 800,000                                                   (169,000)                   (200,000)431,000              EXPENDITURES CED Fire Impact Fees                                 (169,000)                   (200,000)NEW N Total Expenditure Adjustment 3,524,187                                               (169,000)                   (200,000)3,155,187           Ending Fund Balance ‐                                                                       ‐                                   ‐   ‐                       FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? TRANSPORTATION IMPACT MITIGATION (Fund 305) Beginning Fund Balance 6,964,011                                                           ‐                                   ‐   6,964,011           REVENUES PW Sidewalk mitigation/fee in lieu of                                   (80,000)                     (80,000)NEW N PW Transportation impact fees (GMA)                            (1,188,848)               (1,188,848)NEW N PW Investment interest                                  150,082                                 ‐    NEW N Total Revenue Adjustment 3,560,000                                           (1,118,765)               (1,268,848)1,172,387           EXPENDITURES Total Expenditure Adjustment 5,917,897                                                           ‐                                   ‐   5,917,897           Ending Fund Balance 4,606,114                                           (1,118,765)               (1,268,848)2,218,501           FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? REET 1 (Fund 308) Beginning Fund Balance 3,049,711                                                           ‐                                   ‐   3,049,711           REVENUES CW REET 1 revenue                                 (300,000)NEW N CW Investment interest                                     96,157 NEW N Total Revenue Adjustment 4,600,000                                               (203,843)                               ‐   4,396,157           EXPENDITURES CED Burnett Ave Sidewalk Project Funding                                  215,000 NEW N Total Expenditure Adjustment 3,500,000                                                215,000                                 ‐   3,715,000           Ending Fund Balance 4,149,711                                               (418,843)                               ‐   3,730,868           FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? REET 2 (Fund 309) Beginning Fund Balance 6,019,961                                                           ‐                                   ‐   6,019,961           REVENUES CW REET 2 revenue                                 (300,000)NEW N CW Investment interest                                  179,126 NEW N Total Revenue Adjustment 4,600,000                                               (120,874)                               ‐   4,479,126           EXPENDITURES Total Expenditure Adjustment 9,587,050                                                           ‐                                   ‐   9,587,050           Ending Fund Balance 1,032,911                                               (120,874)                               ‐   912,037              FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? SCHOOL IMPACT MITIGATION (FUND 31X) Beginning Fund Balance ‐                                                                       ‐                                   ‐   ‐                       REVENUES CED RSD Impact Fees                                 (293,000)                   (293,000)NEW N CED ISD Impact Fees                                   (79,000)                     (79,000)NEW N CED KSD Impact Fees                                   (23,000)                     (23,000)NEW N Total Revenue Adjustment 1,990,000                                               (395,000)                   (395,000)1,200,000           EXPENDITURES CED RSD Impact Fees                                 (293,000)                   (293,000)NEW N CED ISD Impact Fees                                   (79,000)                     (79,000)NEW N CED KSD Impact Fees                                   (23,000)                     (23,000)NEW N Total Expenditure Adjustment 1,990,000                                               (395,000)                   (395,000)1,200,000           Ending Fund Balance ‐                                                                       ‐                                   ‐   ‐                       FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? MUNICIPAL FACILITIES CIP (Fund 316) Beginning Fund Balance 24,671,384                                                         ‐                                   ‐   24,671,384         CED Dept of Commerce Public Square Grant                               1,440,450 NEW N CED Downtown Streetscape CDBG Grant ‐ FY 2022/2023 Funds                                  664,646 NEW Y CED Correct CDBG 2021 Grant Funds  ‐ Carryforward budget                                     62,705 CF Y CED Correct CDBG 2020 Grant Funds  ‐ Carryforward budget                                           (86)CF Y CED Burnett Ave Sidewalk Project ‐ Transfer from REET                                  215,000 NEW N CW ARPA Revenue replacement allocation ‐ Senior Community Center Roof & HVAC Repair                                  400,000 NEW N EHHS CDBG ‐ CV3 Reallocation to Renton Senior Center HVAC Project                                  448,208 NEW Y EHHS FY 2024 CDBG Award ‐ Senior Center Roof Repair                     313,698 NEW Y P&R Recreation and Conservation Office Grant ‐ Talbot Hill Sports Court                                  350,000 NEW N P&R King County Parks Capital and Open Space Grant ‐ May Ctreek Trail South                                  800,000 NEW N P&R King County Levy Aquatic Facilities Grant                                  904,440 NEW N PW 300 Rainier Demolition at Airport                                  350,000 NEW N PW Reimbursement from King County ‐ City Hall Generator Project                                  141,001 NEW N PW Investment interest                                  612,105 NEW N PW Municipal Facilities CIP ‐  Transfer from GF 2,000,000                             NEW N Total Revenue Adjustment 12,020,251                                           8,388,469                      313,698 20,722,417         EXPENDITURES CED Dept of Commerce Public Square Grant                               1,440,450 NEW N CED Downtown Streetscape CDBG Grant ‐ FY 2022/2023 Funds                                  664,646 NEW Y CED Correct CDBG 2021 Grant Funds  ‐ Carryforward budget                                     93,489 CF Y CED Burnett Ave Sidewalk Project                                  215,000 NEW N CW ARPA Revenue replacement allocation ‐ Senior Community Center Roof & HVAC Repair                                  400,000 NEW N EHHS CDBG ‐ CV3 Reallocation to Renton Senior Center HVAC Project                                  448,208 NEW Y EHHS FY 2024 CDBG Award ‐ Senior Center Roof Repair                     313,698 NEW Y P&R Transfer budget from Structural Review to Geocountable Park Analysis project                                   (20,792)NEW N P&R Transfer budget from Liberty Sports and Skate Park to Geocountable Park Analysis project                                   (12,537)NEW N P&R Transfer budget to Geocountable Park Analysis project                                     33,329 NEW N P&R Recreation and Conservation Office Grant ‐ Talbot Hill Sports Court                                  350,000 NEW N P&R King County Parks Capital and Open Space Grant ‐ May Ctreek Trail South                                  800,000 NEW N P&R Tranafer budget from Kiwanis to May Creek Trail South                                 (816,097)NEW N P&R Transfer budget to May Creek Trail South from Kiwanis                                  816,097 NEW N P&R King County Levy Aquatic Facilities Grant                                  904,440 NEW N PW 300 Rainier Demolition at Airport                                  350,000 NEW N PW Behavioral Health Center Feasibility Studies                                     17,290 NEW N PW Senior Center Improvements ‐ Sidin Repair                                  500,000 NEW N Total Expenditure Adjustment 36,609,341                                           6,183,523                      313,698 43,106,561         Ending Fund Balance 82,294                                                   2,204,946                                 ‐   2,287,240           FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? CAPITAL IMPROVEMENT (Fund 317) Beginning Fund Balance 12,561,975                                                         ‐                                   ‐   12,561,975         REVENUES 3/6 AGENDA ITEM #6. e) 2023 Mid‐Biennial Budget Amendment Detail 4/6 FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? CED I‐405/44th Street Gateway Signage and Green‐scape grant match                                     15,000 NEW Y CW ARPA Revenue replacement allocation ‐ Transportation Sidewalks                               1,000,000 NEW N PW Comcast joint utility trench contribution for Rainier Ave Phase 4                                  417,190 NEW N PW Lumen joint utility trench contribution for Rainier Ave Phase 4                                  996,755 NEW N PW PSE joint utility trench contribution for Rainier Ave Phase 4                               1,111,235 NEW N PW Sidewalk mitigation/fee in lieu of                                     90,225                        90,225 NEW N PW Multimodal transportation                                  139,575                      139,575 NEW N PW Investment interest                                  308,564 NEW N Total Revenue Adjustment 44,601,746                                           4,078,543                      229,800 48,910,089         EXPENDITURES CED I‐405/44th Street Gateway Signage and Green‐scape grant match                                     15,000 NEW Y CW ARPA Revenue replacement allocation ‐ Transportation Sidewalks                               1,000,000 NEW N PW Street Overlay Program Salaries & Benefits Reimbursement                                     56,000                        56,000 NEW N PW Traffic calming speed cusion project professional services                                     15,466 NEW N PW Traffic calming speed cusion project repair/maintenance                                  176,747 NEW N PW Rainier Ave Phase 4 construction (Comcast, Lumen, PSE contribution)                               2,525,180 NEW N Total Expenditure Adjustment 56,079,642                                           3,788,393                        56,000 59,924,034         Ending Fund Balance 1,084,080                                                290,151                      173,800 1,548,030           FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? FAMILY FIRST CENTER DEVELOPMENT (Fund 346) Beginning Fund Balance 2,795,295                                                           ‐                                   ‐   2,795,295           REVENUES PW King Count Grant for FFCC                                  500,000 NEW N PW Investment interest                                     64,521 NEW N Total Revenue Adjustment 4,622,152                                                564,521                                 ‐   5,186,673           EXPENDITURES Total Expenditure Adjustment 3,833,827                                                           ‐                                   ‐   3,833,827           Ending Fund Balance 3,583,621                                                564,521                                 ‐   4,148,141           FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? AIRPORT OPERATIONS AND CIP (Fund 4X2) Beginning Fund Balance 8,925,690                                                           ‐                                   ‐   8,925,690           REVENUES PW Airport leases/long term                                  429,931 NEW N PW Airport leases/long term ‐ non taxable                                  470,730                      470,730 NEW N PW Investment interest (402)                                    62,195 NEW N PW Investment earning (422)                                 130,839 NEW N PW FAA grant ‐ Taxiway alpha rehabilitation project                               1,660,999 NEW Y Total Revenue Adjustment 8,890,289                                             2,754,694                      470,730 12,115,713         EXPENDITURES CW 2024 Additional COLA 0.50%                         4,922 NEW N PW 300 Rainier Demolition at Airport                                  350,000 NEW N PW Add 1.0 FTE Airport Maintenance Worker                                     31,205                      130,436 NEW N PW Reallocate budget for John Deere Tractor                                 (175,339)NEW N PW Transfer out to fund 501 ‐ John Deere tractor purchase                                  175,339 NEW N PW FAA grant ‐ Taxiway alpha rehabilitation project                               1,660,999 NEW Y Total Expenditure Adjustment 12,306,804                                           2,042,204                      135,358 14,484,365         Ending Fund Balance 5,509,175                                                712,491                      335,372 6,557,038           FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? SOLID WASTE UTILITY (Fund 403) Beginning Fund Balance 3,951,191                                                           ‐                                   ‐   3,951,191           REVENUES PW LHWMP 2023‐2024 Grant ‐ CAG‐23‐014                                     70,822 NEW Y PW KCSWD RE+ Grant                                  100,000 NEW N PW Ecology LSWFA Grant                                  132,983 NEW N PW Ecology LSWFA Grant match ‐ transfer from KC WRR to Ecology Local Solid Waste Financial Assistant project                                   (44,328)NEW N PW Ecology LSWFA Grant match ‐ transfer from KC WRR to Ecology Local Solid Waste Financial Assistant project                                     44,328 NEW N PW Investment Interest                                     71,248 NEW N Total Revenue Adjustment 51,187,292                                              375,053                                 ‐   51,562,345         EXPENDITURES CW 2024 Additional COLA 0.50%                         2,313 NEW N PW LHWMP 2023‐2024 Grant‐ CAG‐23‐014                                     70,822 NEW Y PW KCSWD RE+ Grant                                  100,000 NEW N PW Ecology LSWFA Grant                                  132,983 NEW N PW Ecology LSWFA Grant match ‐ transfer from KC WRR to Ecology Local Solid Waste Financial Assistant project                                   (44,328)NEW N PW Ecology LSWFA Grant match ‐ transfer from KC WRR to Ecology Local Solid Waste Financial Assistant project                                     44,328 NEW N Total Expenditure Adjustment 52,515,693                                              303,805                           2,313 52,821,811         Ending Fund Balance 2,622,790                                                   71,248                         (2,313)2,691,725           FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? GOLF COURSE SYSTEM & CAPITAL (Fund 4X4) Beginning Fund Balance 1,609,927                                                           ‐                                   ‐   1,609,927           REVENUES P&R Transfer from General Fund                                  115,000                                 ‐    NEW N P&R Golf Course Green Fees                                  300,000                      423,735 NEW N Total Revenue Adjustment 6,898,215                                                415,000                      423,735 7,736,950           EXPENDITURES CW 2024 Additional COLA 0.50%                         5,404 NEW N P&R Driving Range Renovations 150,000                                                                ‐   NEW N Total Expenditure Adjustment 7,073,560                                                150,000                           5,404 7,228,964           Ending Fund Balance 1,434,582                                                265,000                      418,331 2,117,913           FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? WATER OPERATIONS & CAPITAL (Fund 4X5) Beginning Fund Balance 48,208,076                                                         ‐                                   ‐   48,208,076         REVENUES PW Rents/long term                                     97,874                        97,874 NEW N PW Investment interest (405)                                  244,601 NEW N PW Sunset gardens waived SDC ‐ WADOC                                  178,600 NEW N PW Investment interest (425)                                 742,421 NEW N Total Revenue Adjustment 40,215,599                                           1,263,496                        97,874 41,576,969         EXPENDITURES CW 2024 Additional COLA 0.50%                      18,093 NEW N PW Indirect Cost ‐ Internal Payment to Dev. Services                          5,430 NEW N Total Expenditure Adjustment 70,762,578                                                         ‐                         23,523 70,786,100         Ending Fund Balance 17,661,097                                           1,263,496                        74,351 18,998,945         FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? 4/6 AGENDA ITEM #6. e) 2023 Mid‐Biennial Budget Amendment Detail 5/6 FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? WASTEWATER OPERATIONS & CAPITAL (Fund 4X6) Beginning Fund Balance 22,850,870                                                         ‐                                   ‐   22,850,870         REVENUES PW Investment interest (406)                                    99,699                                 ‐    NEW N PW Sunset gardens waived SDC ‐ WADOC                                  115,500 NEW N PW Investment interest (426)                                 369,095                                 ‐    NEW N PW Special assmt district‐Wastewater                                     84,310                                 ‐    NEW N Total Revenue Adjustment 24,547,894                                              668,604                                 ‐   25,216,498         EXPENDITURES CW 2024 Additional COLA 0.50%                         9,738 NEW N PW King County Metro utility tax cost increase due to 5.75% rate increase                       73,022 NEW Y PW Indirect Cost ‐ Internal Payment to Dev. Services                       21,720 NEW N Total Expenditure Adjustment 38,975,645                                                         ‐                       104,480 39,080,126         Ending Fund Balance 8,423,119                                                668,604                     (104,480)8,987,243           FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? SURFACE WATER OPERATIONS & CAPITAL (Fund 4X7) Beginning Fund Balance 28,314,755                                                         ‐                                   ‐   28,314,755         REVENUES PW Investment interest (407)                                 301,051 NEW N PW Ecology Water Quality Grant ‐ Springbrook Terrance Water Quality Retrofit project                                  206,550 NEW N PW Ecology Water Quality Grant ‐ Monroe Ave NE Infiltration Facility project                               7,950,000 NEW N PW Ecology Water Quality Grant ‐ SE 172nd St/125th Ave N project                               2,975,000 NEW N PW Sunset gardens waived SDC ‐ WADOC                                       2,000 NEW N PW Surface water drainage fees WSDOT LA ROW                                     84,130                        84,130 NEW N PW Investment interest (427)                                 279,454 NEW N Total Revenue Adjustment 41,194,908                                         11,798,185                        84,130 53,077,223         EXPENDITURES CW 2024 Additional COLA 0.50%                      15,165 NEW N PW Contract services for Water Resource Inventory Area (WRIA) planning ‐                                                                  2,000 NEW N PW Indirect Cost ‐ Internal Payment to Dev. Services                       50,421 NEW N PW Transfer budget from Cedar River Outfall (300,000)                                                              ‐   NEW N PW Transfer budget to Windsor Hills storm system improvement from Cedar River Outfall 150,000                                                                ‐   NEW N PW Transfer budget to Springbrook Terrance water quality retrofit from Cedar River Outfall 150,000                                                                ‐   NEW N PW Ecology Water Quality Grant ‐ Springbrook Terrance Water Quality Retrofit project 206,550                                                                ‐   NEW N PW Ecology Water Quality Grant ‐ Monroe Ave NE Infiltration Facility project 7,950,000                                                            ‐   NEW N PW Ecology Water Quality Grant ‐ SE 172nd St/125th Ave N project 2,975,000                                                            ‐   NEW N Total Expenditure Adjustment 58,868,296                                         11,131,550                        67,586 70,067,432         Ending Fund Balance 10,641,368                                              666,635                        16,544 11,324,547         FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? KING COUNTY METRO (Fund 416) Beginning Fund Balance 6,237,142                                                           ‐                                   ‐   6,237,142           REVENUES PW King County Metro revenue increase due to 5.75% rate increase                                  814,882                   1,217,034 NEW N PW Investment Interest                                  129,355 NEW N Total Revenue Adjustment 39,933,357                                              944,237                   1,217,034 42,094,628         EXPENDITURES PW King County Metro cost increase due to 5.75% rate increase                                             ‐                       402,152 NEW Y Total Expenditure Adjustment 41,563,121                                                         ‐                       402,152 41,965,273         Ending Fund Balance 4,607,378                                                944,237                      814,882 6,366,497             FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? EQUIPMENT RENTAL (Fund 501) Beginning Fund Balance 13,277,635                                                         ‐                                   ‐   13,277,635         REVENUES PD Police Vehicle Upgrade from Escape to Tahoe ‐ B114 ‐ Transfer In                                     40,000 NEW Y PW Investment interest                                  264,827 NEW N PW Transfer from fund 422 ‐ John Deere tractor purchase                                  175,339 NEW N PW Transfer from fund 003 ‐ D102 replacement                                  140,000 NEW N Total Revenue Adjustment 16,468,306                                              620,167                                 ‐   17,088,473         EXPENDITURES CW 2024 Additional COLA 0.50%                         4,405 NEW N PD Police Vehicle Upgrade from Escape to Tahoe ‐ B114                                     40,000 NEW Y PW New John Deere Tractor                                  175,339 NEW N PW Increase expense budget for fuel                                     71,000 NEW N PW Increase expense budget for office/operating supplies                                  150,000 NEW N PW Increase expense budget for Repairs and Maintenance                                  232,000 NEW N PW Increase expense budget for Professional Services                                     27,000 NEW N PW C248 F250 pickup replacment ‐ inflation increase                                     24,000 NEW N PW Move D102 equipment budget from the 2024 to the 2023 fiscal year                                  340,000                    (340,000)NEW N Total Expenditure Adjustment 15,271,391                                           1,059,339                    (335,595)15,995,136         Ending Fund Balance 14,474,550                                             (439,173)                    335,595 14,370,972         FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? INSURANCE (Fund 502) Beginning Fund Balance 23,221,020                                                         ‐                                   ‐   23,221,020         REVENUES HRRM Insurance Fund ‐ Investment Interest                                  623,000                      178,000 NEW N HRRM Stabilization Policy ‐ Transfer from GF                               1,000,000 NEW N Total Revenue Adjustment 9,979,376                                             1,623,000                      178,000 11,780,376         EXPENDITURES CW 2024 Additional COLA 0.50%                         2,356 NEW N HRRM Property Insurance Premiums                                  102,157                      102,157 NEW N HRRM Deadly Weapons Response Insurance Premium                                          734                              734 NEW N Total Expenditure Adjustment 14,214,955                                              102,891                      105,247 14,423,093         Ending Fund Balance 18,985,442                                           1,520,109                        72,753 20,578,304          FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? INFORMATION SERVICES (Fund 503) Beginning Fund Balance 9,021,343                                                           ‐                                   ‐   9,021,343           REVENUES CA Ongoing maintenance/licensing of new case management system                          4,750 NEW N CED IT Equipment for LT Construction Engineering Inspector                          3,775 NEW N ESD Permit Fees ‐ Tech Fee Revenue                                  100,000                      100,000 NEW N ESD IT Fund ‐ Investment Interest                                  216,000                                 ‐    NEW N ESD IT Equipment for Government Affairs Position                          3,775 NEW N ESD Transfer in from 505 for Website Upgrade ‐ CMS project                                     19,750 NEW N FIN IT Equipment for Senior Finance Analyst                          3,775 NEW N PD Axon Body Cameras ‐ CAG‐21‐227 ‐ Transfer in From General Fund                                  361,568                      686,643 NEW Y Total Revenue Adjustment 17,468,107                                              697,318                      802,718 18,968,143         5/6 AGENDA ITEM #6. e) 2023 Mid‐Biennial Budget Amendment Detail 6/6 FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? EXPENDITURES CA Ongoing maintenance/licensing of new case management system                          4,750 NEW N CED IT Equipment for LT Construction Engineering Inspector                          3,775 NEW N CW 2024 Additional COLA 0.50%                      13,968 NEW N ESD Genetec AutoVu System CAG‐16‐118                                       1,600                           1,600 NEW N ESD Hydraulic Modeling Software CAG22‐202                                       2,138                           2,138 NEW N ESD Savance EIO Board CAG‐23‐083                                          450                              450 NEW N ESD FleetFocus FA Software CAG‐09‐188                                       1,224                           1,224 NEW N ESD Brightly Software CAG‐17‐152                                       4,053                           4,053 NEW N ESD Lenel SSA CAG‐23‐198                                       1,256                           1,256 NEW N ESD Laserfiche CAG‐18‐084                                       3,958                           3,958 NEW N ESD DocuSign CAG‐21‐283                                       4,174                           4,174 NEW N ESD Eden CAG‐01‐057                                       2,754                           2,754 NEW N ESD KnowBe4 CAG‐23‐227                                          812                              812 NEW N ESD NetMotion CAG‐21‐276                                       3,272                           3,272 NEW N ESD Cellebrite Premium Annual Renewal CAG‐23‐162                       18,700 NEW N ESD Dirigo AR Pro 17 Software CAG‐23‐287                                          209                              209 NEW N ESD IT Equipment for Government Affairs Position                          3,775 NEW N ESD Increase CIP Allocation for Website Upgrade ‐ CMS                                     19,750 NEW N FIN IT Equipment for Senior Finance Analyst                          3,775 NEW N PD Axon Body Cameras ‐ CAG‐21‐227                                  361,568                      686,643 NEW Y Total Expenditure Adjustment 22,255,611                                              407,219                      761,286 23,424,116         Ending Fund Balance 4,233,840                                                290,099                        41,432 4,565,371           FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? FACILITIES (Fund 504) Beginning Fund Balance 937,922                                                               ‐                                   ‐   937,922              REVENUES NEW N CED Facilities cost for LT Construction Engineering Inspector                       15,000 NEW N PW Decrease reimbursement from fund 316 for  Capital Project Coordinator                                   (50,000)NEW N PW Increase reimbursement from fund 346 for  Capital Project Coordinator                                     50,000 NEW N PW Transfer from Parks for Liberty Park facility expenses                                     15,812                        15,812 NEW N PW Investment Interest                                     16,492 NEW N PW Transfer for Ice Machine for PW Shop 11,181                                   NEW N Total Revenue Adjustment 14,288,171                                                 43,485                        30,812 14,362,468         EXPENDITURES CED Facilities cost for LT Construction Engineering Inspector                       15,000 NEW N CW 2024 Additional COLA 0.50%                      14,233 NEW N ESD 1st Floor IT Carpet                       17,000 NEW N ESD 1st Floor It Service Desk Space Remodel                                     15,000 NEW N ESD 4th Floor IT Carpet                       37,000 NEW N ESD 4th Floor IT Sink                       40,000 NEW N PW Liberty Park operating expenses                                     15,812                        15,812 NEW N PW Ice Machine for PW Shop                                     11,181 NEW N Total Expenditure Adjustment 14,197,065                                                 41,993                      139,045 14,378,102         Ending Fund Balance 1,029,029                                                     1,492                     (108,233)922,288              FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? COMMUNICATIONS (Fund 505) Beginning Fund Balance 428,724                                                               ‐                                   ‐   428,724              REVENUES Total Revenue Adjustment 3,258,169                                                           ‐                                   ‐   3,258,169           EXPENDITURES CW 2024 Additional COLA 0.50%                         4,226 NEW N ESD Move 1.0 FTE Community Outreach Coordinator to ESD                     141,939 NEW N ESD Transfer out to 503 for Website Upgrade ‐ CMS project                                     19,750 NEW N Total Expenditure Adjustment 3,377,136                                                   19,750                      146,165 3,543,051           Ending Fund Balance 309,758                                                     (19,750)                   (146,165)143,843              FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? HEALTHCARE INSURANCE (Fund 512) Beginning Fund Balance 6,935,644                                                           ‐                                   ‐   6,935,644           REVENUES HRRM Healthcare Fund ‐ Investment Interest                                  192,000 NEW N Total Revenue Adjustment 33,485,234                                              192,000                                 ‐   33,677,234         EXPENDITURES CW 2024 Additional COLA 0.50%                         1,262 NEW N Total Expenditure Adjustment 31,598,792                                                         ‐                            1,262 31,600,054         Ending Fund Balance 8,822,086                                                192,000                         (1,262)9,012,824            FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? LEOFF1 RETIREES HEALTHCARE (Fund 522) Beginning Fund Balance 19,928,792                                                         ‐                                   ‐   19,928,792         REVENUES HRRM LEOFF Retirement Medical Funding                                 (912,500)               (1,200,000)NEW N HRRM Retiree Fund ‐ Investment Interest                                  538,000                                 ‐    NEW N Total Revenue Adjustment 4,195,000                                               (374,500)               (1,200,000)2,620,500           EXPENDITURES CW 2024 Additional COLA 0.50%                            417 NEW N HRRM Retiree Healthcare (Prescription, Medical, Long Term Care, Admin fees)                                 320,000 NEW N Total Expenditure Adjustment 2,848,304                                                320,000                              417 3,168,721           Ending Fund Balance 21,275,488                                             (694,500)               (1,200,417)19,380,571         FUND Adopted  2023 Adjustment  2024 Adjustment Amended CF or NEW Prior Council Approval? FIREMENS PENSION (Fund 611) Beginning Fund Balance 8,733,791                                                           ‐                                   ‐   8,733,791           REVENUES FIN Realign Fire Pension Revenue Budget                                     24,566 NEW N Total Revenue Adjustment 780,000                                                       24,566                                 ‐   804,566              EXPENDITURES FIN Realign Fire Pension Expense Budget                                     14,000 NEW N Total Expenditure Adjustment 497,950                                                       14,000                                 ‐   511,950              Ending Fund Balance 9,015,841                                                   10,566                                 ‐   9,026,407           6/6 AGENDA ITEM #6. e) AB - 3464 City Council Regular Meeting - 20 Nov 2023 SUBJECT/TITLE:Organized Crime Drug Enforcement Task Forces FY24 Agreement RECOMMENDED ACTION: Refer to Finance Committee DEPARTMENT: Police Department STAFF CONTACT:Charles Karlewicz, Commander EXT.:7640 FISCAL IMPACT SUMMARY: The grant reimburses the Renton Police Department for costs related to Organize Crime and Drug Enforcement investigations from October 17, 2023 - September 30, 2024, up to $5,000. Budget adjustments will be made quarterly. SUMMARY OF ACTION: The Organized Crime Drug Enforcement Task Force Programs has awarded $5,000 to the RENTON POLICE DEPATMENT for the purpose of conducting coordinated overtime for Organized Crime Drug Enforcement activities. EXHIBITS: A. OCDETF 2024 Agreement STAFF RECOMMENDATION: Recommendation to approve an interagency agreement with the Organized Crime Drug Enforcement Task Force Program, to accept $5,000 grant funds for the purpose of the State & Local Overtime and Authorized Expense/Strategic Initiative. AGENDA ITEM #6. f) U G 2 P S B S 6 U J J 3 9 1 6 0 0 1 2 7 1 $ 5,000.00 10 PA-WAW-0368 Operation Red Rose October 17, 2023 September 30, 2024 DEA RE-20-0074 DEA, HSI Paul E. Stratford (206) 639-3180 PStratford@rentonwa.gov GS Willivan Rojas (206) 939-1848 willivan.a.rojas@dea.gov Renton Police Department 1055 S Grady Way Attn: Chad Karlewicz Renton, WA 98057 Chad Karlewicz (206) 910-0754 CKarlewicz@rentonwa.gov Chad Karlewicz (206) 910-0754 CKarlewicz@rentonwa.gov AGENDA ITEM #6. f) PA-WAW-0368 $ 5,000.00 Renton Police Detectives may be involved in all aspects of a TIII investigation including but not limited to surveillance, takedowns, search warrants, source debriefings and daily wire room operations. $ 100.00 50.00 $ 11,368.56 Investigators anticipate that this investigation will be active from October 2023 to March 2024. Investigators expect to conduct a 30 day T-III interception starting in October 2023. After that investigators expect to conduct a takedown in March 2024. Additional investigative work may be conducted in-between intercepts and takedown. Investigators expect that a small number of Renton Police Department Detectives may assist with the investigation and incur overtime on an ad hoc basic (approximately 3 detectives ; 16 hours of overtime each). AGENDA ITEM #6. f) AGENDA ITEM #6. f) AGENDA ITEM #6. f) AGENDA ITEM #6. f) Approved By: Authorized State Local Official Title Date ________________________________________________________ Print Name Approved By: Sponsoring Federal Agency Special Agent in Charge or Designee Date ________________________________________________________ Print Name Approved By: Sponsoring Agency Regional OCDETF Coordinator Date Approved By: Assistant United States Attorney Regional OCDETF Director Date Funds are encumbered for the State Local Organization overtime costs and authorized expense/Strategic Initiative Programs specified above.Subject to availability of funds. Approving Official: OCDETF Executive Office Date Attest: ___________________________________________ Jason A. Seth City Clerk Approved as to Legal Form: By: _______________________________________ Shane Moloney City Attorney AGENDA ITEM #6. f) State Local Organization: OCDETF Investigation / Strategic Initiative Number: The Law Enforcement officers listed below will assist with the above identified OCDETF Investigation or Strategic Initiative. Any modification of the list of Law Enforcement officers must be agreed to in writing by all of the parties to this Agreement, made a part of the Agreement, and forwarded to the OCDETF Executive Office. 2. 3. 4. 5. 6. 7. 8. 9. 10. . Renton Police Department PA-WAW-0368 Christian Mercado Detective 12/3/1982 Nicolas J. Sangder Detective 3/18/1988 Brian P. Jordan Detective 3/17/1974 Paul E. Stratford Sgt 10/23/1979 Meghan A. Braun Detective 10/27/1978 Patrick J. Morgan Detective 4/24/1981 Michael C. Thompson Detective 12/2/1982 Michael J. Walker Detective 3/7/1979 Joseph A. Singer Detective 12/15/1994 Chad Karlewicz Commander 8/20/1965 AGENDA ITEM #6. f) Renton Police Department PA-WAW-0368 AGENDA ITEM #6. f) AGENDA ITEM #6. f) AGENDA ITEM #6. f) AB - 3466 City Council Regular Meeting - 20 Nov 2023 SUBJECT/TITLE:Change Order No. 7 to CAG-22-265 with Olson Brothers Excavating, Inc. for the Park Avenue North Extension project RECOMMENDED ACTION: Refer to Transportation (Aviation) Committee DEPARTMENT: Public Works Transportation Systems Division STAFF CONTACT:Bob Hanson, Transportation Design Manager EXT.:7223 FISCAL IMPACT SUMMARY: The fiscal impact of Change Order No. 7 to CAG-22-265 with Olson Brothers Excavating, Inc. for the Park Avenue North Extension Project. is $245,285.81 and will be paid from the Park Avenue North Extension Project fund (317.122190.015.595.30.63.001). The project has a current unencumbered balance of $448,344.81 and there are adequate funds to pay the cost of this Change Order. SUMMARY OF ACTION: To accommodate development in the south shore area of Lake Washington in North Renton this project will extend Park Avenue North to provide access to Southport and The Boeing Company. This extension will provide alternative routes and improve circulation to the Landing and the Southport residential/office development. The extension of Park Avenue N will have sidewalks on both sides and a new grade crossing of the BNSF railroad. A new water main will be constructed, and storm drainage installed as part of the project. Change Order No.7 modified the drainage system to avoid a Puget Sound Energy (PSE) gas line conflict that could not be relocated in a timely matter. PSE provided an estimate of 9 months to relocate the gas line and rather than wait potentially months for PSE to relocate the gas line and incur costly delays to the project, staff determined a redesign of the drainage system around the PSE line would incur additional cost yet keep the project on a scheduled completion date of Spring 2024. EXHIBITS: A. Change Order No. 7 to CAG 22-265 STAFF RECOMMENDATION: Authorize the Mayor and City Clerk to execute Change Order No. 7 to CAG-22-265 with Olson Brothers Excavating, Inc., for the Park Ave N Extension project. AGENDA ITEM #6. g) 10/16/2023 AGENDA ITEM #6. g) AGENDA ITEM #6. g) AGENDA ITEM #6. g) AGENDA ITEM #6. g) AGENDA ITEM #6. g) AGENDA ITEM #6. g) AGENDA ITEM #6. g) AGENDA ITEM #6. g) AGENDA ITEM #6. g) AGENDA ITEM #6. g) AGENDA ITEM #6. g) AGENDA ITEM #6. g) AGENDA ITEM #6. g) AGENDA ITEM #6. g) AB - 3467 City Council Regular Meeting - 20 Nov 2023 SUBJECT/TITLE:Amendment No. 9 to CAG-17-050 with RH2 Engineering, Inc. for the Lift Station, and Force Main Rehabilitation Project RECOMMENDED ACTION: Refer to Utilities Committee DEPARTMENT: Public Works Utility Systems Division STAFF CONTACT:Joe Stowell, Wastewater Utility Engineering Manager EXT.:7212 FISCAL IMPACT SUMMARY: Funding for Amendment No. 9 to CAG-17-050 with RH2 Engineering, Inc. for $241,120 is available from the approved 2023-2024 Wastewater Capital Improvement Program Lift Station and Force Main Rehabilitation project budgets (426.465508 and 426.465516). There is sufficient unencumbered funding remaining in the budget ($2,437,446) to fund this amendment. SUMMARY OF ACTION: In 2017, Public Works initiated a project to upgrade and rehabilitate 19 of the 20 sewer lift stations and related force mains that move sewage through the city to the King County Wastewater Treatment Facility. To date, the wastewater utility has rehabilitated 9 lift stations and related force mains. Phase 3 will rehabilitate 9 more lift stations. The following is a representative list of work that will occur as part of this phase: Pump replacements. Structural repairs. Installation of force main clean-outs. Upgrade station controls and Telemetry. Design and construction work was originally separated into two groups based on the priority of the lift station. Due to funding and the need for easement acquisition, the groups have been further divided into the following phases: Phase 1 - completed in 2020 o Airport, East Valley, Lind, Misty, Pipers Bluff, Shy Creek, Stonegate Phase 2 - completed in 2023 o East Valley generator, Baxter, Devil’s Elbow Phase 3 - construction contract awarded o Cottonwood, Kensington, Lake Washington Beach, Lake Washington No2, Liberty, Long, Talbot Crest, Wedgewood, Westview Phase 4 - in design o Generators for Kensington Crest and Wedgewood Lift Stations Phase 5 - future project o Installation of remaining generators The proposed amendment with RH2 Engineering will allow for additional Services During Construction (SDC) for the Phase 3 project Awarded by Council October 2, 2023. Work is anticipated to take approximately one year. AGENDA ITEM #6. h) The Addendum 9 scope of work includes the following tasks: 1. Review shop drawings and submittals for the phase 3 construction. 2. Provide part time observation. 3. Develop and integrate software for the upgraded telemetry. 4. Inspecting and testing new telemetry panels at supplier prior to delivery and installation. 5. Assist with lift station testing and startup of the new equipment. 6. Arc flash analysis of the stations having electrical work performed. After major changes to an electrical system, an analysis is necessary to recommend additional safety measures, including personal protective equipment (PPE), for those working on the modified system. This amendment will provide the necessary support to complete construction and verify the work was completed properly. EXHIBITS: A. Agreement STAFF RECOMMENDATION: Authorize the Mayor and City Clerk to execute Amendment No. 9 to CAG-17-050 with RH2 Engineering, Inc. in the amount of $241,120 for the Lift Station and Force Main Rehabilitation project. AGENDA ITEM #6. h) AMENDMENT NO. 9 TO AGREEMENT FOR LIFT STATION AND FORCE MAIN REHABILITATION THIS AMENDMENT, dated for reference purposes only as ______________________, is by and between the City of Renton (the “City”), a Washington municipal corporation, and RH2 Engineering, Inc. (“Consultant”), a Washington corporation. The City and the Consultant are referred to collectively in this Amendment as the “Parties.” Once fully executed by the Parties, this Amendment is effective as of the last date signed by both parties. Whereas, the City engaged the services of the Consultant under Agreement CAG-17-050, dated March 20, 2017, to provide necessary services for the Lift Station and Force Main Rehabilitation Group 1 Facilities (referred to herein as the “Agreement”); Whereas, the Parties wish to amend the Agreement to change the scope of work and change the compensation in order to provide services during construction of Lift Station and Force Main Rehabilitation, Phase 3. NOW THEREFORE, It is mutually agreed upon that CAG-17-050 is amended as follows: 1. Scope of Work: Section 1, Scope of Work, is amended to add work as specified in Exhibit A-9, which is attached and incorporated herein. 2. Time of Performance: Section 3, Time of Performance, is amended pursuant to the schedule(s) set forth in Exhibit B-9. All Work shall be performed by no later than December 31, 2025. 3. Compensation: Section 4, Compensation, is amended so that the maximum amount of compensation payable to Consultant is increased by $241,120 from $1,219,319 to $1,460,439, plus any applicable state and local sales taxes. The additional compensation shall be paid based upon Work actually performed according to the rate(s) or amounts specified in Exhibit C-9, which is attached and incorporated herein. 4. All terms of the Agreement not explicitly modified herein shall remain in full force and effect and such terms shall apply to Work performed according to this Amendment as if fully set forth herein. AGENDA ITEM #6. h) PAGE 2 OF 2 IN WITNESS WHEREOF, the Parties have voluntarily entered into this Amendment as of the date last signed by the Parties below. CITY OF RENTON By:_____________________________ CONSULTANT By:____________________________ Armondo Pavone Mayor Tony V. Pardi President _____________________________ Date _____________________________ Date Attest _____________________________ Jason A. Seth City Clerk Approved as to Legal Form By: __________________________ Cheryl Beyer Senior Assistant City Attorney Contract Template Updated 06/17/2021 AGENDA ITEM #6. h) 1 10/11/2023 2:14:58 PM Z:\PROJECTS\DATA\REN\117-037\CONTRACT\AMEND NO. 9\AMND_NO. 9_EXH A-9_SOW_REN LS AND FM REHAB_PHASE 3 SDC.DOCX EXHIBIT A-9 Scope of Work Amendment No. 9 to CAG-17-050 City of Renton Lift Station and Force Main Rehabilitation Phase 3 Services During Construction October 2023 Background The following Scope of Work includes services during construction for the improvements identified in the Phase 3 bidding documents. Final design and services during bidding for Phase 3, which includes improvements at the Kensington Crest, Lake Washington Beach,Liberty, Lake Washington No. 2, Long, Talbot Crest, Wedgewood, Westview, and Cottonwood Lift Stations,were provided for the City of Renton (City) under terms previously executed with RH2 Engineering, Inc. (RH2).Services outlined herein will be performed to the level of effort identified in the Fee Estimate. Task 43 –Project Management Objective:Manage the RH2 project team and maintain files and records. Monitor the project scope, budget, and schedule. Approach: Prepare, monitor, and update the project schedule monthly. Provide monthly invoices with progress reports documenting work performed and budget status. Maintain project files and records. RH2 Deliverables: Monthly project schedule updates in electronic PDF. Monthly invoices documenting monthly progress of work completed and earned value compared to contract value in electronic PDF. Project records maintained and filed. Task 44 –Services During Construction for Phase 3 Objective:Provide construction contract administration in support of the City.Provide periodic observation of construction operations as the engineer of record for this project to confirm that the elements of construction that are observed by RH2 conform to the project plans and specifications. It is anticipated that the City will take the lead with inspection and construction administration and will handle day-to-day responsibilities. AGENDA ITEM #6. h) City of Renton Amendment No. 9 Lift Station and Force Main Rehabilitation Exhibit A-9 Phase 3 Services During Construction Scope of Work 2 10/11/2023 2:14:58 PM Z:\PROJECTS\DATA\REN\117-037\CONTRACT\AMEND NO. 9\AMND_NO. 9_EXH A-9_SOW_REN LS AND FM REHAB_PHASE 3 SDC.DOCX Approach: Prepare for and attend a pre-construction conference and introduce the project team members, including the contractor, City, RH2, special inspector, and impacted or adjacent utilities. Prepare an agenda and meeting minutes for the pre-construction conference. Prepare conformed for construction plans and specifications. Distribute plans and specifications to the City and contractor. Review shop drawings and submittals of items requested in the technical specifications. Provide a written response to the contractor and City for each shop drawing and submittal reviewed. Provide part-time observation of the construction work in progress. Coordinate with the contractor and City inspectors to provide observation at critical stages of construction and as requested by the City. Attend weekly progress meetings with City staff and the contractor at the project sites.RH2 will not provide continuous on-site observation but will visit the site periodically during construction operations. The Fee Estimate assumes approximately four (4) hours per week for a total of twenty-four (24) weeks. Keep the City informed of progress following site visits, including preparation of construction observation reports, and recommend rejection of the work if it fails to conform to the construction contract documents.The City will subcontract and coordinate directly with testing firm(s) for all special inspections. Review written requests for information (RFIs) and provide written responses to the City. Review and prepare change orders, if necessary. Submit written responses to the City for processing. Develop software for remote telemetry unit sites (Kensington Crest, Lake Washington Beach, Liberty, Lake Washington No. 2, Talbot Crest, Wedgewood, Westview,and Cottonwood Lift Stations).Prepare a control strategy that will be used to develop the programmable logic controller (PLC) and supervisory control and data acquisition (SCADA) programming. Provide PLC ladder logic software development, as required, for monitoring and controlling the equipment at the lift stations. Provide operator interface (OI) software development for the lift stations. Provide human machine interface (HMI) software development for the lift stations. Develop SCADA operations and maintenance (O&M)material to supplement existing SCADA O&M manuals. Assist the City with testing and startup of the new lift stations.Attend factory testing at the control integrators shop prior to shipment of the control panels to the job site. Attend field tests for the PLC, OI, HMI, and communications equipment for end-to-end data transmission integrity and accuracy. Attend field tests for OI screens for connectivity, detail, and accuracy of information displayed. Attend field tests for HMI SCADA alarm, navigation, and functions. Attend startup and commissioning and develop necessary reporting of activities completed. Provide eight (8) hours of on-site SCADA training on O&M manual, programming, AGENDA ITEM #6. h) City of Renton Amendment No. 9 Lift Station and Force Main Rehabilitation Exhibit A-9 Phase 3 Services During Construction Scope of Work 3 10/11/2023 2:14:58 PM Z:\PROJECTS\DATA\REN\117-037\CONTRACT\AMEND NO. 9\AMND_NO. 9_EXH A-9_SOW_REN LS AND FM REHAB_PHASE 3 SDC.DOCX communications, and software operation aspects of the system utilizing the O&M manual as a training aid. Perform site visits to develop a final construction punchlist for the project. Perform a separate final visit to each site with the contractor and the City to confirm satisfactory completion of punchlist items. Prepare a letter recommending project acceptance following completion of construction and punchlist items. Review and comment on completeness and accuracy of the O&M Manual for the lift station improvements. Provide review comments to the contractor. Confirm review comments have been addressed.The contractor will provide the O&M Manual to RH2 for review. Revise drawings with as-built information received from the contractor and the City. Provide one (1) hard copy (11-inch by 17-inch), one (1) full-size Mylar copy (black and white), and electronic copies of record drawings in PDF and AutoCAD formats to the City. Compile relevant final project documentation and deliver to the City. Documents will include construction observation reports, digital photos, and other documents described in this Scope of Work. Assumptions: Construction phase services defined in this Task are variable in nature and depend in part on the contractor awarded the project. RH2’s estimate is based upon an experienced and reasonable contractor being awarded the construction contract.RH2’s services as described herein will be performed up to the level included in the attached Fee Estimate. If additional effort is needed, that extra work will be mutually determined by the City and RH2. RH2 is not responsible for site safety, or for determining means and methods or directing the contractor in their work. Software development, data points, and graphical displays will be defined and approved by RH2 and the City. RH2’s Fee Estimate (Exhibit C2-9)for Task 44 assumes a certain level of cooperation and timeliness from the contractor and any third parties required for testing. If additional hours are needed to accomplish Task 44 due to events beyond the control of RH2, RH2 will notify the City in advance of such additional hours needed and a contract amendment shall be mutually negotiated. RH2 will provide eight (8) hours of training to City staff. If the City requires assistance above and beyond the fee amount associated with subtask 44.8,the City and RH2 will mutually agree upon an additional fee amount for continued training. Provided by City: Project lead for construction inspection and administration. Retention of and coordination with testing firm(s) for special inspections. AGENDA ITEM #6. h) City of Renton Amendment No. 9 Lift Station and Force Main Rehabilitation Exhibit A-9 Phase 3 Services During Construction Scope of Work 4 10/11/2023 2:14:58 PM Z:\PROJECTS\DATA\REN\117-037\CONTRACT\AMEND NO. 9\AMND_NO. 9_EXH A-9_SOW_REN LS AND FM REHAB_PHASE 3 SDC.DOCX RH2 Deliverables: Pre-construction conference administration and documentation, including pre-construction conference meeting agenda and minutes in electronic PDF. Conformed for construction plan sets: three (3) full-size paper plan sets and four (4) half-size paper plan sets for the contractor; two (2) full-size paper plan sets and two (2) half-size paper plan sets for the City; and one (1) half-size paper plan set for RH2. Seven (7) sets of conformed for construction specifications for the City and the contractor. Submittal, RFI, and change order review and responses in electronic PDF, as requested by the City. Construction observation reports for each site visit to be provided to the City at weekly progress meetings in electronic PDF. Meetings and correspondence with the City and contractor, as warranted. SCADA control strategy. PLC software and OI screen design. HMI software updates. Attendance at factory testing, field testing, startup, and commissioning. Final startup and commissioning reports. One (1) electronic copy of PLC and OI software. One (1) electronic copy of the following items: o Project spreadsheet file that includes information about the software configuration, addressing, data point names, alarms, control loops, and descriptions. o O&M material for SCADA system software. Punchlist following construction completion observation at the sites in electronic PDF. Letter recommending project acceptance in electronic PDF. Review comments for the lift station O&M Manual in electronic PDF. One (1) set of full-size record drawings on Mylar. One (1) set of half-size record drawings on bond media. Record drawings in PDF and AutoCAD 2020 DWG formats, including external references. AGENDA ITEM #6. h) City of Renton Amendment No. 9 Lift Station and Force Main Rehabilitation Exhibit A-9 Phase 3 Services During Construction Scope of Work 5 10/11/2023 2:14:58 PM Z:\PROJECTS\DATA\REN\117-037\CONTRACT\AMEND NO. 9\AMND_NO. 9_EXH A-9_SOW_REN LS AND FM REHAB_PHASE 3 SDC.DOCX Task 45 –Arc Flash Analysis Objective:Perform electrical short circuit, protective device coordination, and arc flash analysis for the electrical distribution equipment at each facility with electrical improvements (Kensington Crest, Lake Washington Beach, Liberty, Lake Washington No. 2, Talbot Crest, Wedgewood, Westview, and Cottonwood Lift Stations). Prepare a short circuit, protective device coordination, and arc flash analysis report that summarizes the calculations and recommendations for protective device settings and Personal Protective Equipment requirements. Produce arc flash hazard labels for installation by the City on the front of the facilities’electrical distribution equipment. Approach: Gather information on existing overcurrent protection devices. Model the electrical distribution system using SKM Power Tools software, and perform short circuit, protective device coordination, and arc flash calculations. Prepare an arc flash analysis report that summarizes the results of the short circuit, protective device coordination, and arc flash calculations for equipment at the facilities. The report will include recommended overcurrent device settings where adjustable overcurrent devices are installed or replacement equipment where old or obsolete devices are contributing negatively to the arc flash potential. Produce arc flash hazard warning labeling, for installation by the contractor, to meet the requirements of National Fire Protection Association 70E. Coordinate with the contractor to adjust overcurrent device settings per the recommendations in the report. Assumptions: RH2 will rely upon the accuracy and completeness of any information, data, and materials generated or produced by the Power Utility or others in relation to this Scope of Work. Provided by City: Access to the facilities to review and collect data regarding the electrical distribution equipment.Electrical equipment will need to be temporarily de-energized to obtain model numbers of the overcurrent protection devices. Electrical as-built drawings and O&M manuals for the facilities, if available. Installation of arc flash hazard labeling provided by RH2. RH2 Deliverables: Arc flash analysis report in electronic PDF. Arc flash hazard labeling for installation on the front of the electrical equipment at the facilities following construction and testing. AGENDA ITEM #6. h) 1 10/24/2023 11:29 AM Z:\Projects\Data\REN\117-037\Contract\Amend No. 9\Amnd_No. 9_EXH B-9_Completion Schedule_REN LS and FM Rehab_Phase 3 SDC.docx Exhibit B-9: Time Schedule of Completion City of Renton Lift Station and Force Main Rehabilitation Phase 3 Services During Construction ANTICIPATED NOTICE TO PROCEED DATE: December 2023 Task Anticipated Completion Project Management 12/31/2025 Services During Construction for Phase 3 06/30/2025 Arc Flash Analysis 12/31/2025 ANTICIPATED CONTRACT COMPLETION DATE: December 31, 2025 AGENDA ITEM #6. h) 1 10/11/2023 2:15 PM Z:\Projects\Data\REN\117-037\Contract\Amend No. 9\Amnd_No. 9_EXH C-9_Cost and Fee Estimate_REN LS and FM Rehab_Phase 3 SDC.docx Exhibit C-9:Cost and Fee Estimate City of Renton Lift Station and Force Main Rehabilitation Phase 3 Services During Construction Consisting of the following: Exhibit C1-9 –Consultant Fee Determination –Summary Sheet –Fee Schedule WSDOT Letter dated April 6, 2023; Subject: Acceptance FYE 2022 ICR –Audit Office Review Exhibit C2-9 –Fee Estimate AGENDA ITEM #6. h) Subconsultant: RH2 ENGINEERING, INC Overhead Multiplier Fee Multiplier 211.77%12.00% Professional I $ 48.40 $ 102.49 $ 18.11 $ 169.00 Professional II $ 53.55 $ 113.41 $ 20.04 $ 187.00 Professional III $ 59.57 $ 126.15 $ 22.29 $ 208.00 Professional IV $ 65.30 $ 138.28 $ 24.43 $ 228.00 Professional V $ 70.16 $ 148.59 $ 26.25 $ 245.00 Professional VI $ 74.17 $ 157.08 $ 27.75 $ 259.00 Professional VII $ 79.61 $ 168.60 $ 29.79 $ 278.00 Professional VIII $ 83.62 $ 177.09 $ 31.29 $ 292.00 Professional IX $ 83.62 $ 177.09 $ 31.29 $ 292.00 Technician I $ 37.80 $ 80.05 $ 14.14 $ 132.00 Technician II $ 41.24 $ 87.33 $ 15.43 $ 144.00 Technician III $ 46.39 $ 98.25 $ 17.36 $ 162.00 Technician IV $ 50.69 $ 107.35 $ 18.96 $ 177.00 Technician V $ 55.27 $ 117.05 $ 20.68 $ 193.00 Technician VI $ 61.00 $ 129.18 $ 22.82 $ 213.00 Technician VII $ 66.15 $ 140.10 $ 24.75 $ 231.00 Technician VIII $ 69.59 $ 147.37 $ 26.04 $ 243.00 Administrative I $ 25.20 $ 53.37 $ 9.43 $ 88.00 Administrative II $ 29.50 $ 62.47 $ 11.04 $ 103.00 Administrative III $ 35.23 $ 74.60 $ 13.18 $ 123.00 Administrative IV $ 41.24 $ 87.33 $ 15.43 $ 144.00 Administrative V $ 47.54 $ 100.67 $ 17.79 $ 166.00 In-House Copies B/W - 8.5x11 $ 0.09 In-House Copies B/W - 8.5x14 $ 0.14 In-House Copies B/W - 11x17 $ 0.20 In-House Copies Color - 8.5x11 $ 0.90 In-House Copies Color - 8.5x14 $ 1.20 In-House Copies Color - 11x17 $ 2.00 CAD Plots Large $ 25.00 CAD Plots Full $ 10.00 CAD Plots Half $ 2.50 CAD/GIS System Per Hour $ 27.50 Mileage Current IRS Rate Subconsultants will be billed at cost plus 15% Outside Services At Cost Outside direct costs for permit fees, reports, maps, data, reprographics, couriers, postage, and non- mileage related travel expenses that are necessary for the execution of the project and are not specifically identified elsewhere in the contract will be billed at cost. Exhibit C1-9 Consultant Fee Determination - Summary Sheet (Negotiated Hourly Rates of Pay) Fee Schedule Staff Classification Negotiated Rate Per Hour Negotiated Hourly Rate Rates listed are adjusted annually. AGENDA ITEM #6. h) April 6, 2023 RH2 Engineering, Inc. 22722 29th Drive SE, Suite 210 Bothell, WA 98021 Subject: Acceptance FYE 2022 ICR Audit Office Review Dear Thad Vesely: 22 Indirect Cost Rate (ICR) of 211.77% of direct labor. This rate will be applicable for WSDOT Agreements and Local Agency Contracts in Washington only. This rate may be subject to additional review if considered necessary by WSDOT. Your ICR must be updated on an annual basis. Costs billed to agreements/contracts will still be subject to audit of actual costs, based on the terms and conditions of the respective agreement/contract. This was not a cognizant review. Any other entity contracting with your firm is responsible for determining the acceptability of the ICR. If you have any questions, feel free to contact our office at (360) 705-7019 or via email consultantrates@wsdot.wa.gov. Regards; SCHATZIE HARVEY, CPA Contract Services Manager SH:mya AGENDA ITEM #6. h) EXHIBIT C2-9 Fee Estimate Amendment No. 9 to CAG-17-050 City of Renton Lift Station and Force Main Rehabilitation Phase 3 Services During Construction Oct-23 Description Total Hours Total Labor Total Expense Total Cost Task 43 Project Management 20 4,212$ -$ 4,212$ 43.1 Prepare, Monitor, and Update Monthly Project Schedule 4 1,112$ -$ 1,112$ 43.2 Provide Monthly Invoices 8 1,604$ -$ 1,604$ 43.3 Maintain Project Files and Records 8 1,496$ -$ 1,496$ Task 44 Services During Construction for Phase 3 754 170,782$ 4,475$ 175,257$ 44.1 Prepare for and Attend Pre-Construction Conference 10 2,276$ 741$ 3,017$ 44.2 Review Shop Drawings and Submittals 74 14,476$ 990$ 15,466$ 44.3 Provide Part-Time Observations and Attend Progress Meetings 72 14,728$ 524$ 15,252$ 44.4 Review Written RFIs 14 3,460$ -$ 3,460$ 44.5 Review and Prepare Change Orders 16 3,812$ -$ 3,812$ 44.6 Develop PLC, OI, and HMI Software 128 32,680$ -$ 32,680$ 44.7 Develop SCADA O&M Material 30 7,364$ 90$ 7,454$ 44.8 Assist with Lift Station Testing and Startup 302 70,412$ 655$ 71,067$ 44.9 Perform Site Visits to Develop Punchlist 22 4,956$ 66$ 5,022$ 44.10 Review O&M Manual and Provide Comments 36 7,188$ -$ 7,188$ 44.11 Revise Plans with As-Built Information 50 9,430$ 1,410$ 10,840$ Task 45 Arc Flash Analysis 278 56,980$ 4,671$ 61,651$ 45.1 Gather Information 20 4,028$ 1,750$ 5,778$ 45.2 Model Electrical System 180 36,540$ 1,925$ 38,465$ 45.3 Prepare Arc Flash Analysis Report 66 13,880$ 885$ 14,765$ 45.4 Produce Arc Flash Labeling 12 2,532$ 111$ 2,643$ PROJECT TOTAL 1052 231,974$ 9,146$ 241,120$ Z:\Projects\Data\REN\117-037\Contract\Amend No. 9\Amnd_No. 9_EXH C2-9_FEE_REN LS and FM Rehab_Phase 3 SDC.xlsm 10/16/2023 1:16 PM AGENDA ITEM #6. h) 1 CITY OF RENTON, WASHINGTON RESOLUTION NO. _______ A RESOLUTION OF THE CITY OF RENTON, WASHINGTON, ADOPTING THE CITY OF RENTON COMPREHENSIVE EMERGENCY MANAGEMENT PLAN. WHEREAS, pursuant to RCW 38.52.070, each political subdivision of the state is authorized and directed to establish a local organization for emergency services in accordance with the State Comprehensive Emergency Management Plan and Program; and WHEREAS, each such political subdivision must adopt a plan for the operation of its emergency services organization, and the state reviews such plan every five years in accordance with the terms prescribed by RCW 38.52.040 and WAC 118-30-060; and WHEREAS, in order to be eligible for Emergency Management Program Grant (EMPG) funds, the City must have a current Emergency Management Plan approved by the Washington State Military Department; and WHEREAS, the City Council, by Resolution No. 3411, adopted an Emergency Management Plan, and adopted updated and expanded Emergency Management Plans by Resolutions 3704, 3988, 4163, 4319, and 4326; and WHEREAS, the City of Renton Emergency Management Division has prepared an Emergency Management Plan; and WHEREAS, the Emergency Management Plan has since been updated and expanded with the collaboration of all City Departments and Divisions; and WHEREAS, the Washington State Emergency Management Division will review, and is expected to approve this Emergency Management Plan in prior to January 1, 2024; AGENDA ITEM # 8. a) RESOLUTION NO. _______ 2 NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DO RESOLVE AS FOLLOWS: SECTION I. The above recitals are found to be true and correct in all respects. SECTION II. The attached Emergency Management Plan, as updated and expanded, attached hereto as Exhibit A and incorporated herein, is hereby adopted as the City of Renton Comprehensive Emergency Management Plan. Such plan may be regularly reviewed, updated, and amended. Such updates and amendments are effective henceforth upon approval of the Emergency Management Director of the City of Renton. PASSED BY THE CITY COUNCIL the day of , 2023. ______________________________ Jason A. Seth, City Clerk APPROVED BY THE MAYOR this day of , 2023. ______________________________ Armondo Pavone, Mayor Approved as to form: Shane Moloney, City Attorney RES- ESD-EM: 1953: 10/09/23 AGENDA ITEM # 8. a) EXHIBIT A City of Renton Comprehensive Emergency Management Plan October 2023 AGENDA ITEM # 8. a) CITY OF RENTON COMPREHENSIVE EMERGENCY MANAGEMENT PLAN City of Renton Office of Emergency Management Adopted by Council October 2023 AGENDA ITEM # 8. a) October 2023 1 PROMULGATION DOCUMENT It is the policy of the City of Renton to provide the emergency organization and resources to minimize the effects of incidents; prepare to respond to disaster situations; maximize population survival; preserve property; and recovery that will ensure the orderly and fast return to normal community life in the City of Renton in the event of a natural or technological disaster. The City of Renton Comprehensive Emergency Management Plan (CEMP) has been developed to establish the special policies, guidelines, and procedures that will provide response personnel with the information and guidance required to function quickly and effectively in a disaster situation. It is a goal of this plan to help develop city, business, and resident self- sufficiency for a minimum of 72 hours after a disaster. This plan supersedes all previous versions of the Renton CEMP. It should be understood that emergencies and disasters are dynamic events that require flexibility and the ability to solve challenges that are presented. Circumstances may dictate deviation from this plan in order to have the best possible response. This plan may be supplemented by the King County Comprehensive Emergency Management Plan, the Puget Sound Regional Catastrophic Disaster Coordination Plan and Annexes, the Washington State Comprehensive Emergency Management Plan, and other applicable plans. All city departments are directed to take appropriate actions to implement this plan and to maintain the necessary capabilities to respond effectively to emergencies and disasters. All non-city entities involved in the plan are requested to cooperate with the city in order to coordinate the total disaster response within the community. Mayor, City of Renton Date Emergency Management Director, City of Renton Date Reviewed by: Attorney, City of Renton Date Emergency Management Director, Date Washington State AGENDA ITEM # 8. a) October 2023 2 RECORD OF CHANGES Change No. Summary of Change Date Initials, Department 1 Initial Development 10/27/2008 DN, Renton Emergency Management 2 Review and Update 11/05/2012 MM, Renton Emergency Management 3 Review and Update 10/23/2017 MM, Renton Emergency Management 4 Review and Update XX/XX/2023 MJ, Renton Emergency Management 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Documents Covered by this Record: Basic Plan Hazard Specific Annexes Emergency Support Functions Appendices Support Annexes AGENDA ITEM # 8. a) October 2023 3 RECORD OF DISTRIBUTION Name Title Agency of the Receiver Delivery Date Copies AGENDA ITEM # 8. a) October 2023 4 TABLE OF CONTENTS Basic Plan ...................................................................................................................................... 10 Introduction .............................................................................................................................. 10 Concept of Operations .................................................................................................................. 12 Direction, Control, and Coordination ........................................................................................... 17 Organization .................................................................................................................................. 19 Responsibilities ............................................................................................................................. 23 Communications ........................................................................................................................... 27 Administration .............................................................................................................................. 30 Finance .......................................................................................................................................... 31 Logistics and Resource Management ........................................................................................... 34 Development and Maintenance ................................................................................................... 35 Authorities and References .......................................................................................................... 39 Glossary ..................................................................................................................................... 41 Emergency Support Function 1: Transportation .......................................................................... 56 Introduction .............................................................................................................................. 56 Situation Overview .................................................................................................................... 57 Concept of Operations .............................................................................................................. 58 Responsibilities ......................................................................................................................... 61 Resource Requirements ............................................................................................................ 64 References ................................................................................................................................ 64 Terms and Definitions ............................................................................................................... 65 Appendices ................................................................................................................................ 65 EMERGENCY SUPPORT FUNCTION 2: COMMUNICATIONS, INFORMATION SYSTEMS, AND WARNING ...................................................................................................................................... 66 Introduction .............................................................................................................................. 66 Situation Overview .................................................................................................................... 67 Concept of Operations .............................................................................................................. 69 Responsibilities ......................................................................................................................... 73 Resource Requirements ............................................................................................................ 77 References ................................................................................................................................ 77 Terms and Definitions ............................................................................................................... 77 Appendices ................................................................................................................................ 78 EMERGENCY SUPPORT FUNCTION 3: PUBLIC WORKS AND ENGINEERING .................................. 79 Introduction .............................................................................................................................. 79 AGENDA ITEM # 8. a) October 2023 5 Situation Overview .................................................................................................................... 81 Concept of Operations .............................................................................................................. 82 Responsibilities ......................................................................................................................... 85 Resource Requirements ............................................................................................................ 88 References ................................................................................................................................ 88 Terms and Definitions ............................................................................................................... 89 Appendices ................................................................................................................................ 89 EMERGENCY SUPPORT FUNCTION 4: FIREFIGHTING .................................................................... 90 Introduction .............................................................................................................................. 90 Situation Overview .................................................................................................................... 93 Concept of Operations .............................................................................................................. 94 Responsibilities ......................................................................................................................... 97 Resource Requirements .......................................................................................................... 101 References .............................................................................................................................. 102 Appendices .............................................................................................................................. 103 EMERGENCY SUPPORT FUNCTION 5: INFORMATION AND PLANNING ...................................... 104 Introduction ............................................................................................................................ 104 Situation Overview .................................................................................................................. 106 Concept of Operations ............................................................................................................ 106 Responsibilities ....................................................................................................................... 109 Resource Requirements .......................................................................................................... 114 References .............................................................................................................................. 114 Terms and Definitions ............................................................................................................. 114 Appendices .............................................................................................................................. 114 EMERGENCY SUPPORT FUNCTION 6: MASS CARE, EMERGENCY ASSISTANCE, HOUSING, AND HUMAN SERVICES………………………………………………………………………………………………………………….117 Introduction ............................................................................................................................ 115 Purpose ................................................................................................................................... 115 Situation Overview .................................................................................................................. 119 Concept of Operations ............................................................................................................ 120 Whole Community .................................................................................................................. 122 Organization ............................................................................................................................ 123 Notification ............................................................................................................................. 123 Information Collection ............................................................................................................ 123 AGENDA ITEM # 8. a) October 2023 6 Responsibilities ....................................................................................................................... 126 Resource Requirements .......................................................................................................... 130 References .............................................................................................................................. 130 Appendices .............................................................................................................................. 130 Appendix A: American Red Cross Regional Services Model ................................................... 131 EMERGENCY SUPPORT FUNCTION 7: LOGISTICS MANAGEMENT AND RESOURCE SUPPORT ... 134 Introduction ............................................................................................................................ 134 Situation Overview .................................................................................................................. 136 Concept of Operations ............................................................................................................ 137 Responsibilities ....................................................................................................................... 140 Resource Requirements .......................................................................................................... 145 Terms and Definitions ............................................................................................................. 145 References .............................................................................................................................. 145 Appendices .............................................................................................................................. 146 EMERGENCY SUPPORT FUNCTION 8: PUBLIC HEALTH AND MEDICAL SERVICES ....................... 147 Introduction ............................................................................................................................ 147 Situation Overview .................................................................................................................. 149 Concept of Operations ............................................................................................................ 150 Responsibilities ....................................................................................................................... 153 Resource Requirements .......................................................................................................... 158 References .............................................................................................................................. 158 Terms and Definitions ............................................................................................................. 159 Appendices .............................................................................................................................. 159 EMERGENCY SUPPORT FUNCTION 9: SEARCH AND RESCUE ...................................................... 160 Introduction ............................................................................................................................ 160 Situation Overview .................................................................................................................. 162 Concept of Operations ............................................................................................................ 162 Responsibilities ....................................................................................................................... 165 Resource Requirements .......................................................................................................... 167 References .............................................................................................................................. 167 Terms and Definitions ............................................................................................................. 167 Appendices .............................................................................................................................. 167 EMERGENCY SUPPORT FUNCTION 10: OIL AND HAZARDOUS MATERIALS RESPONSE .............. 168 Introduction ............................................................................................................................ 168 Situation Overview .................................................................................................................. 172 AGENDA ITEM # 8. a) October 2023 7 Concept of Operations ............................................................................................................ 173 Responsibilities ....................................................................................................................... 177 Resource Requirements .......................................................................................................... 183 References .............................................................................................................................. 183 Terms and Definitions ............................................................................................................. 185 Appendices .............................................................................................................................. 187 Appendix A: Olympic Pipeline ................................................................................................. 188 EMERGENCY SUPPORT FUNCTION 11: AGRICULTURE AND NATURAL RESOURCES................... 189 Introduction ............................................................................................................................ 189 Situation Overview .................................................................................................................. 191 Concept of Operations ............................................................................................................ 192 Responsibilities ....................................................................................................................... 197 Resource Requirements .......................................................................................................... 201 References .............................................................................................................................. 201 Terms and Definitions ............................................................................................................. 201 Appendices .............................................................................................................................. 202 EMERGENCY SUPPORT FUNCTION 12: ENERGY ......................................................................... 202 Introduction ............................................................................................................................ 202 Situation Overview .................................................................................................................. 204 Concept of Operations ............................................................................................................ 204 Responsibilities ....................................................................................................................... 206 Resource Requirements .......................................................................................................... 208 References .............................................................................................................................. 208 Terms and Definitions ............................................................................................................. 208 Appendices .............................................................................................................................. 208 EMERGENCY SUPPORT FUNCTION 13: PUBLIC SAFETY AND SECURITY ..................................... 209 Introduction ............................................................................................................................ 209 Situation Overview .................................................................................................................. 211 Concept of Operations ............................................................................................................ 211 Responsibilities ....................................................................................................................... 213 Resource Requirements .......................................................................................................... 215 References .............................................................................................................................. 215 Terms and Definitions ............................................................................................................. 215 Appendices .............................................................................................................................. 215 AGENDA ITEM # 8. a) October 2023 8 EMERGENCY SUPPORT FUNCTION 15: EXTERNAL AFFAIRS/EMERGENCY PUBLIC INFORMATION ..................................................................................................................................................... 216 Introduction ............................................................................................................................ 216 Authorities and Policies .......................................................................................................... 217 Situation Overview .................................................................................................................. 218 Concept of Operation ............................................................................................................. 219 Responsibilities ....................................................................................................................... 223 Resource Requirements .......................................................................................................... 229 References and Resources ...................................................................................................... 229 Terms and Definitions ............................................................................................................. 229 Appendices .............................................................................................................................. 229 CYBER INCIDENT ANNEX ............................................................................................................. 230 Introduction ............................................................................................................................ 230 Situation Overview .................................................................................................................. 231 Concept of Operations ............................................................................................................ 232 Responsibilities ....................................................................................................................... 235 References .............................................................................................................................. 238 Terms and Definitions ............................................................................................................. 239 Appendices .............................................................................................................................. 239 Appendix A: Cyber Incident Checklist .......................................................................................... 240 DAMAGE ASSESSMENT ANNEX ................................................................................................... 245 Introduction ............................................................................................................................ 245 Situation Overview .................................................................................................................. 250 Concept of Operations ............................................................................................................ 250 Responsibilities ....................................................................................................................... 252 Resource Requirements .......................................................................................................... 255 References .............................................................................................................................. 256 Terms and Definitions ............................................................................................................. 256 Appendices .............................................................................................................................. 256 EVACUATION ANNEX .................................................................................................................. 257 Introduction ............................................................................................................................ 257 Situation Overview .................................................................................................................. 260 Concept of Operations ............................................................................................................ 264 Evacuation Operations ............................................................................................................ 267 Administration ........................................................................................................................ 276 AGENDA ITEM # 8. a) October 2023 9 Plan Review and Maintenance ............................................................................................... 277 Training and Exercise .............................................................................................................. 277 References .............................................................................................................................. 277 Appendices .............................................................................................................................. 278 Appendix A: City Boundaries and Services Areas ................................................................... 279 Appendix B: Flood Hazards - Green and Cedar Rivers ............................................................ 280 Appendix C: Gas Pipelines ....................................................................................................... 281 Appendix D: Landslide Map .................................................................................................... 282 Appendix E: Comprehensive Land Use ................................................................................... 283 Appendix F: Arterial Streets .................................................................................................... 284 Appendix G: Evacuation Routes .............................................................................................. 285 AGENDA ITEM # 8. a) October 2023 10 BASIC PLAN Introduction Purpose In order to protect life, property, and the environment within the City of Renton, city government shall respond to natural and human-caused disasters and shall take appropriate actions to mitigate against, prepare for, respond to, and recover from the effects of such events. For the purpose of this plan, an emergency is defined as any event, natural or human-caused, that exceeds the capability of one or more city departments to manage their response effectively. The Renton Comprehensive Emergency Management Plan is an all-hazards plan describing how the City of Renton will prepare for, prevent, mitigate, respond to, and recover from any emergency that could adversely impact the lives, property, and environment of the city’s residents and visitors. Maintaining the CEMP may adequately address the city’s current resources and capabilities to respond to any emergency. The CEMP includes the Basic Plan, Emergency Support Function (ESF) plans, and hazard specific annexes. The following documents comprise the CEMP and describe how city departments coordinate emergency management related actions, resources, and activities with other federal, state, county, regional, private-sector, and nongovernmental organizations. The city has institutionalized the use of the Incident Command System (ICS) principles to ensure that all lead and support agencies are assigned appropriate roles and responsibilities as per the National Incident Management System (NIMS). This plan is designed to provide an overview of how to implement emergency management details and responsibilities in relation to federal and state laws, rules, and regulations as described in Washington Administrative Code 118-30 and Revised Code of Washington Chapter 38.52. The desired outcome of following the plan is for the city to be sufficiently prepared for emergencies so that when an incident occurs the response is efficient and effective to protect, life, property, the environment, and economy. Much of the focus of this plan is to restore essential services and the processes and resources which will support that end state goal. The result in recovery would be a resilient community that is able to restore social routines and adjust to the new normal of post-disaster life. Scope The CEMP establishes a mutual understanding of authority, responsibilities, and functions of local government and proves a basis for incorporating essential non-governmental agencies and organizations into the emergency management organization. All directions contained in this Plan are activated accordingly to apply to preparedness and emergency activities undertaken AGENDA ITEM # 8. a) October 2023 11 by the City of Renton and supporting organizations required to minimize the effects of emergency events and facilitate recovery activities. The CEMP identifies Emergency Support Functions as areas that are federally defined as essential emergency functions which a municipality must carry out to efficiently respond to a disaster. These ESFs are necessary regardless of the disaster scenario. All supporting organizations listed in the CEMP have been made aware of their responsibilities as outlined in the plan and have been provided with an opportunity to provide input to the review and revision process. Their feedback has been incorporated into the plan. The CEMP considers the emergencies and disasters that are likely to occur within the City of Renton that have been identified in the Renton Hazard Mitigation Plan, and long-term recovery activities identified in the Recovery Framework, formerly ESF 14. This plan follows federal guidance and supporting plans, including the National Prevention, Protection, Mitigation, Response, and Disaster Recovery Frameworks, as well as FEMA’s National Incident Management System (NIMS) and Comprehensive Planning Guide 101v2. The CEMP applies within the City of Renton municipal boundaries and supports and is compatible with the State of Washington, King County, and surrounding jurisdictional plans. Situation Overview Hazard Assessment Summary Through hazard and vulnerability identification, risk ranking, and risk assessment, Renton city officials have identified the primary hazards that could potentially impact the city. The assessments have determined that the City of Renton is vulnerable to numerous natural, technological, and human-caused hazards. In addition to these hazards, the potential exists for emergencies to occur outside of the jurisdiction with negative impacts to the City of Renton. The potential effects of these hazards could disrupt public services, damage property, and cause injury or death of persons within affected areas. The relative probability, risk, vulnerability, and impact of the Regional Risk and Probability Summary are detailed in the King County Regional Hazard Mitigation Plan and the City of Renton Annex. Hazards addressed in the Renton Annex include dam failure, earthquake, flood, landslide, sinkholes and ground subsidence, severe weather, severe winter weather, volcano, and wildfire. Additionally, the city is subject to major transportation disruptions and accidents, utility and infrastructure failures or collapses, public health emergencies, cyber incidents, hazardous materials releases, acts of terrorism or civil disturbance and mass casualty incidents from any cause. The City of Renton participates in a regional capability assessment led by King County. The capabilities of the City of Renton specifically are addressed within each ESF. Each discipline has access to a limited number of resources, which are adequate in normal circumstances but can quickly become overwhelmed in a disaster or emergency. Therefore, the City of Renton relies upon mutual aid and other external resources to fill resource gaps. All personnel are trained in the NIMS ICS system and technical details of executing their department and division responsibilities. Additionally, the city has the AGENDA ITEM # 8. a) October 2023 12 capability to mobilize trained and emergent volunteers to assist with disaster response and recovery efforts. Planning Assumptions The information and procedures included in this plan have been prepared utilizing the best information and planning assumptions available at the time of preparation. As the true extent of the impacts of a disaster cannot be known before it occurs, the city can only endeavor to make every reasonable effort to respond based on the situation, information, and resources available at the time. The final outcome of an emergency may be different than the expected outcome based on these assumptions (or others). It is assumed that any situation could create significant loss of life, injury, property damage, or cause disruption of essential services in the City of Renton. These situations may also create significant financial, psychological, and sociological impacts on the residents of the community and the city governmental organization. It is reasonable to assume that with impending incidents such as storms and floods, warnings will be issued to enable some preparation prior to the event. Other emergencies will come with no advance warning. In the event of a severe disaster situation, there will not likely be any significant assistance from nearby communities, counties, or State and Federal agencies for two weeks or longer. In this situation, the city will need to rely on any available city resources and those of private organizations, businesses, and residents within the city for initial response operations. CONCEPT OF OPERATIONS General The concept of operations provides an overview of the emergency management structure and procedures for the City of Renton to respond to an emergency or disaster situation. The primary intent of Renton leadership is the protection of life, property, the environment, and the economy. As such the emergency management objectives of the CEMP are to: 1. Protect the health and safety of resident and visitors affected by emergencies. 2. Contain and stabilize the emergency. 3. Minimize damage to City of Renton property, facilities, the environment, and the economy. 4. Minimize disruption to the City of Renton operations. 5. Resume normal City of Renton activities and operations in a timely manner. Whole Community Involvement The “Whole Community” includes individuals, families, households, communities, and private and non-profit sectors, faith-based organizations, and local, tribal, state, and federal governments. The “whole community” is defined in the National Preparedness Goal as follows: AGENDA ITEM # 8. a) October 2023 13 “[A] focus on enabling the participation in national preparedness activities of a wider range of players from the private and nonprofit sectors, including nongovernmental organizations and the general public, in conjunction with the participation of Federal, state, and local governmental partners in order to foster better coordination and working relationships.” The “whole community” approach refers to a strategy where residents, community leaders, and government officials assess the unique needs of each community and work together to organize and strengthen their assets, capacities, and interests. This non-discriminatory approach requires engagement with public, private, and non-profit partners. This includes people, businesses, faith-based and disability organizations, and the general public, including individuals who are covered by the Americans with Disabilities Act (ADA), people with Access and Functional Needs (AFN), people with Limited English Proficiency (LEP), and culturally diverse populations. Hereafter, every Emergency Support Function (ESF) annex will include a Whole Community statement. Access and Functional Needs (AFN) refers to those who may have additional needs before, during, or after an incident including the general encompassing populations: individuals who have disabilities, those who live in retirement or assisted living facilities, elderly populations, children, those from lower socio-economic classes, those who are transportation disadvantaged, and Limited English Proficiency (LEP) communities. The city recognizes that these populations require ongoing support, special considerations, and accommodations as they may be more vulnerable during and after an emergency or disaster. Children in a disaster may have limited understanding of circumstances, may be more emotionally distressed, and require supervision and additional assistance due to their limited capabilities. Supporting individuals with LEP may require providing language assistance services, including oral interpretation and written translation services. The RCW 38.52.070 requires emergency communications to be translated into languages spoken by “significant populations” (populations that exceed 1,000 people or 5% of the jurisdiction’s population based on data from the Office of Financial Management). The City of Renton will strive to work with LEP populations to identify resources and strategies to ensure they are able to fully benefit from emergency preparedness, response, mitigation, and recovery efforts. This is more fully addressed in the City of Renton Annex to the King County Inclusive Emergency Communication Plan. The Pets Evacuation and Transportation Standards (PETS) Act amends the Robert T. Stafford Disaster Relief and Emergency Assistance Act to ensure state and local emergency preparedness operational plans address the needs of individuals with household pets and service animals following a major emergency or disaster. ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services, and ESF 11 – Agriculture and Natural Resources, address pets, service animals, and livestock. City leadership will strive and intend to make every reasonable effort to provide that their actions are compliant with applicable laws related to accessibility, including the Americans with Disabilities Act (ADA). Persons with access and functional needs should receive the same standard of services and care as the rest of the population. No services or assistance will be AGENDA ITEM # 8. a) October 2023 14 denied or withheld on the basis of race, color, national origin, religion, sex, economic status, age, disability, or Limited English Proficiency (LEP). Operational Objectives Operational objectives are based on the following priorities: life safety, incident stabilization, protection of property, protection of the environment, and protection of the economy when possible. NIMS Component to Achieve Priorities Incident management priorities include saving lives, stabilizing the incident, and protecting property and the environment. To achieve these priorities, incident personnel apply and implement NIMS components in accordance with the principles of flexibility, standardization, and unity of effort. Flexibility – allows NIMS to be scalable and therefore applicable for incidents that vary widely in terms of hazard, geography, demographics, climate, cultural, and organizational authorities. Standardization – defines standard organizational structures that improve integration and connectivity among jurisdictions and organizations, defines standard practices that allow incident personnel to work together effectively and foster cohesion among the various organizations involved, and includes common terminology to enable effective communication. Unity of Effort – coordinating activities among various organizations to achieve common objectives. Unity of effort enables organizations with specific jurisdictional responsibilities to support each other while maintaining their own authorities. Integration - The National Incident Management System (NIMS) is part of the National Response Framework (NRF) that establishes a standardized incident response. NIMS provides a systematic, proactive approach to guide departments and agencies at all levels of government to work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects of incidents. In order to be compliant with the National Incident Management System, the City of Renton uses the Incident Command System (ICS) to respond to incidents. ICS is a standardized all-hazards incident management approach that is flexible to the size and demands of the incident. Request for an Emergency Proclamation A proclamation of local emergency is made by the mayor and is the legal method that authorizes the use of extraordinary measures to accomplish tasks associated with responding to an incident. An emergency proclamation can suspend normal operating AGENDA ITEM # 8. a) October 2023 15 rules, e.g., waive competitive bidding requirements during the initial emergency (RCW 39.04.280). The Renton City Council is advised of the proclamation as soon as practical. Any contract awarded to address the emergency situation in lieu of competitive bidding shall require a written finding by the city council or its designee of the existence of an emergency to be duly entered of record no later than two weeks following the award of the contract. The proclamation authorizes the city to take necessary measures to respond to an incident in order to protect lives, property, the environment, and the economy and exercise the powers vested in RCW 38.52.070. In the event of an emergency, or imminent threat thereof, the mayor has the authority to proclaim an emergency. Additional details of the city’s Emergency Proclamation Process can be found in the Emergency Operations Center Procedures Plan. The EOC Duty Officer, EOC Director, or their designee is responsible for working with the city attorney to prepare an emergency proclamation. Once signed, the EOC Duty Officer/EOC Director is responsible for the notification of appropriate county, state, and federal agencies following the proclamation. Requests to the Governor to proclaim a State of Emergency are made by the mayor through the King County Emergency Operations Center (KCEOC). Proclamation by the Governor is necessary to pursue a Presidential Disaster Declaration and federal disaster relief funds. Renton EOC Activation Authority to Activate EOC The City of Renton EOC may be activated by any of the following city officials or their designated alternates:  Mayor, or their delegate  Chief Administrative Officer or delegate  Department administrator for Police, Public Works, Parks and Recreation, or delegate  Emergency Management Director or delegate Authority to Request EOC Activation In addition to the officials that may activate the EOC, the following personnel may request activation of the EOC:  Any City of Renton department administrator  Renton Regional Fire Authority Chief or delegate  Renton Police Department Deputy Chief or Commanders  Renton Public Works department division director or designee Procedures to Activate EOC To activate the EOC, the requesting individual should attempt to notify one of the following, in the preferred order: AGENDA ITEM # 8. a) October 2023 16 1. EOC Duty Officer 2. Department administrators The Police Front Counter is staffed 24 hours a day, 7 days a week, and can assist in notification of the above individuals. The person requesting the Renton EOC activation shall indicate whether it is a level one, two or three activations. The first individual notified of the EOC activation request will follow the EOC Duty Officer Procedures for activation of the EOC. Valley Communications, the King County Office of Emergency Management/Regional Communications and Emergency Coordination Center, and Washington State Emergency Management Division should be advised that the City of Renton is activating the EOC. Activation Levels The Renton EOC is organized into functional levels that coordinate with one another as well as with external agencies and resources. The EOC director oversees all functions as well as public information activities. The administrator from the lead incident command department coordinates with key officials at the executive and policy level. The Renton Emergency Management Division of the Executive Services Department maintains the EOC duty officer available 24 hours a day to activate the EOC when needed. Level Description Example Level 3 Minimal staffing available to monitor the situation, answer the main EOC phone line, call in additional staff if needed, and provide limited support to field operations as requested. Examples include certain weather advisories or watches, activation of a city Department Operations Center, a planned community event, and/or minor field incident needing minimal support. Note: A level three activation may also be done remotely with the EOC Duty Officer performing all functions and utilizing the EOC Duty Officer phone as the main EOC line. Level 2 Minimal staffing of all appropriate EOC sections to facilitate interdepartmental coordination, public information dissemination, and information collection and distribution through situation reports. Examples include moderate earthquake requiring damage assessment, major wind or winter storm, mass evacuation, and/or moderate flooding. Level 1 Full staffing to perform all required functions of the EOC. Examples include major earthquake, major flood, or multiple departments involved in full response or support to another major incident. EOC Primary and Alternate Locations AGENDA ITEM # 8. a) October 2023 17 The Emergency Management Director is responsible for ensuring the maintenance and operational readiness of the primary EOC and coordinating the readiness of the alternate EOCs. The EOC should include facilities for feeding personnel and an emergency power source capable of maintaining a functioning, fully staffed EOC for a minimum of 72 hours. Primary EOC Location Alternate EOC Location Renton Fire Station #12 1209 Kirkland Ave NE Renton, WA 98056 Renton City Hall, 4th Floor 1055 S Grady Way Renton, WA 98057 Renton Fire Station #13 18802 108th Ave SE Renton WA 98057 Renton Fire Station #14 1900 Lind Ave SW Renton, WA 98057 Restoration of City and Public Services Efforts to restore city/public services to a basic functioning level shall be generally prioritized as listed below. Tier 1 Tier 2 Tier 3 Emergency responder communications Electrical service Normal incident command to govern response then includes property protection and protection of the economy and the environment. All other city and public services will be restored as soon as possible at the direction of the Incident Commander after consulting with the mayor and the Chief Administrative Officer. Vehicle access to emergency medical facilities Telephone service Fire control, hazard mitigation, and general rescue Vehicle access on arterial and collector roadways Emergency medical services Natural gas service Security and Public Order Internal communications Water production and distribution Wastewater collection DIRECTION, CONTROL, AND COORDINATION Multi-Jurisdictional Coordination Key concepts of the Plan include Incident Command System (ICS), Emergency Support Functions (ESFs), reliable and redundant communication systems and processes, Department Operations Centers (DOCs), Emergency Operations Center (EOC) AGENDA ITEM # 8. a) October 2023 18 responsibilities, resource management, mutual aid agreements, and memoranda of agreement or understanding. Horizontal Integration This plan is one of a family of emergency plans created by the City of Renton to provide the policy framework by which other emergency plans are guided. This plan provides the City of Renton guidance in preparing for, responding to, and recovering from an incident. It discusses guidelines on how city departments organize, direct, control, and coordinate their actions to continue essential functions during incidents. The Plan may also provide guidance and assistance in decision-making. Vertical Integration The Plan uses the Incident Command System (ICS), a federally mandated command and control structure implemented during an incident. The Plan is compliant with FEMA’s Comprehensive Preparedness Guide for uniformity with local and federal government and the National Response Framework. Preparedness Mission Preparedness actions develop operational capabilities in advance of an emergency or incident in order to mitigate or prevent an imminent or actual incident and to protect residents, visitors, business owners, assets, systems, and networks against the greatest threats and hazards. The Renton CEMP addresses all hazards planning to guide actions before, during, and after a disaster regardless of the hazard type. It defines who does what, when, and where in order to mitigate, prepare for, respond to, and recovery from the effects of natural, technological, and human-caused hazards or threats. Mitigation Mission Mitigation actions reduce or eliminate long-term risk to people, property, the environment, and the economy from natural and technological hazards. The City of Renton Annex to the King County Regional Hazard Mitigation Plan considers the impact of hazards in the region and identifies hazard mitigation goals, objectives, and actions to reduce injury and damage from hazards. The City of Renton may also participate in the Federal Emergency Management Agency (FEMA) Hazard Mitigation Grant Program which provides funding to state, local, tribal, and territorial governments so they can develop hazard mitigation plans and rebuild in a way that reduces or mitigates future disaster losses in their communities. Response Mission The response mission emphasizes saving and sustaining lives, stabilizing the incident, rapidly meeting basic human needs, restoring basic services and technologies, restoring community functionality, providing universal accessibility, establishing a safe and secure environment, and supporting the transition to recovery. The ESF and additional annexes to this plan identify AGENDA ITEM # 8. a) October 2023 19 primary and support agency response activities which may include actions such as activation of the Renton Emergency Operations Center (EOC) for coordination and information sharing. Recovery Mission Recovery includes those capabilities necessary to assist communities affected by an incident to recover effectively. Support for recovery ensures a continuum of care for individuals to maintain and restore health, safety, and resiliency, with a focus on those who experience financial, emotional, and physical hardships. Recovery capabilities support the well- coordinated, transparent, and timely restoration, strengthening, and revitalization of infrastructure and housing; an economic base; health and social systems; and a revitalized cultural, historical, and environmental fabric. The City of Renton Disaster Recovery Framework addresses the recovery process and responsible agencies associated with essential services needed in disaster recovery. ORGANIZATION General The City of Renton employs a director and two emergency management coordinators to execute emergency management activities. Housed within the Executive Services Department, Emergency Management coordinates the implementation of emergency planning, training, exercise, outreach and education, and operational readiness for the city. Disaster and Emergencies The Director of Emergency Management coordinates the incident management activities through the Renton Emergency Operations Center (EOC) as the EOC Director. The Renton EOC is comprised of trained representatives from various city departments and responding partner agencies to fulfill the ICS positions pictured below. The Renton EOC is organized using the ICS chain of command structure as pictured below. EOC Director Operations Planning Logistics Finance / Administration Safety Officer Public Information Officer Liaison Officer AGENDA ITEM # 8. a) October 2023 20 EOC Director The EOC Director is responsible for coordination of EOC activities; interfacing with the Policy Advisory Group, Incident Command, and other government agencies and private organizations; and may also authorize support staff to perform functions such as public information, liaison, safety, and security. Operations Section This section is responsible for the initial receipt and coordination of information and requests related to field response. This section also maintains communication with field representatives and shares vital information with other EOC workers. This section is headed by the Operations Section Chief, who reports to the EOC Director. The Operations Section Chief is drawn from the lead incident response department. Department or ESF representatives coordinate resources and information with their own department personnel and may work together to ensure the best possible coordination of effort for the overall response. Incident-specific agencies, such as a pipeline company, can be added as needed. If necessary, the following branches may be created to maintain the appropriate span of control for the Operations Section Chief:  Emergency services branch (fire, emergency medical services, and law enforcement representatives)  Human services branch (community services, hospital, mental health, public health, schools, and Community Organizations Active in Disaster (COAD) representatives may be added) Planning Section This section is responsible for the collection, evaluation and dissemination of information related to the incident or emergency and for the preparation and documentation of EOC Action Plans and Situation Reports. This section also maintains information on the current and forecasted situation related to the emergency. This section is headed by the Planning Section Chief, who reports to the EOC Director. Information collected is incorporated into organized Situation Reports, which are then distributed to recipients within and outside the EOC. The message controller monitors all information-sharing and sends key information to the display processors for posting on the whiteboards. Information within the EOC may also be shared through overhead projected display, web-based data displays, or oral briefings. The Documentation Unit maintains incident documentation for the entire EOC. The Check-in Recorder in the Resources Unit oversees the check-in/check-out and assignment of EOC staff. The Planning Section also engages technical specialists such as mapping, hydrology, weather, and hazmat experts to provide specialized information to assist in incident planning. They work with the Operations Section to advise on upcoming issues and develop a plan for resolving them. When ready, the Demobilization Unit coordinates the de-escalation of the EOC response. AGENDA ITEM # 8. a) October 2023 21 Logistics Section This section is responsible for providing service, support, supplies, equipment, personnel, and other resources. This section is headed by the Logistics Section Chief, who reports to the EOC Director. The Logistics Section handles food service, EOC security, technical assistance with phones and computers, communications, and other general support functions within the facility. Within the Supply Unit, staff handle both internal and external resource requests. They identify needed resources and work with Finance and Administration to procure them. If local resources are exhausted, resource requests are forwarded to the King County EOC after EOC Director approval. The Logistics Section may also help with volunteer and donations management coordination. The Communications Unit may establish, and document communication systems used during response and relays incident information within the EOC using call-takers, amateur radio operators, and message distributors. Finance/Administration This section is responsible for monitoring costs, procurements, contracts, and other financial considerations. This section is co-located with the Logistics Section. It is headed by the Finance and Administration Section Chief, who reports to the EOC Director. Staffed by representatives from the City of Renton’s Finance and Human Resources and Risk Management departments, the Finance and Administration Section issues checks and purchase orders and expends public funds to secure emergency resources located by the Logistics Section. They track impact of the disaster by documenting damage assessment and personnel costs, as well as injuries or damage to city personnel or equipment, or even claims against the city by outside agencies or individuals. Coordination The purpose of this section is to establish procedures to be followed when an incident occurs within the City of Renton that necessitates the activation of the EOC. The organization of the EOC and the degree of activation will depend upon the severity and nature of the emergency and anticipated requirements for support. The purpose of the EOC is to provide centralized coordination for the community in the event of a disaster, large-scale emergency, or regional event that could overwhelm emergency resources. Specifically, the EOC is primarily involved with: • Collection and documentation of event information-Situational Awareness/Common Operating Picture (critical infrastructure surveys, information about major incidents, casualties, shelters, damage assessments, response readiness by city assets) AGENDA ITEM # 8. a) October 2023 22 • Processing and distribution of event information (situation reports to city officials, the King County EOC, neighboring jurisdictions, other emergency services, information releases to the media and public) • Coordination of resource support (locate and procure resources as requested by Incident Command, including requesting items or support from the county or state as needed, prioritize, and allocate scarce resources according to policy direction) • Technical information gathering and support (forecast flood mapping, HAZUS modeling, incident mapping, etc.) • Operations representatives for field operations (collection of event information from various departments with field operations) Incident Command may choose to delegate extended functions to EOC staff, but staff in the EOC do not normally make operational decisions regarding management of the incident. Rather, they coordinate with, and support Incident Command as requested. EOC Coordination Although field Incident Command controls on-scene activities related to the disaster, the Renton EOC coordinates the overall city response to the disaster, which includes obtaining an emergency proclamation from the mayor and requesting additional local, state, and Federal aid to respond to the disaster. Coordination will generally be through the following means:  Identification of a lead city department based on the nature of the disaster. The lead city department will provide an Incident Commander to the field Incident Management System, and a qualified representative to the Renton EOC.  Coordination of multiple agencies and the resources required to accomplish targeted goals.  Effective public information.  Procurement of technical expertise to assist in the disaster response and coordination.  Provision of financial and administrative resources and support to accomplish the goals of the developed strategy. Emergency Support Function Matrix This Plan, with the ESF annexes that follow, assigns response and preparedness roles and responsibilities for city departments. Each department’s role is identified with the understanding that roles may change depending on the situation. Primary agencies have significant authorities, roles, resources, and capabilities for a particular function with a capability. Support agencies have specific capabilities or resources that support primary agencies in executive capabilities and other missions. This matrix identifies the Emergency Support Function (ESF) and the corresponding primary agency. Corresponding support agencies can be found within each ESF. AGENDA ITEM # 8. a) October 2023 23 Emergency Support Function Primary Agency ESF 1: Transportation Renton Public Works ESF 2: Communications, Information, and Warning Systems Renton Executive Services ESF 3: Public Works and Engineering Renton Public Works ESF 4: Firefighting Renton Regional Fire Authority ESF 5: Information and Planning Renton Executive Services ESF 6: Mass Care, Emergency Assistance, Housing and Human Services Renton Parks and Recreation ESF 7: Logistics Management and Resource Support Renton Executive Services ESF 8: Public Health and Medical Services Renton Regional Fire Authority / Public Health Seattle King County ESF 9: Search and Rescue Renton Police / Renton Regional Fire Authority ESF 10: Oil and Hazardous Materials Response Renton Regional Fire Authority ESF 11: Agriculture and Natural Resources Renton Parks and Recreation ESF 12: Energy Renton Public Works ESF 13: Public Safety and Security Renton Police ESF 14: Long-Term Recovery Renton Community and Economic Development ESF 15: External Affairs/Emergency Public Information Renton Executive Services RESPONSIBILITIES This plan assigns responsibilities to city departments related to preparedness, response, mitigation, continuity, and recovery. These responsibilities may vary depending on the scope and complexity of the situation. Departments are also responsible for complying with their responsibilities as defined in current Mutual Aid Agreements (MAA), Memorandums of Agreement (MOA), and Memorandums of Understanding (MOU). Role and Responsibilities of Elected Officials The city council’s overall role is to annually review policies and appropriate funds to allow the Emergency Management Director and staff to plan and implement an emergency management program. During an incident, the council will be advised of the response and recovery plan by the mayor, Incident Command department administrator or Renton Regional Fire Authority Chief, and/or the Emergency Management Director and/or coordinator and will be asked to provide input for the restoration of all city services. During an emergency, the mayor may authorize the imposition of required emergency powers, such as evacuation orders and bans, and may authorize necessary condemnations. AGENDA ITEM # 8. a) October 2023 24 Renton City Council may be presented with special legislation proposals to facilitate the disaster response or recovery and may be asked for special budget allocations accordingly. Role and Responsibilities of Policy Advisory Group The Policy Advisory Group, led by the mayor, and consisting of department administrators, the Communications Director, the Renton RFA Fire Chief, and others if so requested, will advise city council of policy-level decisions that require their direction and emergency legislative or budgetary actions, and will oversee the implementation of those decisions. The role of the Policy Advisory Group is to stay current on the most recent incident information from the Emergency Operations Center (EOC), inform one another of disaster conditions and implications for each department, and make necessary policy decisions related to operational challenges. Issues and conflicts that arise in an emergency should be handled at the lowest appropriate level of the incident organization. The Policy Advisory Group refers appropriate policy decisions to city council with recommendations for their action. The Policy Advisory Group’s role is to:  Recommend necessary policy decisions that require resolution by a jurisdiction executive head or legislative body, such as priorities for resource allocation; management of jurisdiction resources; clarification of command authority; suspension of functions; and programs of city government.  Provide guidance to incident managers and establish administrative objectives, including communicating legal and policy restraints, limitations on authority, political and social concerns, environmental issues, and cost considerations.  Provide guidance to Incident Commanders and PIOs regarding key messages to integrate into the overall public message.  Propose emergency budget actions if required for response and recovery, evaluate, and prioritize other department and city responses to balance them with future project needs to ensure adequate funding is provided to the disaster response.  Recommend the discontinuation of non-essential government operations, to keep employees off the roads and free up personnel and other resources for use in disaster response.  Provide a liaison to local, state, and congressional elected officials during and after a disaster to ensure appropriate assistance is brought to the local response effort and coordinate contacts to collect damage estimates and response costs. The Policy Advisory Group is initially assembled with full activation of the EOC or at the request of any Policy Advisory Group member. The Policy Advisory Group will convene at the appointed time at Renton City Hall 7th floor conferencing center, or other location deemed appropriate at the time. Role and Responsibilities of City Departments All city departments collaborate in the development and maintenance of the Comprehensive Emergency Management Plan (CEMP). The following responsibilities are not a comprehensive list but rather necessary responsibilities for mitigation, preparedness, response, and recovery AGENDA ITEM # 8. a) October 2023 25 from an incident. For complete roles and responsibilities for city departments, refer to the Emergency Support Function (ESF) annexes to this plan. Department Administrators At the direction of the Chief Administrative Officer, department administrators may be required to take the following steps:  Cancel scheduled employee leave.  Require personnel to work beyond normal shifts for an extended period.  Call back department personnel.  Alter normal organization structure to complete required tasks.  Reassign staff to their disaster assignments.  Suspend, reschedule, or restore normal operations. City of Renton City Attorney Department  Emergency powers and legislative review.  Legal support and advice. City of Renton Community and Economic Development Department  Agency coordination (Boeing, franchise utilities, contractors, and special purpose districts).  Food and water coordination (with vendors/supply chain).  Recovery coordination.  Damage assessment. City of Renton Court Services Department  Assist in procuring translation and interpreter services if needed. City of Renton Equity, Housing, and Human Services Department  Mass care services support.  Assessing and securing housing options.  Provide access to human services to support mass care needs. City of Renton Executive Services Department  Emergency management.  Communications and warning.  Emergency powers.  Continuity of government.  Intergovernmental coordination.  Policy Group coordination.  Request military support.  Public information.  EOC technical support. AGENDA ITEM # 8. a) October 2023 26 City of Renton Finance Department  Financial documentation.  Procurement.  Inventory records.  Cost recovery. City of Renton Human Resources and Risk Management Department  Staff reassignment.  Disaster claims.  Employee care. City of Renton Parks and Recreation Department  Provide shelter and mass care.  Transportation coordination for public needs.  Food and water coordination (direct delivery to populations in need).  Support integrated pet/human co-sheltering where possible.  Volunteer coordination. City of Renton Police Department  Public safety and security.  Evacuation.  Transportation accidents.  Public demonstrations/civil unrest.  Bomb threats.  Crime scene response.  Terrorism.  Weapons of mass destruction.  Pet sheltering and evacuation. City of Renton Public Works Department  Maintain transportation/evacuation routes.  Flood response.  Maintain city utility services.  Maintain communication systems.  Fleet maintenance.  Energy/fuel supply.  Maintain airport access and functionality. Renton Regional Fire Authority  Damage assessment.  Fire suppression.  Multiple/Mass Casualty Incidents.  Hazardous materials.  Search and Rescue.  Radiological incidents. AGENDA ITEM # 8. a) October 2023 27  Confined space.  Weapons of Mass Destruction.  Resource support. COMMUNICATIONS The principles of communications and information management, which support incident managers in maintaining a constant flow of information during an incident are (1) interoperability; (2) reliability, scalability, and portability; (3) resilience and redundancy; and (4) security. Information and intelligence management includes identifying Essential Elements of Information (EEI) to ensure personnel gather the most accurate and appropriate data, translate it into useful information, and communicate it with appropriate personnel. Each Emergency Support Function (ESF) annex to this plan includes EEIs to support communication and information management for incident response. Interoperable Communications Plans Federal National Emergency Communications Plan (NECP) The NECP is the Nation’s strategic plan for emergency communications that promotes communication and sharing of information across all levels of government, jurisdictions, disciplines, and organizations for all threats and hazards, as needed and when authorized. State The Alert and Warning Center (AWC) The AWC is a function of the State Emergency Operations Center (SEOC), which provides 24-hour, seven days a week coverage for notifications, alerts, and warnings of emergency events and incidents affecting Washington State. The AWC provides continuous situational monitoring during non-emergency periods as well as in times of disaster and emergency. Federal, state, local and tribal officials are then responsible for further dissemination or action as needed. The CEMNET (Comprehensive Emergency Management Network) radio system is monitored by the state, and the City of Renton has access to this radio network from the Renton EOC. Information Management Systems Washington State maintains information management systems, such as WebEOC, to manage emergencies and support public safety information sharing. The system provides the SEOC and local jurisdictions with a platform to receive, process, and manage information. The system is used as a gateway to share information and provide communications among county/city/EOCs, the SEOC, and state, federal, and local public safety entities. This information sharing allows authorized users to make informed decisions regarding public safety operations during disasters or emergencies and supports statewide collaboration. State Radio Amateur Civil Emergency Services (RACES) Plan AGENDA ITEM # 8. a) October 2023 28 RACES is an organization of dedicated licensed amateur radio volunteers who provide radio communications in support of state and local government agencies during times of an emergency or disaster. RACES provides essential communications and warning links to supplement state and local government assets during these emergency situations. Emergency Support Function 15 ESF 15: External Affairs and Emergency Public Information illustrates communicating with Limited English Proficient and Access and Functional Needs Populations. King County Communications Plans King County Emergency Operations Center/Regional Communications Center The King County EOC/RCC has 24-hour, seven days a week duty officer coverage for notifications, alerts, and warnings of emergency events and incidents affecting King County. King County maintains a plan and log of monthly radio checks conducted with cities in King County. Information Management Systems King County EOC/RCC maintains information management systems, such as WebEOC, to manage emergencies and support public safety information sharing. The system provides local jurisdictions with a platform to receive, process, and manage information. The system is used as a gateway to share information and provide communications among county/city/EOCs. This information sharing allows authorized users to make informed decisions regarding public safety operations during disasters or emergencies and supports countywide collaboration. King County Radio Amateur Civil Emergency Services (RACES) Plan RACES is an organization of dedicated licensed amateur radio volunteers who provide radio communications in support of state and local government agencies during times of an emergency or disaster. RACES provides essential communications and warning links to supplement state and local government assets during these emergency situations. ARES/RACES of King County has established predetermined local emergency frequencies for amateur radio volunteers to assist cities and the county during emergency operations. These frequencies are published at https://www.aresofkingcounty.org/resources/frequencies. Emergency Support Function 2 ESF 2: Communication, Information, and Warning Systems describes communications infrastructure, resources, and processes. This includes how emergency alerts are issued within the county, including access to the Wireless Emergency Alert, Emergency Alert System, and ALERT King County, and frameworks for interoperable communications between responders and EOCs. Emergency Support Function 15 ESF 15: External Affairs / Emergency Public Information illustrates communicating with the Limited English Proficient and Access and Functional Needs Populations. AGENDA ITEM # 8. a) October 2023 29 King County Inclusive Emergency Communication Plan (IECP) The King County IECP provides detailed plans and resources for communicating with Limited English Proficient and Access and Functional Needs Populations. City Communications Plans Emergency Support Function 2 ESF 2: Communication, Information, and Warning Systems describes communications infrastructure, resources, and processes. This includes how emergency alerts are issued within the county, including access to the Wireless Emergency Alert, Emergency Alert System, and ALERT Renton, and frameworks for interoperable communications between responders and EOCs. Emergency Support Function 15 ESF 15: External Affairs/Emergency Public Information illustrates communicating with the general public. Both ESF 2 and ESF 15 have LEP/AFN communication needs that are addressed in the IECP described below. The Renton Annex to the King County Integrated Emergency Communications Plan describes how the City of Renton would communicate with these populations and accommodate other languages in compliance with the law. City of Renton Annex to the King County Inclusive Emergency Communication Plan (IECP) The city’s Inclusive Emergency Communications Plan (IECP) outlines the City of Renton’s actions to safeguard all residents by making emergency communications accessible to all, including residents with limited English proficiency (LEP) and those with other Access and Functional Needs (AFN). In collaboration and coordination with other jurisdictions, public agencies, and community partners, the City of Renton will convey critical life- safety messages to all residents pursuant to RCW 38.52.070 inclusive emergency communication requirements. The city uses US Census Data to determine which LEP communities meet the statutory threshold of 1,000 residents or five percent of the city’s population. Based on this data, Renton translates public communications for Spanish, Vietnamese, Chinese (both Mandarin and Cantonese), Russian, and Ukrainian languages. The city supports regional coordination of life-safety messaging by maintaining contact information for Public Information Officers (PIOs) of neighboring jurisdictions, media contacts, translation services, and regional partners including the Trusted Partner Network; a group of volunteers who can assist in disseminating critical information to Renton residents, including LEP communities and those with other access and functional needs. AGENDA ITEM # 8. a) October 2023 30 It is understood that providing properly translated alerts and emergency information is crucial for life safety to LEP communities, and every effort will be made to provide such information in a timely manner. The city is committed to improving emergency communications to the public post incident. The effectiveness of communicating life safety information to the public will be evaluated through the city’s After-Action Report process which includes gathering data and notes from hot-washes, after-action meetings, and interviews. In the last review period, there were no technological limitations experienced in the issuance of emergency alerts that would affect the life and health safety of Limited English Proficiency (LEP) or Access and Functional Needs (AFN) populations. Communication Resources The City of Renton operates with the following list of communication resources: 800 MHz radio systems, VHF radios, CEMNET radio, amateur radios, weather radio (incoming only), landline telephones, cellular telephones, satellite telephones, fax machines, e-mail, internet, AM/FM radio (incoming only), television (incoming only), and social media. Amateur Radio During a disaster, or when normal communication methods are not in service, amateur radio operators may be the most reliable form of communications. Amateur radio equipment is located at Renton City Hall near the Police Watch Desk, at each fire station, the Public Works Shops, in the City Hall 7th floor conference center storage room, and the EOC. The city also has a Mobile Communications Response Unit (MCRU) which can be deployed to set up emergency communications in the field or in support of a backup EOC. In the event that all electronic communications are unavailable, a messenger or runner shall deliver messages to the EOC. The Renton Emergency Communication Service (RECS) is incorporated as a nonprofit 501(c)3 organization. They are a team of licensed amateur radio volunteers, established for the purpose of providing emergency communications for the City of Renton and its service area during events which overwhelm existing communications resources. ADMINISTRATION Documentation The Governor, Washington Military Department, Emergency Management Division (EMD), and other governmental officials require information concerning the nature, magnitude, and impact of a disaster or emergency. This information allows for evaluating and providing the most efficient and appropriate distribution of resources and services during the response to and AGENDA ITEM # 8. a) October 2023 31 recovery from a disaster or emergency. State agencies, local jurisdictions, and other organizations provide these reports, including but not limited to:  Situation reports  Requests for proclamations of emergency  Requests for assistance  Costs/expenditures reports  Damage assessment reports  After-Action Reports Retention Records will be kept in such a manner to separately identify incident-related expenditures and obligations from general programs and activities of local jurisdictions or organizations. Complete and accurate records are necessary to document requests for assistance, for reimbursement under approved applications pertaining to declared emergencies or major disasters, and for audit reports. Preservation Local government offices may coordinate the protection of their essential records with the state archivist as necessary to provide continuity of government under emergency conditions pursuant to RCW 40.10.010. It is the responsibility of each department to establish policies for the identification, preservation, and retention of essential records. FINANCE Local Local jurisdictions requesting assistance should assume the resources requested will need to be paid out of local funding. Local jurisdictions may incur disaster-related obligations and expenditures in accordance with the provisions of RCW 38.52.070(2), applicable state statutes, and local codes, charters, and ordinances, which may include but are not limited to the following:  Emergency expenditures for cities with populations less than 300,000 RCW 35.33.081.  Emergency expenditures for towns and cities with an ordinance providing for a biennial budget. RCW 35.33.081.  Emergency expenditures for code cities. RCW 35A.33.080 and RCW 35A.34.140.  Emergency expenditures for counties. RCW 36.40.180. Federal The Federal Emergency Management Agency (FEMA) requires that state and local governments receiving federal financial assistance under the Stafford Act comply with FEMA’s rules AGENDA ITEM # 8. a) October 2023 32 prohibiting discrimination, as provided in 44 Code of Federal Regulation (CFR) § 206.11. As a result of this federal requirement, state and local governments seeking to receive federal disaster assistance will follow a program of non-discrimination and incorporates FEMA’s Whole Community approach. This requirement encompasses all state and local jurisdiction actions to the Federal/State Agreement. All personnel carrying out federal major disaster or emergency assistance functions, including the distribution of supplies, the processing of applications, and other relief and assistance activities, shall perform their work in an equitable and impartial manner, without discrimination on the grounds of race, religion, sex, color, age, economic status, physical and sensory limitations, Limited English Proficiency (LEP), or national origin. As a condition of participation in the distribution of assistance or supplies under the Stafford Act, government bodies and other organizations shall provide a written assurance of their intent to comply with regulations relating to nondiscrimination promulgated by the President or the administrator of the Federal Emergency Management Agency (FEMA), and shall comply with such other regulations applicable to activities within an area affected by a major disaster or emergency as the administration of FEMA deems necessary for the effective coordination of relief efforts. The Pets Evacuation and Transportation Standards (PETS) Act amends the Robert T. Stafford Disaster Relief and Emergency Assistance Act. The PETS Act is operational when a federal disaster declaration is made and can provide reimbursement for allowable, documented services used in the declared emergency. Eligible costs related to pet evacuations and sheltering are in FEMA’s Public Assistance Program and Policy Guide (PAPPG). Incurred Costs The Renton Finance Department will follow guidelines for the FEMA process for reimbursement of disaster-related expenses and with the assistance of the Emergency Management Division of the Executive Services Department, coordinate the reimbursement process with other departments as needed. Cost Recovery Disaster-related expenditures and obligations of state agencies, local jurisdictions, and other organizations may be reimbursed under a number of federal programs. The federal government may authorize reimbursement of approved costs for work performed in the restoration of certain public facilities after a major disaster declaration by the President of the United States under the statutory authority of certain federal agencies. Federal Assistance Programs Public Assistance (PA) Program FEMA's Public Assistance (PA) grant program provides federal assistance to government organizations and certain private nonprofit (PNP) organizations following a Presidential disaster declaration. PA provides grants to state, tribal, territorial, and local AGENDA ITEM # 8. a) October 2023 33 governments, and certain types of PNP organizations so that communities can quickly respond to and recover from major disasters or emergencies. Through the program, FEMA provides supplemental federal disaster grant assistance for debris removal, life- saving emergency protective measures, and the repair, replacement, or restoration of disaster-damaged publicly owned facilities, and the facilities of certain PNP organizations. The PA program also encourages the protection of these damaged facilities from future events by providing assistance for hazard mitigation measures during the recovery process. The federal share of assistance is not less than 75 percent of the eligible cost. The Recipient (usually the state) determines how the non-federal share (up to 25 percent) is split with the subrecipients (eligible applicants). Individual Assistance Program FEMA provides assistance to individuals and households through the Individual Assistance Program, which includes all of the following:  Mass Care and Emergency Assistance (MC/EA)  Crisis Counseling Assistance and Training Program (CCP)  Disaster Unemployment Assistance (DUA)  Disaster Legal Services (DLS)  Disaster Case Management (DCM)  Individuals and Households Program (IHP). IHP is comprised of two categories of assistance: Housing Assistance (HA) and Other Needs Assistance (ONA) Other Assistance Programs Small Business Administration (SBA) Programs. The SBA offers low-cost loans for eligible applicants to use funds to cover economic losses from business interruption, meet payroll, cover other business expenses, mitigate against future disasters, replace, or repair personal or business property, or their primary residence or business. State Assistance Programs Public Assistance (PA) Program The Public Assistance (PA) State Administrative Plan (SAP) provides procedures used by the Military Department, Emergency Management Division staff (as Grantee) to administer the Public Assistance Program. Audits of state and local jurisdiction emergency expenditures will be conducted in the normal course of state and local government audits. Audits of projects approved for funding with federal disaster assistance funds are necessary to determine the eligibility of the costs claimed by the applicant. Individual Assistance (IA) and Other Needs Assistance (ONA) Programs The Individual Assistance (IA) State Administrative Plan (SAP) for the Other Needs Assistance (ONA) Program is used by the State Emergency Management Division staff (as Grantee) to administer the Individual Assistance Program. The IA SAP sets forth the AGENDA ITEM # 8. a) October 2023 34 organization, staffing, and procedures for the administration of the Individuals and Households Program, Other Needs Assistance, in Washington State after a major disaster declaration by the President. LOGISTICS AND RESOURCE MANAGEMENT NIMS Resource Management NIMS resource management guidance enables many organizational elements to collaborate and coordinate to systematically manage resources—personnel, teams, facilities, equipment, and supplies. Most jurisdictions or organizations do not own and maintain all the resources necessary to address all potential threats and hazards. Therefore, effective resource management includes leveraging each jurisdiction’s resources, engaging private sector resources, involving volunteer organizations, and encouraging further development of mutual aid agreements. Specialized Resources Resource typing defines and categorizes incident resources by capability. Resource typing definitions establish a common language for discussing specialized resources by defining minimum capabilities for personnel, teams, facilities, equipment, and supplies. Resource typing enables communities to plan for, request, and have confidence that the resources they receive have the capabilities they requested. FEMA leads the development and maintenance of resource typing definitions for resources shared on a local, interstate, regional, or national scale. Jurisdictions can use these definitions to categorize local assets. Emergency Worker Program / Liability Protection RCW 38.52 authorizes the use of emergency workers as outlined in state law. "Emergency Worker" is defined in RCW 38.52.010(7), while provisions addressing the registration, use, classification, and coverage of emergency workers are addressed by RCW 38.52.180, RCW 38.52.310, and WAC 118.04. The Emergency Management program maintains paperwork and processes for proper registration of emergency workers. Procurement and Resource Requesting Authorities and Overview The Washington Intrastate Mutual Aid System (WAMAS), established in RCW 38.56, provides for in-state mutual assistance among member jurisdictions, including every county, city, and town of the state. Out-of-state mutual aid resources are requested through the Emergency Management Assistance Compact (EMAC), established in Public Law 104-321, or the Pacific Northwest Emergency Management Arrangement (PNEMA), established in Public Law 105-381, both coordinated through Washington Emergency Management Division. AGENDA ITEM # 8. a) October 2023 35 Methods Resource requests are tracked throughout their entire life cycle, from the time submitted, until filled (if consumable) or until the resource is demobilized and returned (if non-consumable). Supply chain elements, such as state and local staging areas, reception and integration centers, movement coordination centers, and movement control points, activate as appropriate to the situation. State and local staging areas serve as temporary storage areas for the movement of resources to affected areas. Reception and integration centers provide reception, integration, onward movement, and accountability for out-of-state resources. Resources should deploy only when appropriate authorities request and dispatch them through established resource management systems. Resources that authorities do not request should refrain from spontaneous deployment to avoid overburdening the recipient and compounding accountability challenges. Demobilization Demobilization should be a planned and coordinated effort with the Department Operations Centers (DOC), Emergency Operations Center (EOC), and all other involved departments and agencies. Demobilization planning should begin when an incident begins. Resource Gaps Comprehensive and integrated planning can help other levels of government plan their response to an incident within a jurisdiction. By knowing the extent of the jurisdiction’s capability, supporting planners can pre-identify shortfalls and develop pre-scripted resource requests. DEVELOPMENT AND MAINTENANCE Core Planning and Development Team Planning Process Planning is a continuous process that does not stop when the plan is published. The planning team develops a rough draft of the basic plan or annexes. As the planning team works through successive drafts, they add necessary tables, charts, and other graphics. The team prepares a final draft and circulates it for comment to organizations that have responsibilities for implementing the plan. The written plan should be checked for its conformity to applicable regulatory requirements and the standards of Federal or state agencies and for its usefulness in practice. Once validated, the planning team presents the plan to the appropriate officials for signature and promulgation. The promulgation process should be based on a specific statute, law, or ordinance. Once approved, the planner should arrange to distribute the plan to stakeholders who have roles in implementing the plan. AGENDA ITEM # 8. a) October 2023 36 The Plan must be updated with new planning and policy goals and objectives in order to remain current. Updates to the Plan will occur at a minimum of every five years. The CEMP will be available to the public through the revision process in a public input process both in person and online. Additionally, the completed CEMP will be available to the public online through the City of Renton’s website. Review Process Commonly used criteria can help decision-makers determine the effectiveness and efficiency of plans. These measures include adequacy, feasibility, and acceptability. Decision-makers directly involved in planning can employ these criteria, along with their understanding of plan requirements, not only to determine a plan’s effectiveness and efficiency but also to assess risks and define costs. Adequacy – a plan is adequate if the scope and concept of planned operations identify and address critical tasks effectively; the plan can accomplish the assigned mission while complying with the guidance; and the plan’s assumptions are valid, reasonable, and comply with the guidance. Feasibility – a plan is feasible if the organization can accomplish the assigned mission and critical tasks by using available resources within the time contemplated by the plan. The organization allocates available resources to tasks and tracks the resources by status (e.g., assigned, out of service). Available resources include internal assets and those available through mutual aid or through existing state, regional, or Federal assistance agreements. Acceptability – a plan is acceptable if it meets the requirements driven by a threat or incident, meets decision-maker and public cost and time limitations, and is consistent with the law. The plan can be justified in terms of the cost of resources and if its scale is proportional to mission requirements. Planners use both acceptability and feasibility tests to ensure that the mission can be accomplished with available resources without incurring excessive risk regarding personnel, equipment, material, or time. They also verify that risk management procedures have identified, assessed, and applied control measures to mitigate operational risk (i.e., the risk associated with achieving operational objectives). Compliance – the plan should comply with guidance and doctrine to the maximum extent possible because these provide a baseline that facilitates both planning and execution. Revisions Plans should evolve as lessons are learned, new information and insights are obtained, and priorities are updated. Evaluating the effectiveness of plans involves a combination of training events, exercises, and real-world incidents to determine whether the goals, objectives, decisions, actions, and timing outlined in the plan led to a successful response. Planning teams should establish a process for reviewing and revising the plan. AGENDA ITEM # 8. a) October 2023 37 Reviews should be a recurring activity. In no case should any part of the plan go for more than two years without being reviewed and revised. Changes to any part of the plan may be minor (small edits that do not impact the Emergency Management Program processes and/or roles and responsibilities) or major (significant modifications to processes and/or roles and responsibilities) in nature. Minor, administrative changes do not require signature and promulgation. All substantive changes will be briefed to the Executive Leadership Team, Renton Emergency Management Division, the Emergency Management Group, and any staff who may have a part in disaster response. Substantive changes will require a readoption of that section of the plan by the city council. Renton Emergency Management is ultimately responsible for updates and changes to the CEMP and will submit a revised CEMP to the Washington State Emergency Management Division and Renton city council for approval and formal adoption. The Emergency Management Director shall promulgate the revised CEMP through a signed letter to all city department administrators, and the Renton Emergency Management Division will promulgate the revised CEMP elements to all known stakeholders through communication and training efforts. Planning Committee The Emergency Management Director for the city shall maintain an ongoing Emergency Management Group. The Emergency Management Group shall consist of personnel from the following:  Executive Services Department  City Attorney Department  Community and Economic Development Department  Court Services  Equity, Housing, and Human Services Department  Finance Department  Human Resource and Risk Management Department  Parks and Recreation Department  Police Department  Public Works Department  Renton Regional Fire Authority  Other community partners when appropriate Departments with divisions or sections with significant variations in responsibilities and expertise may find it necessary to send more than one representative to adequately contribute to overall emergency management planning, training, and exercising. The Emergency Management Group should also participate in the planning for, at a minimum, an annual emergency management exercise that exercises the plan and includes all appropriate city departments and partner agencies. The Emergency Management Group is charged with contributing to overall emergency planning for the city. The Emergency Management Group is responsible for contributing to the continued development and readiness of the EOC. The Emergency AGENDA ITEM # 8. a) October 2023 38 Management Group shall ensure that this plan is consistent with the King County Comprehensive Emergency Management Plan, the Regional Coordination Framework, the Puget Sound Regional Catastrophic Disaster Coordination Plan, and the Washington State Comprehensive Emergency Management Plan. Training and Exercise Program Through the implementation of the Homeland Security Exercise and Evaluation Program (HSEEP), organizations can use training and exercises to improve current and required Core Capability levels, identify gaps, and overcome shortfalls. A Capabilities Assessment provides a gap analysis, by Core Capability, for each desired outcome and capability target; each of the Homeland Security Regions is required to complete an assessment. The City of Renton contributes to the assessment for Homeland Security Region 6. After the Capabilities Assessment is completed, it is referenced to determine the priority capabilities for training and exercise planned activities and should be coordinated with the Training and Exercise Plan (TEP) of the state. Training Program The City of Renton maintains a roster of Disaster Assignments for all city employees who may be called to assist in an appropriately skilled position other than their primary role during a response. To understand this obligation, staff must take ICS 100 and ICS 700, which are available online. Some staff are also required to take ICS 200, 300, 400, and 800. Additional training may be required for certain disaster assignments and is specified in the Disaster Assignment document maintained by Renton Emergency Management. Exercise Program Applying the following principles to both the management of an exercise program and the execution of individual exercises is critical to the effective examination of capabilities:  Capability-based, Objective Driven – through HSEEP, organizations can use exercises to examine current and required core capability levels and identify gaps; exercises focus on assessing performance against capability-based objectives.  Whole Community Integration – encourage exercise planners to engage the whole community throughout exercise program management, design and development, conduct, evaluation, and improvement planning.  Informed by Risk – identifying and assessing risks and associated impacts helps organizations identify priorities, objectives, and core capabilities to be evaluated through exercises. To comply with Emergency Management Performance Grant requirements, the City of Renton plans to conduct an annual exercise to HSEEP standards if no disaster has impacted the jurisdiction during the Integrated Planning and Preparedness calendar year of planning, training, and exercises. AGENDA ITEM # 8. a) October 2023 39 After-Action Reporting The After-Action Report (AAR) summarizes key exercise-related evaluation information, including the exercise overview and analysis of objectives and core capabilities; however, the AAR can also be used to capture and analyze key incident-related information throughout the phases of an incident. The AAR should include an overview of performance related to each exercise objective and associated core capabilities while highlighting strengths and areas for improvement. Upon completion, the exercise evaluation team provides the draft AAR to the exercise sponsor, who distributes it to participating organizations prior to drafting a formal AAR. The Emergency Management Group will aid in the draft of the Improvement Plan and Corrective Action Items before submitting the AAR and IP to the Executive Leadership Team for review. ELT will review and confirm items for further action. All impacted city departments will participate in an After-Action Meeting (AAM), to include lessons learned and areas for improvement (IP – Improvement Plan), and as soon as possible for review after an incident. The details and conclusions from the AAM will inform the After-Action Report to improve response to incidents. Corrective Actions Corrective actions are concrete, actionable steps that are intended to resolve capability gaps and shortcomings identified in exercises or real-world events. In developing corrective actions, Renton Emergency Management and involved departments should first review and revise the draft AAR, as needed, to confirm that the issues identified by evaluators are valid and require resolution. The reviewer then identifies which issues fall within their organization’s authority and assume responsibility for acting on those issues. Finally, they determine an initial list of appropriate corrective actions to resolve identified issues. Maintenance and Availability Emergency Management may revise the Renton CEMP including ESFs and other Annexes at a minimum of every five years from the date of last publication. The current Renton CEMP may be available to the public through the City of Renton’s public facing website. Monitoring Changes in Law Renton Emergency Management monitors updates from the State and King County regarding changes in legal requirements for the program. The city also retains a lobbyist who monitors and advocates for the city’s position in all matters that are addressed by the State Legislature. The Deputy Chief Administrative Officer may brief the Emergency Management Director on any city council ordinances or other legislation changes relevant to the program. AUTHORITIES AND REFERENCES Continuity of Government AGENDA ITEM # 8. a) October 2023 40 Emergency Interim Successors for Elected Officials RCW 42.14.070 provides that the legislative authority shall adopt rules and regulations providing for appointment of temporary interim successors to the elected and appointed offices of the city. During the emergency, for a period of less than 30 days, the council president shall automatically assume the authority and duties of the mayor when the mayor is unavailable. If both the mayor and council president are unavailable during an emergency or disaster, the city council president pro-tem will serve in the role of mayor. City Council Meeting Location Chapter 42.14 of the RCW provides that in the event of an emergency the city council may meet at any place within or outside the territorial limits of the city on the call of the Renton Council President or any two members of the governing body and shall lawfully conduct the city’s affairs for the duration of the emergency. In the event that the Renton City Council Chambers are uninhabitable or if the mayor deems it desirable, the city council may meet at any place within or outside the city limits. In the event that a special meeting of the council is called, the Council Liaison, in communication with the city clerk, is primarily responsible for coordinating the notification of each council member and notifying the public as soon as practical. The Communications Director or designated Public Information Officer (PIO) shall work with the Council Liaison and city clerk to notify the media and to complete the public posting of the meeting. Circumstances may necessitate that city government will not be able to meet normal posting requirements for emergency Council meetings. Emergency Interim Successor for the Chief Administrative Officer If the Chief Administrative Officer is unavailable during an emergency, the Deputy Chief Administrative Officer shall fulfill the responsibilities of that role. If both the CAO and the Deputy CAO are unavailable during an emergency, the person specified in the city’s Continuity Plan shall fulfill the responsibilities of that role. Emergency Interim Successors for Appointed Officials If the department administrator is unavailable during an emergency, the Continuity Plan will identify the interim successor. If the interim successor of a city department is unavailable, the department administrator will have a further designee to fulfill the responsibilities of that role and direct the actions of each department. If no identified successor is available to fulfill the role of the department administrator, the Chief Administrative Officer of their delegate may appoint another person at their discretion. For all other essential roles within the city, the interim successor will be designated by the city’s Continuity Plan. In the event no further successors are identified in the AGENDA ITEM # 8. a) October 2023 41 Continuity Plan, the position in authority over that role will appoint an interim successor. These authorities should be clearly communicated in writing within the department and to the personnel of that department. Governing Laws and Authorities • The City of Renton Comprehensive Emergency Management Plan has been developed and is maintained under the following authorities: State Revised Code of Washington (RCW) o 35.33.081, Emergency Expenditures – Nondebatable Emergencies o 35..33.101, Emergency Warrants o 38.52, Emergency Management o 38.56, Intrastate Mutual Aid System o 39.34, Interlocal Cooperation Act o 39.04.280, Competitive Bidding Requirements - Exemptions o 49.60.400 Discrimination, Preferential Treatment Prohibited • Washington Administrative Code (WAC) o 118-04, Emergency Worker Program o 118-30, Local Emergency Management/Services Organizations, Plans and Programs o 296-62, General Occupational Health Standards • Federal Public Law o 93-342, Disaster Relief Act of 1974, as amended by Public Law 100-707, the Robert T. Stafford Disaster Relief and Emergency Assistance Act. o 96-342, Improved Civil Defense Act of 1980, as amended. o “Federal Civil Defense Act of 1950," as amended. o 99-499, Superfund Amendments and Reauthorization Act of 1986. Glossary Definitions Term Definition After Action Report (AAR) A narrative report that presents issues found during an incident or exercise along with recommendations on how those issues can be resolved. ALERT King County, ALERT Renton A mass notification system utilized to send emergency notifications to the public via phone, text, email, or TTY/TDD. Amateur Radio Emergency Service (ARES) The American Radio Relay League (ARRL) public service arm for providing support primarily to non-government agencies during an emergency. AGENDA ITEM # 8. a) October 2023 42 Term Definition American Red Cross (ARC) Non-profit organization that provides support of mass care, sheltering, communication, and other services in times of disaster. Relies on volunteers to carry out operations. Annex The purpose of an annex is to describe operations for a particular function. It defines the function and shows how activities of various participants in the functional organization are coordinated. The annex is action oriented. It is written for, and preferably by, the person responsible for controlling resources available to accomplish the objectives of the function in any large-scale emergency. It is a substantial, freestanding plan that is specific to carry out a task. Appendix An appendix contains details, methods, and technical information that are unique to specific hazards identified as being likely to pose a threat of disaster in the community. Appendices are supplementary, helper documents, frequently changing but without specific direction. Area Command An organization established to oversee the management of (1) multiple incidents that are each being handled by an ICS organization, or (2) large or multiple incidents too which several Incident Management Teams have been assigned. Area command has the responsibility to set overall strategy and priorities, allocate critical resources according to priorities, ensure that incidents are properly managed, and ensure that objectives are met, and strategies followed. May be established at an EOC or some location other than an ICP. Command Staff The Command Staff consists of the Safety Officer, Liaison Officer, and Public Information Officer, who report directly to the Incident Commander. Communications Unit In Incident Command structure, responsible for providing communication services at an incident, whether it be by phone, in person, radio, etc.… Competitive Bidding - Waived If an emergency exists, the person or persons designated by the governing body of the municipality to act in the event of an emergency may declare an emergency situation exists, waive competitive bidding requirements, and award all necessary contracts on behalf of the municipality to address the emergency situation. If a contract is awarded without competitive bidding due to an emergency, a written finding of the existence of an emergency must be made by the governing body or its designee and duly entered of record no later than two weeks following the award of the contract. (Defined in RCW 38.04.280). Comprehensive Emergency Management Network (CEMNET) Dedicated 2-way Very High Frequency (VHF) low-band radio system. Provides direction and control capability for state and local jurisdictions for administrative use, and during an emergency or disaster. This is an emergency management net belonging to and AGENDA ITEM # 8. a) October 2023 43 Term Definition managed by the Washington State Military Department, Emergency Management Division. Comprehensive Emergency Management Plan (CEMP) A required plan which addressed the mitigation, preparation, response, and recovery activities associated with emergency situations. Concept of Operations (CONOPS) User-oriented document that describes the characteristics for a proposed asset or system from the viewpoint of any individual or organizational entity that will use it in their daily work activities or who will operate or interact directly with it. Continuity Plan An internal effort within individual components of a government to ensure the capability exists to continue essential functions across a wide range of potential emergencies. Continuity of Government (COG) Measure taken by a government to continue to perform required functions during and after a severe emergency. COG is a coordinated effort within each branch of the government to continue its minimum essential responsibilities in a catastrophic emergency. Damage Assessment The process of determining the magnitude of damage and the unmet needs of the community as the result of a hazardous event. Debrief/Debriefing A meeting held after an event or disaster to discuss what happened, lessons learned, and what may or may not be shared with the public. Delegated Authority An official mandate calling on the individual holding a specific position to assume responsibilities and authorities not normally associated with that position when specified conditions are met. Direction and Control Defines the management of emergency response and recovery. Disaster Assessment An event, expected or unexpected, in which a community's available, pertinent resources are expended, or the need for resources exceeds availability, and in which a community undergoes severe danger, incurring losses so that the social or economic structure of the community is disrupted and the fulfillment of some or all of the community's essential functions are prevented. Duty Officer Generally, refers to the person designated to intake and assess emergency events one 24/7 basis. Emergency A sudden, usually unexpected event that does or could do harm to people, resources, property, or the environment. Emergencies can range from localized events to human, natural, or technological events that damage or threaten to damage local operations. AGENDA ITEM # 8. a) October 2023 44 Term Definition Emergency Alert System (EAS) A federally mandated program established to enable the President, federal, state, and local jurisdiction authorities to disseminate emergency information to the public via the Commercial Broadcast System. Formerly known as the Emergency Broadcast System (EBS), it requires broadcaster to relay emergency information. This system is for immediate action emergencies where the public needs to be informed. Emergency Management The preparation for and the carrying out of all emergency functions to mitigate, prepare for, respond to, a recover from emergencies and disasters, to aid victims suffering from injury or damage resulting from disasters caused by all hazards, whether natural or technological, and to provide support for search and rescue operations for persons and property in distress. Emergency Management Assistance Compact (EMAC) Agreements that provide for jurisdictions in different states to provide resources or other support to one another during an incident. Emergency Management Director The Individual within each political subdivision that has coordination responsibility for jurisdictional emergency management. Emergency Management Division (EMD) Washington State Emergency Management Division, responsible for coordinating state-wide emergency management activities. Emergency Medical Services (EMS) Emergency Medical Services provides care to the sick and injured at the scene of any medical emergency or while transporting any patient in an ambulance to an appropriate medical control, including ambulance transportation between medical facilities. It commonly includes trained and licensed emergency care providers and specialized transportation vehicles Emergency Operations Center (EOC) A central location from which overall direction, control, and coordination of a single community's response to a disaster will be established. The EOC is generally equipped and staffed to perform the following functions: collect, record, analyze, display, and distribute information; coordinate public information and warning; coordinate government emergency activities; support first responders by coordinating the management and distribution of information and resources and the restoration of services; conduct appropriate liaison and coordination activities with all levels of govern Emergency Operations Center Director The staff person assigned to manage the EOC during an activation or exercise. Emergency Proclamation A statement by a top official in a jurisdiction that identifies the nature of an emergency and impacts upon the jurisdiction and authorizes the suspension of normal operations or rules in order to manage the emergency. AGENDA ITEM # 8. a) October 2023 45 Term Definition Emergency Support Function The grouping of government capabilities into an organizational structure to provide support, resources, program implementation, and services that are most likely needed to save lives, protect property and the environment, restore essential services, and critical infrastructure, and help victims and communities recovery from incidents. Emergency Work Work that must be done immediately to save lives and to protect improved property and public health and safety to avert or lessen the threat of a major disaster Emergency Worker Emergency worker means any person, including but not limited to, an architect registered under Chapter 18.08 RCW, a professional engineer registered under Chapter 18.43 RCW, or a volunteer registered under RCW 38.52/WAC 118.04 who is registered with a local emergency management organization for the purpose of engaging in authorized emergency management activities or is an employee of the state of Washington or any political subdivision thereof who is called upon to perform emergency management activities. Essential Functions Those functions, stated or implied, that jurisdictions are required to perform by statute or executive order or are otherwise necessary to provide vital services, exercise civil authority, maintain the safety and well-being of the general populace, and sustain the industrial/economic base in an emergency. Essential Operations Those operations, stated or implied, that state departments and local jurisdictions are required to perform by stature or executive order or are otherwise deemed necessary. Essential Personnel Staff of the department or jurisdiction that are needed for the performance of the organization’s mission-essential functions. Evacuation A protective action which involves leaving an area of risk until the hazard has passed. Event A planned, non-emergency activity. ICS can be used as the management system for a wide range of events, e.g., parades, concerts, or sporting events Facility Any publicly or privately owned building, works, system, or equipment built or manufactured, or an improved and maintained natural feature. Land used for agricultural purposes is not a facility. Federal Disaster Declaration See Presidential Declaration. Federal Emergency Management Agency (FEMA) Agency created in 1979 to provide a single point of accountability for all federal activities related to disaster mitigation and emergency preparedness, response, and recovery. FEMA provides technical advice and funding for state and local emergency management agencies, manages the President’s Disaster Relief Fund, and coordinates the disaster assistance activities of all federal agencies in the event of a Presidential Disaster Declaration. AGENDA ITEM # 8. a) October 2023 46 Term Definition Finance Section Chief Responsible for all costs and financial/administrative considerations of the incident. Part of the Command and General Staff, reporting to the Incident Commander. Finance/Administration Section Responsible for all costs and financial/administrative considerations of the incident. Section Chief reports directly to the Incident Commander. First Responders Those in occupations that require they respond immediately to an emergency event. Example: firefighters, law enforcement officers, emergency medical services personnel, public works. Government Emergency Telecommunications Service (GETS) A service providing priority access telephone dialing during circuit overload conditions. Governor's Proclamation of a State of Emergency A proclamation by the Governor in accordance with RCW 43.06 and 38.52 which activates the State of Washington Comprehensive Emergency Management Plan and authorizes State resources to be used to assist affected political jurisdictions. Hazard Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome. Hazard Identification and Vulnerability Analysis (HIVA) The HIVA is a comprehensive plan that is the result of a systematic evaluation of a jurisdiction’s existing natural and technological hazards. It includes a vulnerability assessment to such hazards and provides guidance for mitigation efforts. Hazard Mitigation Any measure that will reduce or prevent the damaging effects of a hazard. Hazmat Hazardous Materials. Hazmat Team Team with specialized training to respond to hazardous materials incidents. Incident An occurrence or event, either human-caused or natural phenomena, that requires action by emergency services personnel to prevent or minimize loss of life or damage to property and/or the environment. Incident Action Plan (IAP) The strategic goals, tactical objectives, and support requirements for the incident. All incidents require an action plan. Incident Command Post (ICP) A centralized base of operations established near the site of an incident. That location at which primary command functions are executed; usually collated with the incident base. Incident Command System (ICS) The combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure for the purpose of coordinating the response to any event. An all-hazard, on-scene functional management system that establishes common standards in organization, terminology, and procedures, provides a means (unified command) for the AGENDA ITEM # 8. a) October 2023 47 Term Definition establishment of a common set of incident objectives and strategies during multi-agency/multi-jurisdiction operations while maintaining individual agency/jurisdiction authority, responsibility, and accountability, and which is a component of the National Interagency Incident Management Systems (NIMS). An equivalent and compatible all-hazards, on-scene, functional management system. Incident Commander (IC) The individual responsible for the management of operations at the scene of an incident. Incident Period The time spend during which an incident or event occurs Incidents of National Significance Those high-impact events that require a coordinated and effective response by an appropriate combination of Federal, State, local, tribal, private sector, and nongovernmental entities in order to save lives, minimize damage, and provide the basis for long-term community recovery and mitigation activities. All Presidential declared disasters are considered Incidents of National Significance. Individual Assistance (IA) ) Supplementary Federal assistance available under the Stafford Act to individuals, families, and businesses; includes disaster housing assistance, unemployment assistance, grants, loans, legal services, crisis counseling, tax relief, and other services or relief programs. Integrated Public Alert & Warning System (iPAWS) It is a modernization and integration of the nation’s alert and warning infrastructure. Provides public safety officials with an effective way to alert and warn the public about serious emergencies using EAS, WEA, NOAA, and other public alerting systems from a single interface. Interoperable Communications Alternate communications that provide the capability to perform minimum essential departmental or jurisdictional functions, in conjunction with other agencies, until normal operations can be resumed. Joint Information Center (JIC) A facility that may be used by affected utilities, state agencies, counties, local jurisdictions, and/or federal agencies to jointly coordinate the public information function during all hazard incidents. May also be conducted virtually. Liaison Officer The point of contact for assisting or coordinating agencies. Local Emergency Planning Committee (LEPC) A local planning group appointed by the State Emergency Response Commission (SERC) to fulfill the planning requirements for a Local Planning District under the Superfund Amendments and Reauthorization Act (SARA) of 1986. As the planning body for preparing local hazardous materials plans. AGENDA ITEM # 8. a) October 2023 48 Term Definition Local Resources The combined resources, of the type needed to respond to a given hazardous event, of the city and of the private sector. In any request for state or federal resources, the requesting jurisdiction must certify that local resources have been, or soon will be, exhausted. Logistics Chief In the incident command structure, responsible for resource management and responding to resource requests. Oversees Logistics Section. Reports directly to the Incident Commander. Logistics Section In Incident Command structure, responsible for providing facilities, services, and materials for an incident or event. Major Disaster As defined in the Stafford Act, "Any natural catastrophe (including any hurricane, tornado, storm, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, or drought), or, regardless of cause, any fire, flood, or explosion in any part of the United States, which in the determination of the President causes damage of sufficient severity and magnitude to warrant major disaster assistance under this Act to supplement the efforts and available resources of states, local governments, and disaster relief organizations in alleviating the damage, loss, hardship, or suffering caused thereby." Message Controller A volunteer or staff member charged with recording and distributing paper-based messages in the EOC or public call center. Message Distributors In the Incident Command structure, responsible for routing information about resources reporting to the incident, resource status, and administrative and tactical traffic. Military Department Refers to the Emergency Management Division, the Army and Air National Guard, and Support Services. Mitigation Any sustained actions taken to eliminate or reduce the degree of long-term risk to human life, property, and the environment from natural and technological events. Mitigation assumes our communities are exposed to risks whether or not an emergency occurs. Mitigation measures include but are not limited to building codes, disaster insurance, hazard information systems, land use management, hazard analysis, land acquisition, monitoring and inspection, public education, research, relocation, risk mapping, safety codes, statutes and ordinances, tax incentives and disincentives, equipment or computer tie downs, and stockpiling emergency supplies. Multi-Agency Coordination (MAC) A system by which multiple agencies coordinate response and limited resources. AGENDA ITEM # 8. a) October 2023 49 Term Definition Mutual Aid Agreement (MAA) A formal or informal agreement for reciprocal assistance for emergency services and resources between jurisdictions. National Incident Management System A set of national principles expressly adopted by the City of Renton for use in this plan and the management of future events. NIMS provides a systematic, proactive approach guiding government agencies at all levels, non-government organizations, and the private sector to work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life or property and harm to the environment. This system ensures that those involved in incident response/recovery understand what their roles are and have the tools they need to be effective. National Incident Management System (NIMS) A concept that provides for a total approach to all risk incident management; NIMS addresses the Incident Command System (ICS), training, qualifications and certification, publications management, and supporting technology. NIMS outlines a standard incident management organization called Incident Command System (ICS) that establishes five functional areas-- command, operations, planning, logistics, and finance/administration--for management of all major incidents. To ensure further coordination and during incidents involving multiple jurisdictions or agencies, the principle of unified command has been universally incorporated into NIMS. This unified command not only coordinates the efforts of many jurisdictions, but provides for and assures joint decisions on objectives, strategies, plans, priorities, and public communications. National Response Framework (NRF) The plan that establishes the basis for the provision of federal assistance to a state and the local jurisdiction impacted by a catastrophic or significant disaster or emergency that result in a requirement for federal response assistance. National Warning System (NAWAS) The federal portion of the Civil Defense Warning System, used for the dissemination of warnings and other emergency information from the National or FEMA Region Warning Centers to Warning Points in each state. Also used by the State Warning Points to disseminate information to local Primary Warning Points. Provides warning information to state and local jurisdictions concerning AGENDA ITEM # 8. a) October 2023 50 Term Definition severe weather, earthquake, flooding, and other activities affecting public safety. Non-Essential Personnel Staff of the department or jurisdiction who are not required for the performance of the organization's mission-essential functions. Objectives The specific operations that must be accomplished to achieve goals. Objectives must be both specific and measurable. Officer The Incident Command title for individuals responsible for Public Information, liaison, and Safety. Operational Period In Incident Command, the period of time scheduled for execution of a given set of operation actions specified in the Incident Action Plan Operations Chief In an incident command structure, a representative of the principal first response agency having overall incident management responsibilities in the field; responsible for coordinating support to individual incident commanders. Oversees the Operations Section. Reports to the Incident Commander Operations Section In an Incident command structure, responsible for all tactical operation at the incident. Plan Maintenance Steps taken to ensure the plans are reviewed regularly and updated whenever major changes occur. Planning Chief In an incident command structure, responsible for situation analysis and anticipating future response or recovery needs and activities. Oversees the Planning Section. Reports directly to the Incident Commander. Planning Section In incident command structure, responsible for the collection, evaluation, and dissemination of information related to the incident, and for the preparation and documentation of IAPs Preliminary Damage Assessment (PDA) The joint local, state, and Federal analysis of damage that has occurred during a disaster and which may result in a Presidential declaration of disaster. The PDA is documented through surveys, photographs, and other written information Preparedness The range of deliberate, critical tasks and activities necessary to build, sustain, and improve the operational capability to prevent, protect against, respond to, and recover from domestic incidents. Within the NIMS, preparedness is operationally focused on establishing guidelines, protocols, and standards for planning, training and exercises, personnel qualification and certification, equipment certification, and publication management. Presidential Disaster Declaration Formal declaration by the President that an Emergency or Major Disaster exists based upon the request for such a declaration by the Governor and with the verification of Federal Emergency Management Agency preliminary damage assessments. AGENDA ITEM # 8. a) October 2023 51 Term Definition Public Assistance (PA) Supplementary federal assistance provided under the Stafford Act to state and local jurisdictions, special purpose districts, tribes, or eligible private, nonprofit organizations. Public Information Officer (PIO) The person designated and trained to coordinate disaster related public information and media relations. Radio Amateur Civil Emergency Service (RACES) Volunteer ham (amateur) radio operators who provide reserve communications within government agencies in times of extraordinary need. Although the exact nature of each activation will be different, the common thread is communications. Radio Operators Staff or volunteers assigned to operate radios in the EOC radio room or in the field. Radio Room Supervisor Staff member or volunteer assigned to supervise the people and activities in the EOC radio room. Recovery A short-term and long-term process. Short-term operations restore vital services to the community and provide for the basic needs of the public. Long-term recovery focuses on restoring the community to its normal, or improved, state of affairs, including some form of economic viability. Recovery measures include, but are not limited to, crisis counseling, damage assessment, debris clearance, decontamination, disaster application centers, disaster insurance payments, disaster loans and grants, disaster unemployment assistance, public information, reassessment of emergency plans, reconstruction, temporary housing, and full- scale business resumption. Also, the extrication, packaging, and transport of the body of a person killed in a search and rescue incident. Regional Coordination Framework (RCF) A mutual aid agreement specific to King County, which encompasses government agencies, non-profit organizations, and private businesses. Renton Emergency Communication Service (RECS) A non-profit team of licensed amateur radio operators who provide emergency communications capabilities for the City of Renton, primarily through amateur radio. Response The actual provision of services during an event. These activities help to reduce casualties and damage and to speed recovery. Actions taken immediately before, during, or directly after an emergency occurs, to save lives, minimize damage to property and the environment, and enhance the effectiveness of recovery. Response measures include, but are not limited to, emergency plan activation, emergency alert system activation, emergency instructions to the public, emergency medical assistance, staffing the emergency operations center, public official alerting, reception and care, shelter and evacuation, search and rescue, resource mobilization, and warning systems activation. AGENDA ITEM # 8. a) October 2023 52 Term Definition Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-288, as amended) - The act that authorizes the greatest single source of federal disaster assistance. It authorizes coordination of the activities of federal, state, and volunteer agencies operating under their own authorities in providing disaster assistance, provision of direct federal assistance as necessary, and provision of financial grants to state and local jurisdictions as well as a separate program of financial grants to individuals and families. This act is commonly referred to as the Stafford Act. Search and Rescue (SAR) The act of searching for, rescuing, or recovering by means of ground, marine, or air activity any person who becomes lost, injured, or is killed while outdoors or as a result of a natural or human-caused event, including instances of searching for downed aircraft when ground personnel are used. Includes Disaster, Urban, and Wildland Search and Rescue. Shelter in Place A protective action that involves taking cover in a building that can be made relatively airtight. Generally, any building suitable for winter habitation will provide some protection with windows and doors closed and heating, ventilation, and air conditioning system turned off. Increased effectiveness can be obtained in sheltering by methods such as using an interior room or basement, taping windows and doors, and other more elaborate systems to limit natural ventilation. To be used as a protective action, sheltering requires the ability to communicate to the public when it is safe and/or necessary to emerge from the shelter. Stafford Act See Robert T. Stafford Disaster Relief and Emergency Assistance Act. Staging Area In an Incident Command structure, the location where incident personnel and equipment are assigned on an immediately available status. Task Force A group of any type and kind of resources with common communications and a leader temporarily assembled for a specific mission. Technical Specialist Personnel with special skills who are activated only when needed. Terrorism The unlawful use of force or violence committed by an individual or group against persons or property in order to intimidate or coerce a government, the civilian population, or any segment thereof in furtherance of political or social objectives. Unified Command An application of ICS used when there is more than one agency with incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the Unified Command, to establish a common set of objectives and strategies and a single IAP. AGENDA ITEM # 8. a) October 2023 53 Term Definition Warning and Information Advising the public of a threatening or occurring hazard and providing information to assist them in safely preparing for and responding to the hazard. Washington State Mutual Aid Agreement (WAMAC/WAMAS) Mutual aid agreement covering all cities, counties, and state agencies in Washington State. Wireless Emergency Alerting (WEA) An alerting system which notifies all wireless phones within a specified geographic boundary regardless of enrollment in the local jurisdiction’s alerting system. Wireless Priority Service (WPS) A priority routing system for cellular phones that gives priority to government and other critical workers during an emergency. Acronyms Acronym Definition AC Alternating Current ALS Advanced Life Support ARC American Red Cross ARES Amateur Radio Emergency Services ARRL Amateur Radio Relay League ASL American Sign Language ATC Applied Technology Council BLS Basic Life Support CAO Chief Administrative Officer CBO Community Based Organization CDC Center for Disease Control and Prevention (HHS) CEMNET Comprehensive Emergency Management Network CEMP Comprehensive Emergency Management Plan CERT Community Emergency Response Team COAD Community Organizations Active in Disasters COG Continuity of Government Acronym Definition CPG Comprehensive Preparedness Guidance CPOD Community Point of Distribution CTF FBI Joint Cyber Task Force DHS Department of Homeland Security DNRP Department of Natural Resources and Parks DOC Department Operations Center DOD Department of Defense DOE Federal Department of Energy DOH Department of Health DOT Department of Transportation EAS Emergency Alert System EHP environmental and Historic Preservation EMD Emergency Management Division EMG Emergency Management Group EMP Emergency Management Plan EMS Emergency Medical Service AGENDA ITEM # 8. a) October 2023 54 Acronym Definition EMWIN Emergency Management Weather Information Network EOC Emergency Operation Center EPA Environmental Protection Agency EPCRA Emergency Planning and Community Right-To-Know Act ESF Emergency Support Function FBI Federal Bureau of Investigation FBOD Finance & Business Operations Division FEMA Federal Emergency Management Agency GIS Geographic Information System GMA Growth Management Act HAZMAT Hazardous Materials HHS Department of Health and Human Services HIVA Hazard Identification and Vulnerability Assessment HMP Hazard Mitigation Plan HOH Hard of Hearing HR Human Resources HSEEP Homeland Security Exercise Evaluation Program HSPD Homeland Security Presidential Directive HVA Hazard Vulnerability Analysis IC Incident Commander ICS Incident Command System IMS Incident Management System IO Information Officer JFO Joint Field Office JIC Joint Information Center JIS Joint Information System Acronym Definition KCCEMP King County Comprehensive Emergency Management Plan KCEOC King County Emergency Operations Center LEP Limited English Proficiency LEPC Local Emergency Planning Committee MAC Multi Agency Coordination Group MCI Mass Casualty Incident MOU Memorandum of Understanding MS-IASAC Multi-State Information Sharing and Analysis Center NCH Natural, Cultural, and Historic NGO Non-Governmental Organizations NICC National Interagency Coordinating Center NIFC National Interagency Fire Center NIMS National Incident Management System NOAA National Oceanic Atmospheric Association NRF National Response Framework NWCG Northwest Coordination Group OEM Office of Emergency Management OSHA Occupational Safety and Health Administration PDA Preliminary Damage Assessment PDA Preliminary Damage Assessment PIO Public Information Officer PSAP Public Safety Answering Points AGENDA ITEM # 8. a) October 2023 55 Acronym Definition RCW Revised Code of Washington RDP Regional Disaster Plan RFA Regional Fire Authority RHMP Regional Hazard Mitigation Plan RRFA Renton Regional Fire Authority RSF Recovery Support Function SAR Search and Rescue SARA Superfund Amendments and Reauthorization Act SBA Small Business Administration SERC State Emergency Response Commission SOG Standard Operating Guidelines SOP Standard Operating Procedure TASKC Regional Animal Services of King County UCG Washington State Cyber Unified Coordination Group US United States UW University of Washington WAC Washington Administrative Code WAEMD Washington State Emergency Management Division WASART Washington State Animal Response Team WSDA Washington State Department of Agriculture WSDOT Washington State Department of Transportation WSDOT Washington State Department of Transportation WSP Washington State Patrol Acronym Definition WSP HTCU Washington State Patrol High Tech Crimes United AGENDA ITEM # 8. a) October 2023 56 EMERGENCY SUPPORT FUNCTION 1: TRANSPORTATION Primary Agency: City of Renton Public Works Department Support Agencies: City of Renton Parks and Recreation Department City of Renton Executive Services Department City of Renton Police Department Renton Regional Fire Authority Renton School District Transportation King County Transportation Department King County/Metro Transit Washington State Department of Transportation Private Rail Carriers Puget Sound Energy Seattle City Light Introduction Purpose Emergency Support Function (ESF) 1 is to provide in a coordinated manner, the resources (human, technical, equipment, and facility materials and supplies) of internal and external departments and agencies to support emergency transportation needs during an emergency or disaster impacting the City of Renton. The following Core Capabilities support the roles and responsibilities of ESF 1. The primary and supporting core capabilities are defined to support the execution of critical transportation operations for this ESF as follows: Primary Response Core Capability Critical Transportation Provide transportation (including infrastructure access and accessible transportation services) for response priority objectives, including the evacuation of people and animals, and the delivery of vital response personnel, equipment, and services into the affected areas. Infrastructure Systems Stabilize critical infrastructure functions, minimize health and safety threats, and efficiently restore and revitalize systems and services to support a viable, resilient community. AGENDA ITEM # 8. a) October 2023 57 Support Response Core Capabilities Planning Conduct a systematic process engaging the whole community as appropriate in the development of executable strategic, operational, and/or tactical-level approaches to meet defined objectives. Public Information and Warning Deliver coordinated, prompt, reliable, and actionable information to the whole community through the use of clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay information regarding any threat or hazard, as well as the actions being taken, and the assistance being made available, as appropriate. Operational Coordination Establish and maintain a unified and coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of Core Capabilities. Situational Assessment Provide all decision makers with decision-relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response. Authorities and Policies Local transportation planning will be focused on the safe and efficient operation of the City of Renton’s transportation system. Local transportation planning employs the most effective means of transporting resources including commercial transportation capacity, and capacity owned or operated by neighboring jurisdictions or state agencies. As mandated by RCW 38.52.070, the City of Renton will perform emergency management functions within its jurisdictional boundaries. Transportation planning, as directed by Renton Public Works, will lead three operational demands: • Identify and ensure the integrity of local transportation routes for emergency response. • Coordinate transportation resources with city departments and mutual aid partners. • Fill the incident management role of Ground Support/Transportation Unit, ensuring a smooth operational transition towards large event management. The Renton EOC will coordinate with county, state, and federal agencies to supplement the transportation resource needs of city departments. Priorities for these resource requests and their allocation will also be determined in coordination with the Renton EOC. These priorities will be established consistent with the mission of this plan that calls first for the protection of life, then property, the environment, and finally the economy. Situation Overview Local transportation systems and activities could be hampered by damaged infrastructure and disrupted communications. Specific hazards of note that would affect transportation infrastructure include earthquake (direct damage), windstorm (debris blocking roads), winter AGENDA ITEM # 8. a) October 2023 58 storms (making roads impassable), and flooding (direct damage, debris deposits, or impassable roads). Local communities and neighborhoods can become “islanded populations” when transportation systems and infrastructure are disrupted and/or impacted. The City of Renton Annex to the King County Regional Hazard Mitigation Plan further identifies the natural and technological emergencies or disasters that could severely damage transportation systems within the City of Renton. Critical transportation operations involving roadways, bridges, and overpasses will continue to increase in sprawling urban areas with population growth. Natural and technological disasters will greatly increase the damage to the transportation system causing delays in delivery of outside resources which may include personnel, equipment, and goods and services. Critical infrastructure within the City of Renton may be disrupted or impacted by a disaster causing negative affects to basic human needs and community functionality. Vulnerable critical infrastructure within the City of Renton to consider as priority includes bridges, water towers, and pipelines (petroleum and natural gas). Concept of Operations The City of Renton public transportation authorities are responsible for restoring transportation systems under their control. Public Works is the primary agency responsible for the assessment of damages to highway and road transportation routes within the City of Renton. Additional functions of ESF 1 may include transportation modes management and control, transportation safety, stabilization of transportation infrastructure, and movement restrictions. Transportation Management and Control o Establish physical access through appropriate transportation corridors and deliver required resources to save lives and to meet the needs of disaster survivors. o Clear debris from primary and secondary routes to facilitate response operations. o Coordinate debris removal in the City of Renton using the City of Renton Debris Management Plan. o Mobilize all available critical resources to re-establish critical infrastructure within the affected area. o Facilitate the coordination, response, use, and recovery of the transportation system across neighboring jurisdictions. o Establish ingress and egress routes to facilitate movement restrictions and transportation safety. o In smaller incidents, transportation resource requests will be managed through an Incident Command Post or Departmental Operations Center (DOC). o Requests for additional assistance from private, county, state, and federal agencies will filter through the Renton EOC when capabilities exceed local resources to support response and recovery efforts. o Procedures for the coordination of transportation resources are located under the Logistics Section of the Renton EOC procedures. AGENDA ITEM # 8. a) October 2023 59 o Incident management measures will be implemented by the following lead agencies in the event of disruption to transportation systems: • Aviation: Renton Public Works Airport • Maritime: Renton Regional Fire Authority • Pipeline: Renton Public Works, Renton Regional Fire Authority • Railroad: Renton Public Works • Surface Roadways: Renton Public Works Whole Community The “Whole Community” includes individuals, families, households, communities, the private and nonprofit sectors, faith-based organizations, and local, tribal, state, and Federal governments. ESF 1 includes communicating with the Whole Community during transportation and critical infrastructure preparedness, response, recovery, and mitigation activities. The Whole Community includes populations with Limited English Proficiency (LEP), individuals with disabilities, and Access and Functional Needs (AFN). ESF 1 has been reviewed by the Whole Community through a public input process that included online (virtual) and in-person access. Organization Renton Public Works is responsible for the assessment of transportation systems in the City of Renton and identification of functional and non-functional components of the systems. Public transportation authorities are responsible for the restoration of transportation systems under their control. A Ground Support/Transportation Unit from Renton Public Works will organize transportation resources and maintain liaison with transportation authorities. The Transportation Unit is located in the Logistics Section of the Incident Management System. The Renton EOC will provide support to the lead agency for this ESF. Notification This ESF can be activated for Renton EOC Support through the following agencies: • Renton Public Works • Renton Police Department • Renton Regional Fire Authority (RFA) • Renton EOC Duty Officer or EOC Director Activation may occur due to the severity of the event or perceived threat; unmitigated risk to the Renton community; or in support of mutual aid partners. AGENDA ITEM # 8. a) October 2023 60 Information Collection The following categories are a baseline list which should be considered to create a common operating picture for Essential Elements of Information (EEIs) which help guide the collection and dissemination of information. This list is not exhaustive. As an event progresses, information, population needs, available resources and support, and situational awareness will develop and change. EEI Description Collection Dissemination Transportation What is the status of all transportation systems (land, sea, air, rail) within the City of Renton? What is the status of all primary and secondary routes? Status of evacuation routes? Shelter routes? Pathways to hospitals or other critical infrastructure? What is the status of bridges (critical and non)? Renton Public Works Renton EOC Renton Police Renton RFA Safety and Security What transportation systems need to be closed or detoured to protect for safety and security? Renton Public Works Renton Police Renton RFA Renton EOC Renton Police Renton RFA Hazardous Materials What is the status of any hazardous materials (ex: pipelines) that may disrupt transportation or have an impact upon transportation systems? Renton Public Works Renton Police Renton RFA Renton EOC Renton Police Renton RFA AGENDA ITEM # 8. a) October 2023 61 Responsibilities The table below outlines the responsibilities of the primary and supporting agencies in support of this ESF. These statement of mitigation, preparedness, response, and recovery actions are tied to executing the Core Capabilities listed in the “Purpose” section. Response Statement of Purpose: Coordinate and mobilize resources to support the assessment and stabilization of impacted infrastructure transportation systems. Core Capability Activity Responsible Agency(s) Operational Coordination Activate the Renton EOC as requested to support information collection and dissemination, and city priority objectives. Renton Executive Services Mitigation Statement of Purpose: Determine mitigation strategies to increase the integrity of transportation systems and infrastructure thus reducing damage potential within the City of Renton. Core Capability Activity Responsible Agency(s) Infrastructure Systems Mitigate transportation systems to increase integrity and decrease damage potential. Renton Public Works Preparedness Statement of Purpose: Develop and maintain primary and alternative transportation plans, resources, and procedures that can be implemented in the event of a disaster or other disruption. Core Capability Activity Responsible Agency(s) Planning Develop an inventory of all primary and alternative transportation resources that can be implemented when systems or infrastructure are damaged, unavailable, or overwhelmed. Renton Public Works Renton Executive Services Participate in emergency management training, drills, and exercises in support of this ESF. Renton Public Works Develop and maintain departmental standard operating procedures and checklists in accordance with this plan. Renton Public Works Identify and build transportation routes that would support an evacuation. Coordinate with City of Renton Public Works Department to ensure operational readiness. Renton Executive Services AGENDA ITEM # 8. a) October 2023 62 Notify the county or state of the need for activation of the Emergency Alert System (EAS) and the potential need for transportation resources. Coordinate the mobilization of personnel and equipment necessary for the assessment of transportation systems. Brief deployed personnel on the known hazards and designated assignments. Coordinate through the Renton EOC Logistics section to ensure the delivery of requested resources and supplies. As available, provide a liaison to the City of Renton EOC through the county or state EOC. Washington State Department of Transportation Provide personnel and equipment, when requested, for engineering services as related to the state transportation system. Coordinate response efforts with utilities as needed to provide personnel and equipment, to restore city transportation routes affected by utility damage under their control. Seattle City Light Seattle Public Utilities Puget Sound Energy Provide personnel and equipment, when requested, to restore city transportation systems affected by rail damage under their control. Private Rail Carriers Situational Assessment Develop a process for monitoring and reporting the status of or damage to the transportation system to include: o Field staff or crew conduct windshield inspections to verify the status of transportation systems and infrastructure within Renton. o Supplement field verifications with video cameras at traffic signals, if operational. o Receive and respond to calls from citizens and local agencies regarding infrastructure and road conditions. o Manage the Renton Response Citizen Work Order Request system. o Monitor and provide status updates through the city website and social media platforms of transportation systems and infrastructure delays, impacts, or damages. Renton Public Works Coordinate regular communication with Renton EOC and Transportation Director to monitor the status of and report damage of impacted transportation systems: Renton Public Works AGENDA ITEM # 8. a) October 2023 63 o Complete situation reports and deliver on a regular or consistent schedule through the duration of the incident period. Suggested: approximately every 4 hours. o Conduct regular damage assessments to arterials, highways, and other road transportation routes and infrastructure. o Coordinate, process, and examine transportation and infrastructure damage assessment information, as outlined in the Damage Assessment Annex, with partner departments and agencies including Renton Police Department and Renton Regional Fire Authority. As outlined in the Damage Assessment Annex, identify, and communicate information of damaged transportation systems and emergency response routes to the Renton EOC, and other necessary departments/agencies as consistent with the Incident Management System. Renton Police Renton RFA Renton Public Works Renton Community and Economic Development Coordinate the release of public information and warning regarding transportation safety and emergency routes. Renton Executive Services Critical Transportation Conduct aerial reconnaissance and photographic missions, as requested, if resources are available. Washington State Department of Transportation Provide transportation support to the City of Renton through coordinating school buses for the movement of people. Renton School District Alternative transportation solutions that can be implemented when systems or infrastructure are damaged, unavailable, or overwhelmed: o City fleet pool of vehicles for out of service and/or damaged vehicles. Renton Public Works Recovery Statement of Purpose: Coordinate the restoration and recovery of the transportation systems and infrastructure in alignment with the Renton Recovery Framework (ESF 14). Core Capability Activity Responsible Agency(s) Planning Provide documentation to the City of Renton EOC or designated Applicant Agent for the city, of costs Renton Public Works AGENDA ITEM # 8. a) October 2023 64 Resource Requirements None. References • City of Renton Annex to the King County Hazard Mitigation Plan • City of Renton CEMP Damage Assessment Annex • City of Renton CEMP Evacuation Annex • City of Renton EOC Standard Operating Procedures • City of Renton Public Works Department Resource Manual • City of Renton Debris Management Plan • King County Comprehensive Emergency Management Plan incurred for the response and recovery efforts of city transportation systems. Coordinate with Renton EOC for transportation systems and infrastructure recovery priority objectives. Coordinate teams for the restoration and recovery of transportation systems and infrastructure. o Assign project managers and inspectors for transportation restoration and recovery. o Deploy inspectors to the field to relay contractor information to the project managers. o Project managers will coordinate designs. o Field information and administer the restoration and recovery process. Situational Assessment Conduct damage assessments of city transportation systems and facilities, as a member of the Preliminary Damage Assessment (PDA) team. Renton Public Works Critical Transportation Provide information identifying alternate transportation routes to the City of Renton EOC. Renton Public Works Reconstruct, repair, and maintain the city transportation system, including the designation of alternate routes in coordination with the county and state. Provide support and coordination with the State Department of Transportation for the assessment and restoration of state transportation systems through the City of Renton EOC, if activated, or the City of Renton Executive Department. Operational Coordination Support the City of Renton Public Works Department by providing available resources for damage assessment, emergency traffic control, repair, etc., of transportation systems. Renton Police AGENDA ITEM # 8. a) October 2023 65 • Washington State Comprehensive Emergency Management Plan • Washington State Department of Transportation Disaster Plan • Puget Sound Regional Catastrophic Disaster Coordination Plan, Transportation Recovery Annex Terms and Definitions See Basic Plan Appendices None. AGENDA ITEM # 8. a) October 2023 66 EMERGENCY SUPPORT FUNCTION 2: COMMUNICATIONS, INFORMATION SYSTEMS, AND WARNING Primary Agency: City of Renton Executive Services Department Supporting Agency: City of Renton Police Department City of Renton Public Works Department Renton Emergency Communication Services King County Emergency Operations Center Valley Communications Center Cellular Providers / Telecommunications Companies Introduction Purpose The purpose of Emergency Support Function (ESF) 2 is to provide guidance for coordinating, maintaining, and reestablishing the communications capabilities necessary for the operational requirements for the City of Renton in preparing for, responding to, and recovering from emergencies and disasters. ESF 2 also identifies the guidance for rapid alerting and warning of city officials and the general public of an impending or occurring natural or technological emergency or disaster. The following Core Capabilities support the roles and responsibilities of ESF 2. The primary and supporting core capabilities are defined to support the execution of communication, information systems, and warning for this ESF as follows: Primary Response Core Capabilities Public Information and Warning Deliver coordinated, prompt, reliable, and actionable information to the whole community through the use of clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay information regarding any threat or hazard, as well as the actions being taken and the assistance being made available, as appropriate. Operational Communications Ensure the capacity for timely communications in support of security, situational awareness, and operations, by any and all means available, among and between affected communities in the impact area and all response forces. Infrastructure Systems Stabilize critical infrastructure functions, minimize health and safety threats, and effectively restore and revitalize systems and services to support a viable, resilient community. Logistics and Supply Chain Management Deliver essential commodities, equipment, and services in support of impacted communities and survivors, to include emergency power and fuel support, as well as the coordination and access to community staples. AGENDA ITEM # 8. a) October 2023 67 Primary Response Core Capabilities Synchronize logistics capabilities and enable the restoration of impacted supply chains. Support Response Core Capabilities Planning Conduct a systematic process engaging the whole community as appropriate in the development of executable strategic, operational, and/or tactical-level approaches to meet defined objectives. Situational Assessment Provide all decision makers with decision-relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response. Authorities and Policies ESF 2 applies to city departments as well as private and volunteer organizations that take action to establish and maintain communication, information system, and warning support in preparation for, response to, and recovery from an emergency or disaster which affects the population and government operations in the City of Renton. Substitute Senate Bill 5573 (RCW 43.105.331 and 43.105.020) addresses implementing two-way voice via the State Communications Interoperability Plan to ensure interoperability between federal, state, and local agencies. Special considerations for communicating with significant segments of the population with Limited English Proficiency (LEP) and those with Access or Functional Needs (AFN) is addressed in this ESF with compliance to: • Civil Rights Act of 1964 o Unlawful discrimination against race, color, or national origin. • RCW 38.52.070 o Requirement for emergency management organizations to include and communications plan which identifies “significant population segments” that have LEP and AFN and how information will be disseminated to those populations during an emergency or disaster. • WAC 118-30 o LEP and AFN populations are components of the Whole Community which is discussed as a requirement for inclusion throughout the planning process. • WAC 118-04 o Registration of volunteers through the Emergency Worker Program. Situation Overview The Basic Plan portion of the Comprehensive Emergency Management Plan identifies the natural and technological emergencies or disasters the City of Renton may experience that require full support of their communication systems. Major hazards of concern that would AGENDA ITEM # 8. a) October 2023 68 disrupt communication and information systems may include earthquakes, landslides, wind events, winter storms, and cyber-attack. Alert and Warning Following an emergency or disaster, people within Renton will expect to be informed of the actions the city is taking to protect life and property loss. The nature of the incident may not allow sufficient time to provide for warning. The City of Renton would likely need to use multiple systems and approaches to alert the population of an emergency or disaster. Alerting systems may include the activation of the ALERT Renton mass notification system or the Integrated Public Alert and Warning System (IPAWS). Although the city of Renton has direct access to generating alerts through ALERT Renton, the city does not control the use of IPAWS, which can issue alerts through the Emergency Alert System (EAS), Wireless Emergency Alerts (WEA), and on the National Oceanic and Atmospheric Administration (NOAA) Weather Radio. These alerting systems provide authenticated emergency and life-saving information to the public through mediums such as mobile or landline telephones, TTY/TDD devices, radio, television, or Weather Radio. Emergency information or warning relayed to the media is publicized at the discretion of the broadcasters. It is important to note that not all warning and emergency notification messages will reach the intended audiences due to disruptions in communication systems. Additionally, system databases will not include all telephone numbers of affected individuals. Technological limitations may prevent communication with the general public, including those with LEP and those with AFN. Consult the King County Inclusive Emergency Communication Plan (IECP) and the Renton Annex to the King County IECP for alternative communication options specific to addressing LEP and AFN populations. The City of Renton recognizes that members of these communities will have additional difficulties in receiving and understanding warning and emergency notification messages if special efforts are not made to reach them. Communication Systems The City of Renton’s primary concern will be with lifesaving responses and the restoration of vital city services necessitating the use of communication systems. The city’s communication systems may be overwhelmed, damaged, or destroyed by a natural or technological disaster when they are needed the most. As backup communication is limited, it will be necessary to assess, prioritize and allocate the use of all working systems. It is important to note that communication systems may not have sufficient capacity to handle the traffic generated by emergency conditions, therefore, the city may be forced to rely on alternate communication systems when normal communication systems are overwhelmed or inadequate. Communication systems are vulnerable and depending on the nature of the disaster and the extent of the damage, repairs to these systems may take months. AGENDA ITEM # 8. a) October 2023 69 Concept of Operations It is essential for the City of Renton to have reliable communications and information system capabilities for day-to-day communications, warning capabilities, response and recovery efforts, and coordination with other organizations. Such capabilities must be available to the city for operations from the primary or alternate EOC as well as any other location selected. The City of Renton will prioritize available communications and information systems with life safety first, followed by critical government functions, the protection of property, the environment, and the economy. In the event communication support is needed beyond available capabilities, the City of Renton will request assistance through the King County Emergency Operations Center (EOC) or directly to Washington State EOC. Procedures detailing responsibility for, and operation of emergency communications equipment are located in the City of Renton Emergency Operations Center Procedures, maintained separately. Procedures detailing the activation of warning systems are found in the City of Renton Emergency Operations Center Duty Officer Manual, maintained separately. Coordination • Ensure the capacity to communicate with internal city staff, external agencies including the Renton Regional Fire Authority (RFA), and both the emergency response community and the affected populations are established and interoperable between responders and coordinators at the Federal, tribal, state, and local levels. • Reestablish sufficient communications infrastructure within the affected areas to support ongoing response activities. • Reestablish critical information networks including cybersecurity information sharing networks to maintain situational awareness, inform incident response, and support the resiliency of key systems. • The Incident Commander or their delegate will establish a communications plan for the field units and other organizations responsible for response and recovery efforts. • The City of Renton EOC may assist Incident Command in communications coordination. Provision Communication capabilities presently available to support emergency operations and/or provide emergency alert and warning to the public include: • Internal to the City of Renton o City of Renton Critical Emergency Information web page at rentonwa.gov o ALERT Renton electronic emergency notification system to notify opted-in individuals via telephone, text message, email, and TTY/TDD of emergencies that may require action. o Telephones including landlines, cellular, and satellite. o Facsimile machines (fax). o Radio Systems, including 800 MHz and VHF. AGENDA ITEM # 8. a) October 2023 70 o City of Renton e-mail (internal notification system only). o Comprehensive Emergency Management Network (CEMNET) – two-way VHF radio system for contact with the state EOC at Camp Murray. o Renton Emergency Communication Service (RECS) – amateur radio volunteer group which is registered as both a RACES (Radio Amateur Civil Emergency Services) and ARES (Amateur Radio Emergency Services) group and provides two-way communication via voice, limited continuous wave/Morse code, limited radio teletype, and packet using amateur radio frequencies. o National Warning System (NAWAS) - a federal landline warning system connecting the state warning network. o Valley Communication Center – regional 9-1-1 public safety dispatch center. o Use of message runners or couriers to convey written or verbal messages between locations if all communications are disrupted. o Use of social media sites such as Twitter, Facebook, Instagram, and NextDoor. o Neighborhood Information Centers – publicized locations where written messages can be posted for the public when electronic and media communications are unavailable. o Use of universal pictographs or symbols to convey messages without words. o Leveraging community-based social networks, which may include word of mouth, email, social media, and other means of informal information sharing by the public. o Utilizing interpreters and/or translators to provide messaging that can be understood by significant segments of the population with LEP or AFN. Consult the King County IECP and the Renton Annex to the King County IECP for alternative communication options specific to addressing LEP and AFN populations. • External Requests o Communication resources that may be obtained through external requests such as the King County EOC, Washington State Emergency Management Division, or Public Access include:  Radio and television broadcasts including City of Renton Cable Channel 21. Commercial broadcasts are at the discretion of the media broadcaster.  National Oceanic Atmospheric Association (NOAA) weather radio for announcement of weather forecasts.  National Weather Service (NWS) issuance of weather warnings, watches, and advisories, including alerts sent to NOAA Weather Radio.  Emergency Alert System (EAS) Relay Network. A national warning system which disseminates emergency alerts and warning messages via radio, satellite, and broadcast television.  Wireless Emergency Alerts (WEA), a public safety system that allows customers who own compatible mobile devices to receive geographically targeted messages alerting of emergencies that may require action. AGENDA ITEM # 8. a) October 2023 71 Whole Community The “Whole Community” includes individuals, families, households, communities, the private and nonprofit sectors, faith-based organizations, and local, tribal, state, and Federal governments. ESF 2 integrates with ESF 15: External Affairs/Public Information to ensure communication with the whole community during preparedness, response, recovery, and mitigation activities are appropriately disseminated. ESF 2 focuses on establishing and maintaining the necessary core communication systems that ESF 15 utilizes. The Whole Community includes populations with LEP, AFN, and individuals with disabilities. ESF 2 has been reviewed by the Whole Community through a public input process that included online (virtual) and in-person access. Organization The responsibility for development, coordination, and maintenance of communication systems for day-to-day operations rests with individual departments. Technical expertise and support for these systems may be provided by Renton’s Executive Services Department (telephone and electronic) or the Public Works Department (radio) depending on the mode of communication. During an emergency or disaster situation, communication system and infrastructure capability and support may be provided by Renton’s Executive Services and Public Works Departments. Notification This ESF can be activated through the following channels: • Renton Public Works • Renton Executive Services • Renton EOC Duty Officer or EOC Director Activation may occur due to the severity of the event or perceived threat, unmitigated risk to the Renton community, or in support of mutual aid partners. Information Collection The following categories are a baseline list which should be considered to create a common operating picture for Essential Elements of Information (EEIs) which help guide the collection and dissemination of information. AGENDA ITEM # 8. a) October 2023 72 EEI Activity Collection Dissemination Extent of Incident Gather any available information regarding the extent of the incident.  Renton EOC Duty Officer  Renton Executive Services  Renton EOC Assessment - Are communication capabilities operational? o Determine status and availability of communication resources (landlines, cellphones, internet, radios, satellite, 911 dispatch)  Renton EOC Duty Officer  Renton Executive Services  Renton Police  Renton Public Works  Renton Emergency Communication Service  Renton EOC  Renton Executive Services Information Analysis Gather/receive information through reporting tools and determine the veracity of the information.  911 Dispatch  Renton Public Works  Renton Police  Renton EOC Planning Section  Renton EOC Operations Section  Renton EOC Impacts - What area is impacted? o Confirm geographic location/borders and boundaries. o Confirm boundaries of impact area to include. o Determine population impacted. - Is there any impact to life safety? - Confirm access to Emergency Notification Systems. - Status of broadcasting, internet, and other communication structures or facilities.  Renton EOC Duty Officer  Renton Executive Services  Renton Police  Renton Public Works  Renton Parks and Recreation  Renton RFA  Renton Emergency Communication Service  Renton EOC This list is not exhaustive. As an event progresses, information, population needs, available resources and support, and situational awareness will develop and change. AGENDA ITEM # 8. a) October 2023 73 Responsibilities The table below outlines the responsibilities of the primary and supporting agencies in support of this ESF. These statement of mitigation, preparedness, response, and recovery actions are tied to executing the Core Capabilities listed in the “Purpose” section. Mitigation Statement of Purpose: Responsible agencies undertake activities to ensure the mitigation of preventable or limitable impacts to the systems and resources upon which ESF 2 capabilities rely. These are physical or technological systems in place which support the Core Response Capabilities which allow for the coordination of ensuring communication capabilities remain operable in regard to potential or actual emergencies or disasters that could affect the City of Renton. Core Capability Activity Responsible Agency(s) Infrastructure Systems/Long – Term Vulnerability Reduction Stabilize, restore, and revitalize systems and services to support a resilient community through: o Mitigation programs for all city computer and communication systems to protect them from the effects of an emergency or disaster.  Included in this program will be the seismic protection of all essential city computer and communication systems. o New technologies designed to improve the reliability of communication systems. Mitigation programs for all radio and wireless communications systems to protect them from the effects of an emergency or disaster. Renton Executive Services Renton Public Works Renton Emergency Communication Service Preparedness Statement of Purpose: Responsible agencies undertake planning and redundancy activities to ensure the preparedness and readiness of systems and resources upon which ESF 2 rely. These are plans, procedures, exercises, and redundancies in place that support the Core Response Capabilities which allow for the coordination of preparing communication capabilities to remain operable in regard to potential or actual emergencies or disasters that could affect the City of Renton. Core Capability Activity Responsible Agency(s) Infrastructure Systems Prepare and design reliable, redundant, and robust communication systems for daily operations capable of quickly reconstituting normal operations in the event of disruptions or destruction. Renton Executive Services Renton Public Works Valley Communications Operational Coordination Participate in communication exercises, trainings, and drills in support of this ESF that evaluate plans and capabilities. All Renton Departments Renton RFA Develop, facilitate, and promote communication training, drills, and exercises that evaluates plans All Renton Departments AGENDA ITEM # 8. a) October 2023 74 and capabilities in support of this ESF with the inclusion of relevant public information officer roles and whole community partners. Ensure social media accounts and passwords are up to date and accessible. Renton Executive Services Renton Police Maintain and regularly test the 800 MHz radio system for local emergency responders. Puget Sound Emergency Radio Network Build an amateur radio communications system that supports emergency operations Renton Emergency Communication Service Maintain a deployment plan for staffing amateur radio at critical locations specified by city staff. Logistics and Supply Chain Management Maintain an inventory and record of assigned communications equipment. Document damages or necessary repairs. Renton Executive Services Planning Establish standard operating and reporting procedures for emergency communications, alerts, and warning both internally for City of Renton employees and externally for the public. Renton Executive Services Align plans, procedures, and systems that support required communications with all Federal, State, local, and tribal governments, and agencies. Pre-stage relevant emergency messages and/or maps with the automated emergency notification system. Consult the King County IECP and the Renton Annex to the King County IECP for alternative communication options specific to addressing LEP and AFN populations. Response Statement of Purpose: Responsible agencies undertake the coordination of response activities to ensure the systems and resources upon which ESF 2 capabilities rely are maintained and operable. These are physical or technological systems in place which support the Core Response Capabilities which allow for the coordination of ensuring communication capabilities remain operable in regard to potential or actual emergencies or disasters that could affect the City of Renton. Core Capability Activity Responsible Agency(s) Infrastructure Systems Reestablish critical information networks, including cybersecurity and information sharing networks to inform situational awareness, enable incident response, and support the resilience of key systems. Renton Executive Services Reestablish sufficient communications infrastructure within the affected areas to support ongoing life-sustaining activities, provide basic human needs, and a transition to recovery. Renton Public Works Renton Executive Services AGENDA ITEM # 8. a) October 2023 75 Operational Communication Manage communications throughout response organizations on-scene through coordinating the establishment of interoperable voice and data communications between City of Renton, local, and out-of-area responders. Renton Executive Services Relay critical incident information from the City of Renton EOC. Renton EOC will provide support and coordinate communications throughout duration of the event. Renton Executive Services Relay incident information to the King County EOC and/or the Washington State EOC Activate the RECS volunteer group to overcome communication shortfalls, deploying them to staff the Renton EOC Communications Unit. Assist in identifying and maintaining directories of compatible frequencies used by organizations throughout the incident. Renton Emergency Communication Service Logistics and Supply Chain Management Mobilize staff and/or volunteers to assist in the communications function as needed. All Renton Departments Renton RFA Renton Emergency Communication Service Anticipate and communicate resource requests to include communication equipment, maintenance, personnel, technical support, and other services or commodities. All Renton Departments Provide communications resource support to include commodities, personnel, services, and moving and delivering of resources, for the City of Renton, if requested. Renton Executive Services King County EOC Situational Assessment Through emergency notification or alternative call-out system, notify city officials/departments of emergency or disaster situation. Renton Executive Services Establish and maintain a common operating picture to analyze and deliver critical information sufficient to inform policy and decision making and stabilize the incident. Expand situational awareness and inform and notify neighboring jurisdictions when an incident has occurred as timely as possible. Public Information and Warning Activate and disperse public messaging through ALERT Renton and other alerting systems. Renton Executive Services King County EOC WA EMD Update and publish information to the emergency information web page if the necessary systems are accessible and operational. Coordinate an external messaging strategy that meets the needs of LEP/AFN populations while Renton Executive Services AGENDA ITEM # 8. a) October 2023 76 adhering to the procedures described in ESF 15 and the Renton Annex to the King County Integrated Emergency Communications Plan. Renton Equity, Housing and Human Services Provide technical information regarding fire, hazardous materials, or other hazards to the Renton EOC to assist in crafting appropriate emergency messages. Renton RFA Renton Police Renton Public Works Renton Parks and Recreation Renton Executive Services Renton Community and Economic Development Planning Implement incident communication interoperability plans and protocols and consider: - Information relay - Radio transmission clarity - Notification for internal staff - Notification for general public All Renton Departments Renton RFA Renton Emergency Communication Service Recovery Statement of Purpose: Responsible agencies undertake activities to ensure the recovery effort returns the systems and resources upon which ESF 2 capabilities rely to a steady state. These are physical or technological systems in place which support the Core Response Capabilities which allow for the coordination of ensuring communication capabilities are reestablished and recovered in regard to potential or actual emergencies or disasters that have affected the City of Renton. Core Capability Activity Responsible Agency(s) Infrastructure Systems Repair and restore amateur radio communication systems or provide technical information or recommendations on the restoration of those systems. Renton Emergency Communication Service Repair and restore or coordinate and direct the restoration of communication systems within the scope of their access and expertise. All Renton Departments Cellular Providers / Telecommunications Companies Coordinate the repair and restoration of overall communication systems through the City of Renton EOC. Renton Executive Services Renton Public Works Puget Sound Emergency Radio Network Coordinate the maintenance and repair of respective radio communication equipment. Renton Public Works Renton RFA King County EOC Operational Communication Continue to provide communication support for emergency operations, as needed and directed by city staff. Renton Emergency Communication Service AGENDA ITEM # 8. a) October 2023 77 Public Information and Warning Support and amplify ongoing public information messaging content; consult the King County IECP and the Renton Annex to the King County IECP for alternative communication procedures specific to addressing LEP and AFN populations. Renton Executive Services King County EOC Resource Requirements Technical and support staff will be necessary to expedite the establishment of critical communication systems. Equipment and supplies should be cached to support operations for a minimum of 3 days. Alternate power sources should be available to operate electricity dependent systems. References • City of Renton EOC Standard Operating Procedures • City of Renton EOC Duty Officer Manual • City of Renton Annex to the King County Inclusive Emergency Communications Plan (IECP) • Memorandum of Understanding between City of Renton and Renton Emergency Communication Service. • King County Comprehensive Emergency Management Plan • King County ARES/RACES Resources • King County Inclusive Emergency Communications Plan (IECP) • Valley Communications Emergency Restoration Procedures • Puget Sound Regional Catastrophic Disaster Coordination Plan • Washington State Comprehensive Emergency Management Plan Terms and Definitions - Access and Functional Needs (AFN): includes those people who may have specific needs related to the emergency incident. In the context of this ESF, this includes those members of community who are blind, visually impaired, deaf/blind, and/or have experienced hearing loss. - Limited English Proficiency (LEP): refers to individuals who do not speak English as their primary language and have a limited ability to read, speak, write, or understand English. - Significant segment of the population: refers to 5% of the total population of the city, or 1,000 persons, whichever is smaller. Additional terms and definitions can be found in the Basic Plan. AGENDA ITEM # 8. a) October 2023 78 Appendices None. AGENDA ITEM # 8. a) October 2023 79 EMERGENCY SUPPORT FUNCTION 3: PUBLIC WORKS AND ENGINEERING Primary Agency: City of Renton Public Works Department Support Agencies: City of Renton Community and Economic Development Department City of Renton Parks and Recreation Department City of Renton Police Department City of Renton Executive Services Department Renton Regional Fire Authority King County Emergency Operations Center King County Department of Transportation King County/Metro Transit Puget Sound Energy Seattle City Light Washington State Department of Transportation Introduction Purpose Emergency Support Function (ESF) 3 is developed for the coordination of engineering and public works activities. This may include: • Emergency construction, demolition, and repairs. • Operation and management of water, wastewater, storm water, and transportation systems (traffic systems and airport). • Inspection of facilities for structural condition and safety. • Maintenance and repair of city vehicles. • Coordination of heavy equipment resources required to support emergency operations of the City of Renton. The following Core Capabilities support the roles and responsibilities of ESF 3. The primary and supporting core capabilities are defined to support the execution of emergency construction, operations, and management for this ESF as follows: AGENDA ITEM # 8. a) October 2023 80 Primary Response Core Capability Infrastructure Systems Stabilize critical Public Works infrastructure functions, minimize health and safety threats, and efficiently restore and revitalize systems and services to support a viable, resilient community. Supporting Response Core Capability Operational Coordination Establish and maintain a unified and coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of Core Capabilities. Critical Transportation Provide transportation (including infrastructure access and accessible transportation services) for response priority objectives, including the evacuation of people and animals and the delivery of vital response personnel, equipment, and services into the affected areas. Environmental Response/Health & Safety Conduct appropriate measures to ensure that protection of the health and safety of the public and workers, as well as the environment, from all hazards in support of responder operations and the affected communities. Logistics and Supply Chain Management Deliver essential commodities, equipment, and services in support of impacted communities and survivors, to include emergency power and fuel support, as well as the coordination of access to community staples. Synchronize logistics capabilities and enable the restoration of impacted supply chains. Mass Care Services Provide life-sustaining and human services to the affected population to include hydration, feeding, sheltering, temporary housing, evacuee support, reunification, and distribution of emergency supplies. Situational Assessment Provide all decision makers with decision-relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response. Authorities and Policies Renton Public Works capabilities include technical advice and evaluations, engineering services, construction management and inspection, emergency contracting, emergency repair of water, stormwater, and wastewater facilities, emergency response to transportation route systems (traffic and airport), provision of potable water, and emergency power. Activities within the scope of these capabilities include: • Coordination of mitigation activities including seismic retrofitting. • Assists in damage assessment information collection immediately following the event. • Emergency clearance of debris to allow access for emergency first responders. • Removal of debris from public streets and roads. • Temporary repair or replacement of emergency access routes to including damaged streets, roads, bridges, and any other facilities necessary for passage of emergency first responders. AGENDA ITEM # 8. a) October 2023 81 • Emergency restoration of critical utility systems including temporary restoration of water supply and distribution systems, wastewater collection systems, and drainage systems. • Emergency contracting to support public health and safety. • Assist in the preparation of Preliminary Damage Assessment reports as requested. • Support other ESF's as outlined in the CEMP. The City of Renton will provide public works response service capabilities to lands and facilities under its jurisdiction. Response to private property problems shall be performed only when a city facility, such as a utility is causing the problem or when life or public health is threatened. Renton Public Works may assist in the evaluation of unsafe conditions on private property giving recommendations for repair or restoration. Renton Community and Economic Development (CED) may provide a structural engineer to assess conditions on private property if there is an immediate threat to life. The following Revised Codes of Washington (RCW) and Washington Administrative Codes (WAC) apply to ESF 3 guidelines, authorities, and policies as follows: Revised Code of Washington (RCW): o 43.155.065, Emergency public works projects. Establishes low-interest or interest-free loans for emergency public works projects. o 57.08.170, Emergency Water Use Restrictions Establishes the authority to restrict water use and fine violators. o 77.55, Department of Fish and Wildlife, Construction Projects in State Waters Reviews laws and regulations pertinent to a construction project that effects state salt and fresh waterways. o 86.16.035, Department of Ecology – Control of dams and obstructions Empowers Department of Ecology to supervise and control all dams and obstructions of streams, including regulation of these structures. Washington Administrative Code (WAC): o 173-175-610, Department of Ecology, Dam Safety Emergencies Provides guidance to Department of Ecology for responding to dam emergencies. City of Renton Policies o 400-09, Emergency Water Shut-down Notification. Establishes a policy/procedure for notification of emergency water shut down of water mains, fire hydrants, or other pertinent valves. Situation Overview The City of Renton’s Annex to the King County Regional Hazard Mitigation Plan identifies the natural and technological emergencies or disasters the City of Renton may experience that AGENDA ITEM # 8. a) October 2023 82 could overwhelm Renton Public Works. An emergency or disaster could damage or destroy structures, streets, signals, or water, storm drainage and sewer utility systems. Renton Public Works personnel may also be affected by the event and unable to work or obtain the necessary equipment to perform their standard operations. Additional resources may not be available to the city to meet emergency requirements. County, state, or federal assistance may be necessary to ensure a timely, efficient, and effective response. Planning Assumptions • Debris clearance and emergency road repairs will be given priority to support immediate lifesaving emergency response. • Water supplies and infrastructure for firefighting will be evaluated, and priority may be given to areas determined most critical. • Renton Public Works engineering personnel and construction equipment may become overwhelmed and require resource assistance from outside the jurisdiction of the city. • Emergency supplies of potable drinking water will be coordinated system wide or at pre- designated locations such as functional water reservoirs. • Previously inspected structures and city utility systems may require re-evaluation when after-shocks occur following an earthquake or, in other disasters, whenever conditions of the disaster substantially worsen. Concept of Operations General Renton Public Works will coordinate engineering and construction activities and communicate with support agencies such as city departments, the City of Renton Emergency Operations Center (EOC), and the Washington State Department of Transportation (WA DOT) as necessary. Damage assessment may be conducted for in conjunction with ESF 1 following the procedures outlined in the Damage Assessment Annex. Information collected will be forwarded to Renton Public Works and the City of Renton EOC, if activated. Renton Public Works will then develop Incident Action Plans with the support of ESF 5 - Emergency Management and ESF 14 - the City of Renton Disaster Recovery Plan, for response and recovery activities. Whole Community The “Whole Community” includes individuals, families, households, communities, the private and nonprofit sectors, faith-based organizations, and local, tribal, state, and Federal governments. ESF 3 includes communicating with the whole community throughout preparedness, response, recovery, and mitigation activities. The Whole Community includes populations with Limited English Proficiency (LEP), individuals with disabilities, and Access and Functional Needs (AFN). AGENDA ITEM # 8. a) October 2023 83 ESF 3 has been reviewed by the Whole Community through a public input process that included online (virtual) and in-person access. Organization The Primary Agency responsible for the coordination of this ESF is the City of Renton Public Works Department. They will provide public works and engineering assistance, as resources allow, meeting the city's needs in an emergency or disaster. In the event of an emergency, ESF 3 will function within the Operations Section of the Renton EOC. Notification This ESF can be activated through the following channels: • Renton Public Works • Renton Police • Renton Regional Fire Authority • Renton EOC Duty Officer or EOC Director Activation may occur due to the severity of the event or perceived threat; unmitigated risk to the Renton community; or in support of mutual aid partners. Information Collection The following categories are a baseline list which should be considered to create a common operating picture for Essential Elements of Information (EEIs) which help guide the collection and dissemination of information. EEI Description Collection Dissemination Resources What is the status and location of Public Works response teams, equipment and materials needed for response? Renton Public Works Renton EOC Public Works DOC Extent of Incident Gather situational reports regarding the type and extent of the incident and impact to Public Works Infrastructure. Number and locations of impacted persons without access to wastewater, potable water, and transportation access/ “islanded populations”. - Status of Public Works infrastructure operational capabilities: o transportation systems o airport o bridges Incident Commander Renton EOC AGENDA ITEM # 8. a) October 2023 84 o water supply o potable water treatment facilities o reservoirs and water distribution systems o pump stations and lift stations o wastewater collection systems o drainage collection systems o condition of public works maintenance and operation facilities Disaster Impact Numbers Number and location of drainage systems impacted, areas flooded, number of homes flooded. Number of buildings/facilities/systems needing inspection. Incident Commander Renton Public Works Renton RFA Renton Police Renton EOC Public Works DOC Public Works Structures and Facilities Status (operational, damaged, destroyed, unknown), number, location, and approximate restoration date of: - City of Renton owned and operated facilities and structures. Incident Commander Renton Public Works Renton EOC Renton Public Works DOC Transportation Systems Status (operational, damaged, destroyed, unknown), number, location, and approximate restoration date of: - Street closures. - Non-operable traffic signals. - Transportation Systems including bridges. Incident Commander Renton Public Works Renton RFA Renton Police Renton EOC Renton Public Works DOC Renton Municipal Airport Status (operational, damaged, destroyed, unknown), number, location, and approximate restoration date of: - Renton Municipal Airport facilities, runway, and access routes. Incident Commander Renton Public Works Renton EOC Renton Public Works DOC Dams Status (operational, damaged, destroyed, unknown), number, location, and approximate restoration date of: - Flow of rivers and streams. - Weather forecast conditions. - Cedar River Dam. Incident Commander Renton Public Works Army Corps of Engineers Renton EOC Renton Public Works DOC Raw Water Supply, Storage Systems, and Facilities Status (operational, damaged, destroyed, unknown), number, location, and approximate restoration date of: - Environmental status of water source. - Quantity of potable water available. Incident Commander Renton Public Works Renton EOC Renton Public Works DOC Treated (finished) Water Storage Status (operational, damaged, destroyed, unknown), number, location, and approximate restoration date of: - Quantity of water available. Incident Commander Renton Public Works Renton EOC Renton Public Works DOC AGENDA ITEM # 8. a) October 2023 85 Systems and Facilities Treated Water Distribution Systems and Facilities Status (operational, damaged, destroyed, unknown), number, location, and approximate restoration date of: - Number of water distribution system breaks. - Number of water customers without potable water. Incident Commander Renton Public Works Renton EOC Renton Public Works DOC Water Treatment Facilities Status (operational, damaged, destroyed, unknown), number, location, and approximate restoration date of: - Renton water treatment facilities. Incident Commander Renton Public Works Renton EOC Renton Public Works DOC Wastewater Treatment Facility and Interceptors Status (operational, damaged, destroyed, unknown), number, location, and approximate restoration date of: - Wastewater treatment facilities and interceptors. Incident Commander Renton Public Works Renton EOC Renton Public Works DOC Wastewater Collection Systems and Facilities Status (operational, damaged, destroyed, unknown), number, location, and approximate restoration date of: - Number of wastewater collection system breaks. - Number of impacted wastewater collection facilities. Incident Commander Renton Public Works Renton EOC Renton Public Works DOC Drainage Collection Systems and Facilities Status (operational, damaged, destroyed, unknown), number, location, and approximate restoration date of: - Number of impacted drainage collection systems and facilities. Incident Commander Renton Public Works Renton EOC Renton Public Works DOC Responsibilities The table below outlines the responsibilities of the primary and supporting agencies listed in this ESF. These actions are tied to executing the Core Capabilities listed in the “Purpose” section. Mitigation Statement of Purpose: Determine mitigation strategies to increase the integrity of critical infrastructure and related systems thus reducing damage potential within the City of Renton. Core Capability Activity Responsible Agency(s) Infrastructure Systems Mitigate city utility systems to increase integrity and decrease damage potential. Renton Public Works Implement hazard mitigation in the development of policy, issuing of permits, and the design and construction of city facilities, including water, sewer, AGENDA ITEM # 8. a) October 2023 86 Response Statement of Purpose: Coordinate and mobilize resources to support the assessment and stabilization of impacted public works systems and infrastructure. Core Capability Activity Responsible Agency(s) Logistics and Supply Chain Management Provide personnel to conduct post disaster safety evaluation of buildings in accordance with the Damage Assessment Annex. Renton Public Works Renton Community and Economic Development Organize trained personnel to perform preliminary damage assessment of city roads, bridges, and utility systems. Coordinate the provision of light and heavy construction equipment, supplies and personnel. Renton Public Works Provide operational control of traffic signals and flashers under the city's jurisdiction. drainage, and street facilities and structures. This mitigation program will include the designation of methods to support emergency power sources for city wells, sewer pumping stations and fuel supplies necessary to public works operations. Preparedness Statement of Purpose: Develop and maintain primary and alternative critical infrastructure and related systems plans, policies, procedures, and trainings that can be implemented in the event of an emergency, disaster, or disruption. Core Capability Activity Responsible Agency(s) Planning Provide and participate in emergency management training, drills, and exercises. Renton Public Works Provide regular training to staff for home and work emergency preparedness. Develop policies and procedures for emergency response and recovery for public works activities. Work with neighboring jurisdictions and water districts to establish mutual aid and inter-local agreements. Environmental Health and Safety Ensure that field personnel have training, proper protection, and equipment necessary for response to an emergency or disaster. Renton Public Works Provide a Renton Public Works liaison to support Washington State Department of Transportation and Puget Sound Energy as requested. Renton Public Works AGENDA ITEM # 8. a) October 2023 87 Maintain, inspect, and repair essential equipment and vehicles. Provide resources to maintain the flood fighting operations. Situational Assessment Assess the impacted areas for conditions that deem an immediate threat to life safety and deploy necessary resources. Renton Public Works Assess impacted areas for contaminated soils and deploy necessary resources. Critical Transportation Coordinate and provide the placement of traffic control signs and barricades for road closures, detours, and potential road hazards. Provide operational control of traffic signals and flashers under city jurisdiction. Renton Public Works Infrastructure Systems Monitor city water supply for possible contamination. Renton Public Works Provide for emergency restoration of city roads, water and storm/sewer systems, construction equipment, and emergency vehicles. Complete damage assessment of City of Renton infrastructure structures in accordance with the Damage Assessment Annex. Provide debris clearance (except on private property), emergency protective measures, emergency, and temporary repairs and/or construction on city lands, roads, dikes, drainage, storm/sanitary sewer and water systems, and facilities. Perform or contract major recovery work to restore damaged public facilities under Public Law 93-288, the Disaster Relief Act. Coordinate operational permitting and engineering support for the emergency construction, demolition, repair, operation and management of essential facilities, and the inspection of those facilities during or following an emergency or disaster. Operational Coordination Provide resources, personnel, and technical support for response and recovery activities to include repair and restoration of local services (gas, electric, telephone) as well as water and wastewater systems. All Agencies Reconstruct, repair, and maintain state transportation systems. Notify City of Renton Public Works Department regarding the status of the state transportation systems through Renton. Washington State Department of Transportation Coordinate with City of Renton Public Works Department on the designation of alternate transportation routes. King County Department of Transportation AGENDA ITEM # 8. a) October 2023 88 Provide regulatory information, technical and resource support for the City of Renton Public Works Department response and recovery activities. Department of Local Services Identify, prioritize, and coordinate repair work for local roads, local bridges, and utilities (in coordination with ESF 12). Renton Community and Economic Development Provide damage assessment evaluations to Renton Public Works DOC or the City of Renton EOC if activated, to include identification of outages and main breaks, their locations, and probable restoration times on the utility systems within the City of Renton. Renton Public Works Provide personnel to be part of the preliminary damage assessment team for City of Renton Public Works Department transportation systems and facilities, when requested. All City Departments Request public works resources from neighboring jurisdictions or districts through pre-existing agreements. Renton Public Works Activate Renton EOC and Damage Assessment Teams, as needed. Recovery Statement of Purpose: Coordinate the restoration and recovery of the public works systems and infrastructure. Core Capability Activity Responsible Agency(s) Planning Provides documentation of costs incurred for the response and recovery efforts of City Public Works operations to the Renton Emergency Operations Center. City of Renton Public Works Resource Requirements • ATC-20: Standards for seismic evaluation of buildings developed by the Applied Technology Council. References • City of Renton Public Works Emergency Management Plan • King County Comprehensive Emergency Management Plan • Washington State Comprehensive Emergency Management Plan • King County Regional Debris Management Plan • ATC-20 Post Earthquake Safety Evaluation of Buildings AGENDA ITEM # 8. a) October 2023 89 • Intertie Agreements for Emergency Water Supplies Purveyors include City of Kent, Tukwila, and Seattle • King County Regional Hazard Mitigation Plan • City of Renton Annex to the King County Regional Hazard Mitigation Plan • Puget Sound Regional Catastrophic Disaster Coordination Plan, Transportation Recovery Annex Terms and Definitions See Basic Plan. Appendices None. AGENDA ITEM # 8. a) October 2023 90 EMERGENCY SUPPORT FUNCTION 4: FIREFIGHTING Primary Agency: Renton Regional Fire Authority Support Agencies: City of Renton Executive Department City of Renton Public Works Department City of Renton Police Department City of Renton Community and Economic Development Department King County Emergency Operations Center Fire Mutual Aid Agencies King County Office of the Fire Marshal Utility Companies Valley Communications Center Washington State Department of Natural Resources Washington State Patrol Washington State Office of the Fire Marshal Introduction Purpose The purpose of Emergency Support Function 4 (ESF 4) Firefighting is to describe the framework for response, preparedness, mitigation, and recovery from natural, human caused or catastrophic events requiring a fire response within the City of Renton. This will provide for the coordinated use of Renton Regional Fire Authority (RFA) resources in suppressing urban, rural and wildland fires, which could be human caused, or the result of a technological or natural disaster. ESF 4 is developed to provide an organizational framework that will effectively utilize all available firefighting apparatus and personnel within the City of Renton, describe the dispatching of such equipment and manpower to locations where needed, and provide for effective operations at the scene during an emergency or disaster. The following Core Capabilities support the roles and responsibilities of ESF 4. The primary and supporting core capabilities are defined to support the execution of Firefighting operations for the ESF as follows: AGENDA ITEM # 8. a) October 2023 91 Primary Response Core Capabilities Fire Management and Suppression Provide structural, wildland, and specialized firefighting capabilities to manage and suppress fires of all types, kinds, and complexities while protecting the lives, property, and the environment in the affected area. Support Response Core Capabilities Planning Conduct a systematic process engaging the whole community as appropriate in the development of executable strategic, operational, and/or tactical-level approaches to meet defined objectives. Public Information and Warning Deliver coordinated, prompt, reliable, and actionable information to the whole community through the use of clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay information regarding any threat or hazard, as well as the actions being taken, and the assistance being made available, as appropriate. Operational Coordination Establish and maintain a unified and coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of Core Capabilities. Environmental Response/Health and Safety Conduct appropriate measures to ensure the protection of the health and safety of the public and workers, as well as the environment, from all hazards in support of responder operations and the affected communities. On-Scene Security, Protection, and Law Enforcement Ensure a safe and secure environment through law enforcement and related security and protection operations for people and communities located within affected areas and also for response personnel engaged in lifesaving and life-sustaining operations. Operational Communications Ensure the capacity for timely communications in support of security, situational awareness, and operations, by any and all means available, among and between affected communities in the impact area and all response forces. Situational Assessment Provide all decision makers with decision-relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response. Authorities and Policies The procedures to be used during fire and other emergencies requiring fire service resources are defined in the Washington state fire mobilization plan, RCW 43.43.962: State Fire Services Resource Mobilization Plan (2019). (Formally RCW 38.54.030). Consistent with Department of Homeland Security National Incident Management System, the fire department or authority must implement the Incident Command System in accordance with WAC 296-305-05000: Incident Management (2019). Fire suppression management and procedures are identified in WAC 296-305-05002: Fire Suppression (2019). Accountability for wildland firefighter and firefighter safety standards are outlined in WAC-296-305-07012: Wildland Fire Personnel Accountability (2019) and WAC 296-305: Safety Standards for Firefighters (2019). AGENDA ITEM # 8. a) October 2023 92 The guidelines established in the Renton Regional Fire Authority Operating Procedures shall be followed in responding to an emergency or disaster. This includes the activation of the fire Department Operating Center (DOC) to establish operational control and: • All activities within ESF 4 will be conducted in accordance with the National Incident Management System (NIMS) and the National Response Framework (NRF) and will utilize the Incident Command System (ICS). • Priority shall be given to life safety, incident stabilization, property conservation, environmental protection, and economic considerations, in that order. • In the event the Renton RFA has exhausted all resources through automatic/mutual aid agreements, one or more of three established fire resource plans may be activated. These three plans consist of the King County Fire Resource Plan, the South Puget Sound Regional Fire Defense Plan, and the Washington State Fire Services Resource Mobilization Plan (RCW 43.43.962). • The Renton EOC, if activated, will be informed when resources are reasonably expected to be exhausted. The Renton EOC will communicate critical resource updates to the Policy Advisory Group if policy level decisions are required in the continued management of the incident. • Critical Incident Stress Debriefing (CISD) may be requested within one week of an incident through the Resiliency Coordinator to support fire personnel and their families. • Fire service mutual aid will be exhausted or nearly exhausted prior to requesting regional or state fire mobilization resources. • Valley Communications Center is the designated public safety answering point (E 9-1-1 dispatch center) for the dispatch of fire mobilization resources in Zone 3 (South King County). Other 9-1-1 dispatch centers will support Valley Communications Center upon request. These are Port of Seattle Dispatch Center, NORCOM for Zone 1 (North and East King County), Seattle Fire Department Fire Alarm Center for Zone 5 (City of Seattle), and the King County Sheriff’s Office Communications Center. • Each local, state, or federal agency will assume the full cost of protection of the lands within its respective boundaries unless other arrangements are made. Fire protection agencies should not incur costs in jurisdictions outside their area without reimbursement unless there is a local mutual aid agreement between those jurisdictions. It is essential that the issue of financial limitation be clarified through proper official channels for efficient delivery of fire services. • Coordination with and support of state and local fire suppression organizations is accomplished through the state forester, in cooperation with the state fire marshal, Washington State Emergency Management Division (WA EMD), or other appropriate fire suppression organizations operating under NIMS/ICS. • National support for local and state firefighting operations is coordinated through the National Interagency Coordinating Center (NICC) located at the National Interagency Fire Center (NIFC) in Boise, ID. This is coordinated between the Washington State Fire Marshal or WAEMD and the Joint Field Office (JFO). AGENDA ITEM # 8. a) October 2023 93 The Renton RFA policies and procedures outline mutual aid partners and DOC guidelines to be used for large incidents. Within these policies are disaster specific standard operating procedures (SOPs) written to support Renton RFA’s disaster response. Additionally, the King County Fire Chiefs Model Procedures outline countywide disaster specific policies that all fire agencies in King County follow. These specific SOPs and procedures are listed in the References section at the end of this document. Situation Overview Emergencies or disasters may occur in a local jurisdiction at any time causing fires of all types and complexities; significant human suffering, injury, and death; public and private property damage; environmental degradation; economic hardship to businesses, families, and individuals; and disruption of local government. Urban and rural fires may result from or occur coincidentally with, an earthquake or as the result of another significant event. Under ideal conditions, the management of large firefighting operations is complex and involves an immense staff, several different agencies, and jurisdictions. Normal response will be hampered by such occurrences as bridge failures, landslides, traffic congestion, fallen debris, flooding or fire. Fire and life safety response times will be delayed and responses to occurrences will be prioritized. Extremely large fires and those resulting from, or coinciding with a major earthquake or other disaster, will place extraordinary demands on available resources and logistics support systems. Availability of fire service personnel may be limited due to injuries, personal concerns, needs or limited access to work location. First arriving recall personnel may be assigned to initial first response for emergencies. Agencies which commonly support large fire suppression operations (mutual aid, fire mobilization, police, public works, the Department of Ecology, the American Red Cross, etc.), will receive many fire and non-fire related requests. Many of the resources normally available for use in fighting large fires may be unavailable. Support normally given by electric, gas and water utility companies may be hampered by the magnitude of the incident. Also, utility failure such as the disruption of firefighting water supply may compound or add to the size of the incident. A significant natural or technological event may result in many fire emergencies throughout the City of Renton. In any major fire, airborne burning materials can be distributed over a wide area, complicating the response. Ignition sources could also cause hundreds of fires throughout South King County during and after an earthquake. The damage potential from fires in urban areas during and after a major earthquake is extreme. Under the worst conditions, these fires will have the potential to spread rapidly, cause extensive damage, and pose a serious threat to life, property, and the environment. Intra-jurisdiction and mutual aid firefighting resources may be difficult to obtain and utilize due to massive disruption of communications, transportation routes, utilities, and water systems. Communication channels will likely be disrupted, and the attempted use of these systems may be overwhelmed due to heavy traffic. If communications are completely down, it will be necessary for the city to manage its own resources through the implementation of the Renton EOC and the Renton RFA DOC. AGENDA ITEM # 8. a) October 2023 94 Concept of Operations General Firefighting involves the organization and management of fire scene activities to suppress fires of all types, kinds, and complexities while protecting the lives, property, and the environment in the affected area. This includes the resource assistance of other agencies through the countywide mutual aid agreement and the statewide mobilization plan. For the purpose of this ESF, fire service is considered fire suppression and control. Basic emergency medical care and immediate life safety services, such as rescue and hazardous materials response, although delivered by the Renton RFA, are detailed in other ESFs (ESF 8 – Public Health and Medical Services, ESF 9 – Search and Rescue and ESF 10 – Hazardous Materials Response). Additional capabilities of the Renton RFA include Water Rescue, Technical Rescue, Wildland firefighting and Hazmat response. The resources and logistics utilized to fight fires depend on the type or category of the fire incident. The differences are described below: • Urban Fires - A fire of natural or human-caused origin that results in the destruction of property, homes, businesses, and other structures in populated, urban, or suburban areas. These fires occur primarily in cities or towns with the potential to rapidly spread to adjoining structures. • Rural Fires - A fire of natural or human-caused origin that occurs in or near forest or grassland areas where isolated homes, subdivisions, and small communities are located. These uncontrolled fires can start as, or grow into, a structure or wildland fire that can extend to urban areas. • Wildland Fires - A fire of natural or human-caused origin that results in the uncontrolled destruction of forests, field crops, and grasslands. Wildland fires can be identified by their severity as Type 5 being the least complex and Type 1 as the most complex. Members on Renton RFA’s Wildland team will be trained and shall maintain the Wildland Technician level firefighter minimum standard of the National Wildland Coordinating Group (NWCG) Firefighter 2 (FF2) or equivalent training. These Wildland Technicians can be deployed statewide and nationally. Renton RFA will manage and coordinate firefighting activities within the city. Other Renton RFA functions may be carried out concurrently and by the same personnel during the course of firefighting. The Renton RFA is signatory to a countywide mutual aid agreement which is defined as the King County Interlocal Agreement (KC ILA) for Mutual Aid. The fire service also cooperates in a statewide mobilization plan defined as the Washington State Fire Services Resource Mobilization Plan. This plan is activated through a detailed request by the Renton Duty Chief to the Zone 3 Coordinator, the King County Coordinator, and ultimately the South Puget Sound Regional Coordinator through the Valley Communications Dispatch Center. Renton AGENDA ITEM # 8. a) October 2023 95 RFA is also a participant in the Zone 3 Fire Operations Chief Coordinators, for large-scale incidents. The Fire Chief or designee will activate the Departmental Operations Center (DOC) to manage and support complex or significant field incidents, or high call volume events. The Duty Chief or on-duty South Battalion Chief/Safety Officer will be an overall coordinator of fire service activities during or following a disaster. The DOC will coordinate with the field command post and the City of Renton EOC as necessary. The primary location of the DOC is Renton RFA Station 13 (Headquarters). The back-up location will be Renton RFA Station 12 which is downstairs at the same location as the City of Renton EOC when activated. An alternate location will be the City of Renton Public Works Maintenance Shops building. Communications will be through established channels. The primary mode of emergency communications would take place on the Puget Sound Emergency Radio Network (PSERN) radio communications system. Secondary communications are outlined in RRFA Communication Guide and include Site Trucking, State Ops, VHF radios, MDC, pagers and amateur radios (HAM radios). Whole Community The “Whole Community” includes individuals, families, households, communities, the private and nonprofit sectors, faith-based organizations, and local, tribal, state, and Federal governments. ESF 4 includes communicating with the Whole Community during firefighting preparedness, response, recovery, and mitigation activities. The Whole Community includes populations with Limited English Proficiency (LEP), individuals with disabilities, and Access and Functional Needs (AFN). ESF 4 has been reviewed by the Whole Community through a public input process that included online (virtual) and in-person access. Organization The Renton RFA has the responsibility for the accomplishment of firefighting activities in the Renton Regional Fire Authority service area. This includes the City of Renton along with King County Fire Protection District #25 (East Renton Plateau) and #40 (Fairwood). There are currently seven Renton RFA fire stations that have pre-designated response areas and provide backup as necessary to the other stations. Renton RFA key fire stations that will be backed-up and staffed include Station 11 (downtown), Station 16 (East Renton Plateau) and Station 17 (Fairwood). The Response Operations Division is responsible for all Suppression, EMS, Technical Rescue, Water Rescue, and Hazardous Material activities. The Office of the Fire Marshal is responsible for providing International Fire and Building Code inspections, plans checking, public education and fire investigation. The Support Services Division and Administration are responsible for fleet, facilities, logistics, finance, security and other support needs. The EMS/Health and Safety Division is responsible for Emergency Medical Services (EMS) as well as occupational injury, illness and exposure of RRFA members. AGENDA ITEM # 8. a) October 2023 96 The Renton EOC will support the ongoing efforts of ESF 4 through the Operations section as detailed below. Notification ESF 4 can be activated through the following channels: • Incident Commander • Battalion Chief/Safety Officer (BC/SO) • Fire Duty Chief/Deputy Chief • Fire Chief • Zone 3 fire coordinator • King County fire coordinator • EOC Duty Officer or EOC Director Information Collection The following categories are a baseline list which should be considered to create a common operating picture for Essential Elements of Information (EEIs) which help guide the collection and dissemination of information. EEI Description Collection Dissemination Extent of Incident Gather information regarding the extent of the incident: - Is it growing or stable? - Are lives at risk? If so, where? - What are the weather conditions? Consider wind direction. Incident Commander Renton EOC Duty Officer Renton RFA Duty Chief Logistics Number, location, and mission assignments of ESF 4 staff deployed to incident coordination locations: - KC EOC - Renton EOC - Joint Field Office (JFO) - Other field sites Incident Commander Renton RFA Duty Chief Zone 3 Fire Coordinator KC Fire Coordinator Renton EOC Duty Officer Renton RFA Duty Chief Resources Number, location, and role of pre-positioned and deployed ESF 4 resources. Incident Commander Zone 3 Fire Coordinator KC Fire Coordinator Renton EOC Duty Officer Renton RFA Duty Chief AGENDA ITEM # 8. a) October 2023 97 Responsibilities The table below outlines the responsibilities of the primary and supporting agencies listed in this ESF. These actions are tied to executing the Core Capabilities listed in the “Purpose” section. Preparedness Statement of Purpose: Develop emergency plans and resource lists for use in a major emergency or disaster while referencing updated SOPs and pre-incident plans of target hazard facilities within the City of Renton. Assess equipment and evaluate training needs based on after action reviews and Mitigation Statement of Purpose: To reduce fire hazards of all types through implementing fire prevention programs such as through building inspections, code enforcement, community outreach and public awareness/education. The Renton RFA Office of the Fire Marshall (OFM) and the City of Renton Community and Economic Development (CED) Team help support this mission for the Renton RFA which contributes to the overall safety of the public and community. Core Capability Activity Responsible Agency Planning Develop and implement fire prevention and fire safety programs. Renton RFA Renton Community and Economic Development Review building plans, issue permits and perform inspections of general businesses, fire code permitted occupancies, multi-family housing and other licensed facilities to reduce the risk of fire. Review, evaluate, inspect and issue permits for the storage and use of hazardous materials to reduce the risk of a release or spill. Operational Communications Work with Renton Emergency Communication Service (RECS) as described in ESF 2 (Communications). Renton RFA Environmental Response/Health and Safety Identify, evaluate, and implement measures to prevent and minimize impacts to the environment, natural and cultural resources, and historic properties from all-hazard emergencies and response operations. Renton RFA Renton Community and Economic Development Fire Management and Suppression Monitor conditions and when appropriate, issue burn bans and/or restrictions to reduce human- caused wildfires during extremely hot and dry weather conditions. Renton RFA Office of the Fire Marshall Issue and enforce firework ban within city limits to reduce fires and associated damages to property and injuries. Renton RFA Renton Police Implement fire mitigation programs to educate homeowners and businesses on fire prevention and protection measures. Office of the Fire Marshall AGENDA ITEM # 8. a) October 2023 98 lessons learned from drills and actual incidents of a large magnitude. Preparedness activities consist of planning, organizing, equipping, training, and exercising. Core Capability Activity Responsible Agency Planning Provide training and exercises to fire personnel responsible for suppression operations, including ICS, safety procedures, and communications. Renton RFA Prepare pre-incident fire surveys of large and/or high hazard facilities in Renton to enhance response capabilities. Review the Washington State Fire Services Resource Mobilization Plan annually and update the City of Renton CEMP appropriately. Develop and maintain interstate/intrastate firefighting assistance agreements. Review interlocal agreements. Planning; Environmental Response/Health and Safety Coordinate preparedness and planning efforts with hazardous material facilities in the City of Renton under the Superfund Amendment and Reauthorization Act (SARA) Title III Program. The SARA Title III Program is covered in ESF 10 – Hazardous Materials Response. Renton RFA Environmental Response/Health and Safety Identify, assess, and mitigate worker health and safety standards, and disseminate health and safety guidance and resources to response and recovery workers. Renton RFA Operational Communications Review mobilization communication needs with the South Puget Sound Regional Coordinator annually per the Washington State Fire Services Resource Mobilization Plan. Participate in 800 MHz radio communications drills and exercises with other mutual aid partners through Valley Communications Center Renton RFA Response Statement of Purpose: Manage and support firefighting and emergency medical activities to provide immediate life safety services regarding potential or actual emergencies/disasters that could impact the City of Renton. Conduct initial damage assessments and determine the appropriate management response to meet the demands of the incident. Core Capability Activity Responsible Agency Fire Management and Suppression Detect and assume full responsibility for fire suppression and immediate life safety services within the City of Renton and Renton RFA service area combating urban fires and wildland fires utilizing the Incident Management System (ICS). Renton RFA AGENDA ITEM # 8. a) October 2023 99 Confine and extinguish fires, conduct technical rescue operations, and provide command structure to emergency operations within the Renton Regional Fire Authority response area in accordance with the category and type of fire. Conduct expanded or extended attack firefighting and support operations through coordinated response of fire management and specialized fire suppression resources. Perform damage assessments and relay information to the Renton Emergency Operations Center. Support firefighting activities of the Renton RFA consistent with this ESF and the Renton Regional Fire Authority. Department Standard Operating Procedures. Washington State Department of Natural Resources Washington State Patrol Planning Develop and implement strategic incident action plans. Renton RFA Assist in the coordination and documentation necessary for the recovery of disaster expenses following a State Fire Mobilization or a Presidential Disaster Declaration. Provide documentation of costs incurred for the response and recovery efforts to the City of Renton Executive Department. Renton RFA Utility Companies Public Information and Warning Deliver credible and actionable messages through the Joint Information System to inform ongoing emergency services and the public about protective measures and other life-sustaining actions and facilitate the transition to recovery. Renton RFA Renton Executive Services Operational Coordination Maintain operational command and control over field activities through the Renton RFA DOC Renton RFA Respond to assist those mutual aid signatories when requested if, within the Renton RFA service area, staffing levels and the situational demands for service allow the rendering of aid, without reducing the level of protection in that service area. Request the support of mutual aid agreement signatories to the Renton RFA as needed. Deploy the Fire Duty Chief as the fire liaison and representative to the City of Renton EOC when a fire representative is requested. Request additional personnel and resources as needed beyond mutual aid agreements, through the King County Fire Resource Plan, the South AGENDA ITEM # 8. a) October 2023 100 Puget Sound Regional Fire Defense Plan or the Washington State Fire Services Resource Mobilization Plan. These documents discuss the coordination of municipal department(s)/District(s) when mobilized. Coordinate with Zone 3 Coordinator and the King County Zone Coordinator to request fire mobilization of support agencies. Utilize the ICS for all emergency/disaster response activities in accordance with the NIMS and the National Response Framework. Renton RFA Utility Companies Renton Executive Services Renton Police Renton Public Works King County EOC Manage debris removal and provide transportation and infrastructure support. Provide equipment and personnel to support fire suppression activities when requested, as available. Manage evacuations of impacted areas as necessary. Renton RFA Renton Police Establish a safe and secure environment in an affected area. Operational Communication Deploy the Fire Duty Chief as a liaison between the Renton RFA and the Renton EOC, as well as the King County EOC, to provide situation and damage assessment information. Renton RFA Provide communications support to firefighting operations as requested. Renton Emergency Communication Services (RECS) Serve as a Public Safety Answering Point (PSAP), providing call receiving and dispatch services, and procure additional firefighting resources for Renton Regional Fire Authority. Valley Communications Center Situational Assessment Activate the EOC, if requested. Renton RFA Recovery Statement of Purpose: Contribute to the damage assessment process which includes maintaining disaster and recovery expense records following a major incident or emergency. Conduct a post incident analysis (PIA) to critique the event and recommend applicable changes in policies, universal plans or department SOPs. Core Capability Activity Responsible Agency Planning Conduct a post-incident analysis to evaluate the incident. Renton RFA Compile the appropriate documentation for the incident report. Continue to assist in the coordination and documentation necessary for the expense recovery process associated with a Presidential AGENDA ITEM # 8. a) October 2023 101 Declaration or state Fire Services Resource Mobilization. Provide estimates for damage and costs incurred by the incident to the designated city personnel tasked with tracking eligible expenses for reimbursement. Renton RFA Utility Companies Assist the Renton Regional Fire Authority in evaluating the incident and providing information for the incident report. Utility Companies Renton Executive Services Renton Police Situational Assessment Conduct windshield surveys for large-scale disasters to assess damage to the community and surrounding structures. This information is relayed to the Incident Commander (Battalion Chief/Safety Officer) and then to the Duty Chief. Renton RFA Resource Requirements Prior to requesting additional resources through the Washington State Fire Services Mobilization Plan, the primary and support agencies will provide the available personnel, facilities and equipment to support firefighting activities. • Identification of Special Teams Water Rescue Team - Zone 3 resource for SCUBA dive rescue; Swiftwater (river) rescue, raft operations, boat operations • Renton RFA Station 12: 1209 Kirkland Ave NE, Renton, 98056 Rescue Swimmer program - Stillwater (lakes) • Various Renton RFA Stations Technical Rescue Team - Zone 3 resource for high/low angle rope rescue, confined space rescue, trench rescue, structural collapse. • Renton RFA Station 11: 211 Mill Ave S, Renton, 98057 HAZMAT Team - Zone 3 Resource for Hazardous Materials incidents • Renton RFA Station 14: 1900 Lind Ave SW, Renton, 98057 Wildland Team - Zone 3 and State resource for Wildland firefighting • Renton RFA Station 17: 14810 SE Petrovitsky Rd, 98058 Additional resources will come from Zone 3 to assist in Technical Rescue incidents. • Description of the Interstate/Intrastate Firefighting Assistance Agreements The Renton RFA Duty Chief will communicate with the Zone 3 and KC coordinators to organize resources. The King County Fire Resource Plan, South Puget Sound Regional Fire Defense Plan and the Washington State Fire Services Resource Mobilization Plan describe the firefighting assistance agreements in further detail. AGENDA ITEM # 8. a) October 2023 102 References • Renton Regional Fire Authority Department Standard Operating Procedures (SOPs). o 2006 - Inclement Weather Natural Disasters (2018) o 4101 - Response Guidelines (2019) o 4103 - King County Fire Chiefs Model Procedures (2020) o 4104 - Zone 3 Procedures (2017) o 4105 - Valley Communication Procedures (2017) o 4108 - Incident Management System (2017) o 4110 - Department Operations Center (2020)  Appendix 7.1 - Zone 3 Fire Storm Procedures Field User Guide  Appendix 7.2 - Secondary Fire Dispatch Procedures o 4111 - Initial Disaster Response Procedures (2017)  Appendix 7.1 - Station Assessment Procedures  Appendix 7.2 - High Wind Procedures  Appendix 7.3 - RRFA Communication Quick Reference Guide o 4112 - Automatic Aid/Mutual Aid Mobilization (2020) o 4126 - Wildland Procedures (2021) o 4203 - Incident Management Training and Qualification (2017) • King County Fire Chiefs Model Procedures (2020): o Section 4 - Associated Procedures o Section 6 - Local, County and State Mobilization Requests o Section 8 - Wildland Resources and Procedures o Section 10 - King County Radio Interoperability o Section 12 - Public Evacuations and Warnings o Section 14 - Strike Team/Task Force o Section 18 - Windstorm Operations o Section 20 - Air Asset Requests o Section 21 - Overhead Support of a Transportation System Response o Section 26 - Technical Rescue o Section 27 - Move ups of Interzonal Resources o King County Interlocal Agreement for Mutual/Automatic Aid (2018) • Zone 3 Resources o Zone 3 Operational Procedure - High Call Volume Operations (2021) o Zone 3 Technical Rescue Responses o Zone 3 Procedures – On Duty Battalion Chief Coordinator o Zone 3 Key Stations o Zone 3 Operations Committee – Station order for move-ups o Zone 3 Coordinator Move-up Form o Zone 3 Coordination Map AGENDA ITEM # 8. a) October 2023 103 • Valley Communications Center SOPs o 717 – Firefighter Safety Procedures o 735 - Fire Department Move-up/Cover Procedures (2014) o 737 - Fire Department Mutual Aid (2014) o 740 - Fire Department Special Response Procedures (2016) o 745 - Fire Department High Call Volume Events (2020) o 746 - Earthquake Response (2014) o 755 - Fire/EMS Manual Dispatching (2020) o 800 - 800 MHz Talk groups (2019) • Zone 3 Command Procedures (2021) • King County Fire Resource Plan (2020) • South Puget Sound Regional Fire Defense Plan (2013) • Washington State Fire Services Resource Mobilization Plan (2020) • Puget Sound Region Structural Response Rescue Annex/Reginal Catastrophic Disaster Coordination Plan (2014) Terms and Definitions • See basic plan Appendices None. AGENDA ITEM # 8. a) October 2023 104 EMERGENCY SUPPORT FUNCTION 5: INFORMATION AND PLANNING Primary Agency: City of Renton Executive Services Department Support Agencies: All other City of Renton Departments Renton Regional Fire Authority King County Emergency Operations Center Washington State Emergency Management Division Department of Homeland Security/CISA Region 10 Introduction Purpose The purpose of Emergency Support Function (ESF) 5 is to support and facilitate multiagency planning and coordination for operations during incidents requiring city internal and external coordination. ESF 5 does this by ensuring proper execution of several Core Capabilities: Planning, Operational Coordination, and Situational Assessment. ESF 5 also supports the following Core Capabilities in conjunction with other ESFs: Public Information and Warning; Logistics and Supply Chain Management, and Operational Communications. Descriptions of each are found below. City of Renton’s Emergency Management Division, housed within the Executive Services Department, leads the effort to collect, analyze, and share information about and coordinate planning efforts on potential or actual emergencies or disasters. Emergency management supports overall activities for incident management in Renton and liaises with county, state, and federal emergency management agencies for multi-agency coordination. Emergency Management maintains the Renton Emergency Operations Center (EOC) in a state of readiness. Primary Response Core Capabilities Planning Conduct a systematic process engaging the whole community as appropriate in the development of executable strategic, operational, and/or tactical-level approaches to meet defined objectives. Operational Coordination Establish and maintain a unified and coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of Core Capabilities. Situational Assessment Provide all decision makers with decision-relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response. Supporting Response Core Capabilities Public Information and Warning Deliver coordinated, prompt, reliable, and actionable information to the whole community through the use of clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay AGENDA ITEM # 8. a) October 2023 105 Supporting Response Core Capabilities information regarding any threat or hazard, as well as the actions being taken, and the assistance being made available, as appropriate. Logistics & Supply Chain Management Deliver essential commodities, equipment, and services in support of impacted communities and survivors, to include emergency power and fuel support, as well as the coordination of access to community staples. Synchronize logistics capabilities and enable the restoration of impacted supply chains. Operational Communications Ensure the capacity for timely communications in support of security, situational awareness, and operations, by any and all means available, among and between affected communities in the impact area and all response forces. Authorities and Policies This ESF applies to city departments as well as private and volunteer organizations that commonly report to the EOC during an activation. • ESF 5 facilitates information flow in the pre-incident preparedness phase in order to place assets on alert or to pre-position assets for quick response. • During the response phase, ESF 5 transitions and is responsible for operational coordination, situational awareness, and planning capabilities. ESF 5 activities include those critical to support and facilitate multiagency planning and coordination of operations for large scale incidents. This includes alert and notification, staffing of the EOC, incident action planning, provide support operations, logistics and material direction and control, information management, facilitation of requests for assistance, resource acquisition and management, worker safety and health management, facilities management, financial management, and other support as required. RCW 38.52: Emergency Management is a chapter that encompasses the purpose, definitions, requirements, authorities, and policies of Emergency Management functions for the state of Washington. The Local Emergency Management or Services WAC 118-30 outlines local approaches to emergency plans and programs. The following policies established by the City of Renton operate as guidelines for responding to an emergency or disaster including: • The National Incident Management System (NIMS), including the Incident Command System (ICS), will be used in any size or type of disaster. • Management of response personnel, facilities, finances, and equipment will be coordinated through the Planning, Operations, Finance and Administration, and Logistics Sections within the EOC using the ICS structure. • Incident response and organization will be documented through the use of FEMA ICS Forms including but not limited to ICS 214 Activity Logs to document incident activities. • ESF 5 is responsible for the communication and coordination of infrastructure supporting effective response to the affected area in the anticipation of requirements AGENDA ITEM # 8. a) October 2023 106 for preparedness, response, and recovery and in support of additional response activities. • ESF 5 is responsible for the request, coordination, analysis, and dissemination of necessary information from city departments to support response and recovery efforts. • ESF 5 will provide guidance for each city department in making their reports during a response, if needed. • Incidents should be handled at the lowest level. If the city becomes overwhelmed and in need of outside support, existing mutual aid agreements will be used. Support beyond or in addition to mutual aid will be coordinated through ESF 5 up to the county, state, federal and non-governmental organizations. Conversely, ESF 5 will facilitate requests for support from these agencies. • In circumstances that include a component of terrorism, civil disturbance, or other law- enforcement sensitive intelligence, Renton Police will be the lead agency in information coordination to ensure proper intelligence-handling procedures are established and enforced. ESF 5 will support their direction. Situation Overview Emergencies or disasters may occur in a local jurisdiction at any time causing significant human suffering, injury, and death; public and private property damage; environmental degradation; economic hardship to businesses, families, and individuals; and disruption of local government. These hazards are identified in the risk assessment included in the Renton Annex to the King County Regional Hazard Mitigation Plan (henceforth as Hazard Mitigation Plan. The hazards identified in the Hazard Mitigation Plan could disrupt public services, damage property, and cause injury or death of persons within affected areas. The urgency of the event may direct the focus toward response operations and EOC activation. As a result, initial reporting to outside agencies may be delayed. Primary hazards include dam failure, floods, severe weather (excessive heat, winter storms, and windstorms), earthquakes, landslides, volcanic hazards, landslide, sink holes, and ground subsidence hazards, hazardous materials releases, and acts of terrorism or civil disturbance. Additionally, the city is subject to major transportation disruptions and accidents, utility and infrastructure failures or collapses, public health emergencies, and mass casualty incidents from any cause. Early in the course of the event, little information will be available, and information may be vague and inaccurate. Reporting to outside agencies will improve as the event matures. Normal communication channels may be disrupted in part or entirely. Concept of Operations During disasters or emergencies, the need for rapid decisions and actions may require that emergency management plans and procedures supersede normal business operations. AGENDA ITEM # 8. a) October 2023 107 The departments and outside agencies operating in the EOC will work to develop situational awareness/common operating picture for the incident. This will include receiving periodic reports from field representatives and requesting information from other agencies, public and private. It will also be conducted by monitoring social media and other media platforms. The Renton EOC Planning Section is responsible for the collection, analysis, synthesis, and distribution of information gathered. This will be delivered in the form of a Situation Report (SitRep). The SitRep may be shared with the field command, city departments, partner agencies, and the media as appropriate. The Planning Section is responsible for ongoing maintenance of situational awareness/common operating picture and distribution of this information as it changes throughout the event. Guidance for the Planning Section is contained in the Planning Section Standard Operating Procedures (SOP) document. City of Renton department representatives in the EOC will develop reporting procedures with their field representatives and/or Departmental Operations Centers (DOC) to facilitate information flow between the field and the EOC. Whole Community The “Whole Community” includes individuals, families, households, communities, the private and nonprofit sectors, faith-based organizations, and local, tribal, state, and Federal governments. ESF 5 includes communicating with the Whole Community during all phases of emergency preparedness, response, recovery, and mitigation activities. The Whole Community includes populations with Limited English Proficiency (LEP), individuals with disabilities, and other Access and Functional Needs (AFN). ESF 5 has been reviewed by the Whole Community through a public input process that included online (virtual) and in-person access. Organization The Renton EOC is organized utilizing the basic concepts of the National Incident Management System (NIMS) and consists of the functional areas needed for coordination of the event, which could include Operations, Planning, Logistics, and Finance/Administration sections, and other core functions such as Public Information and Communications. Procedures • See City of Renton EOC Desk Manual procedures. • See individual department/division's standard operating procedures for communication and coordination; Renton Police Department procedures; Renton Regional Fire Authority procedures. Notification AGENDA ITEM # 8. a) October 2023 108 The ESF can be activated through several channels: • Incident Commander • City mayor, city administrator, or designee • Emergency Management Director or designee • Emergency Management Duty Officer Activation may occur due to the severity of the event or perceived threat; unmitigated risk to Renton community; in a planned event situation; or in support of mutual aid partners. Activation of staff may occur through Renton’s internal notification system, using the ALERT Renton platform to contact employees. If communications are not impeded, notification may be sent by email, text, or phone call using available employee contact information. Information Collection ESF 5 is concerned with establishing situational awareness and a common operating picture. There are Essential Elements of Information (EEIs) which help guide the collection and dissemination of information. EEI Description Collection Dissemination Extent of Incident Information regarding the extent of the incident. Is it growing or stable? Are lives at risk – if so, where? Evacuation order needed? • Incident Commander/ delegate • EOC Duty Officer • Renton EOC • Renton EOC • Relevant partner agencies and city departments Damage Assessment Information regarding extent of physical damage resulting from the incident. • Renton EOC • Damage assessment team • Renton EOC Population Status Information regarding life/safety impacts; displacement; specific community impacted; animal population impacted; immediate needs identified; etc. • Renton EOC • American Red Cross • Renton EOC Resource Requests Immediate resource requests from the field or other responders to the event to be fulfilled through the EOC. • Renton EOC • Incident Commander/delegate • Renton EOC Community Impact and Response Information on the state of the community gathered from social • Renton Executive Services • Renton EOC • Renton EOC AGENDA ITEM # 8. a) October 2023 109 media, traditional media, and other community-based sources. Responding Entities Who is responding to the incident? External partners or agencies are offering help? Other responding resources? • Incident Commander / Delegate • Renton EOC • King County EOC • Renton EOC This list is not exhaustive. As an event progresses, information regarding responder or EOC staff needs, population needs, available resources and support, and supplemental situational awareness will develop and change. This list is meant to serve as a starting place for achieving an ongoing common operating picture of an event and its current response and recovery efforts. Note: • Information on community groups, relevant social media sites, partner agencies across the community, and other sources of direct information are available in the relevant ESFs. Information regarding community partners is located in ESF 6 and ESF 8 as it relates to public health and human services, mass care, and sheltering. Information regarding communicating information with the public is available in ESF 2 and ESF 15 and in the King County IECP and the Renton Annex to the King County IECP. Responsibilities The table below outlines the responsibilities of the primary and supporting agencies in support of this ESF. These statement of mitigation, preparedness, response, and recovery actions are tied to executing the Core Capabilities listed in the “Purpose” section. Mitigation Statement of Purpose: Responsible agencies undertake activities to ensure the mitigation of preventable or limitable impacts to the tangible systems upon which ESF 5 capabilities rely. These are physical or technological systems in place which support the Core Response Capabilities which allow us to coordinate the collection, evaluation, documentation, and dissemination of information in regard to potential or actual emergencies or disasters that could affect the City of Renton. Core Capability Activity Responsible Agency(s) Planning Regularly update and validate EOC access for designated EOC staff, Renton Emergency Communications Service volunteers. Renton Executive Services Operational Communications Ensure ALERT Renton is functional and in compliance with licensing requirements. Renton Executive Services AGENDA ITEM # 8. a) October 2023 110 Regularly validate EOC communication and coordination technologies are functional. Ensure Emergency Management is included in coordination and communication system changes [radio frequencies; station card or code access; etc.] Renton Police Renton RFA Renton Public Works Preparedness Statement of Purpose: Responsible agencies undertake activities to ensure the Core Response Capabilities which allow us to coordinate the collection, evaluation, documentation, and dissemination of information in regard to potential or actual emergencies or disasters that could affect the City of Renton are up to date; fully resourced; and disseminated to appropriate partners. Core Capability Activity Responsible Agency(s) Planning Prepare standardized reporting formats for citywide use. Renton Executive Services Establish reporting procedures for all departments. Support departments and agencies to maintain and review relevant emergency plans. Ensure emergency plans and procedures align with regional county, and state related responsibilities and plans. Identify, promote, and facilitate emergency management training, drills, and exercises in support of this ESF which include whole community partners (city departments, Renton Fire Authority, community partners, etc.). Ensure EOC access to social media accounts and passwords is up to date and accessible. Ensure deconfliction between city processes and county or state requirements. Design and train appropriate staff on EOC- specific roles, processes, and procedures. Participate in emergency management training and exercises in support of this ESF. All Renton departments Renton RFA Provide and/or share regional and state training opportunities. Facilitate review of County CEMP, roles, and responsibilities. Participate in training and exercises that evaluate plans and capabilities. King County EOC AGENDA ITEM # 8. a) October 2023 111 Response Statement of Purpose: Coordinate the collection, evaluation, documentation, and dissemination of information in regard to potential or actual emergencies or disasters that could affect the City of Renton. Core Capability Activity Responsible Agency(s) Planning Responsibility: • Coordinate the collection, evaluation, documentation, and dissemination of information in regard to potential or actual emergencies or disasters that could affect the City of Renton. Activities: • Coordinate and prepare periodic situation reports for dissemination to inside and outside partners and stakeholders. • Coordinate preparation of the mayor's Proclamation of Emergency • Provide briefings on the incident periodically to city policy group or departments/divisions as appropriate. Renton Executive Services • Provide briefings on the incident periodically to the EOC and city departments/divisions as appropriate. • Request information from city departments, volunteer organizations and the private sector, as necessary. • Provide emergency management staff to the City of Renton EOC and/or field operations as needed. Renton Police • Collect, analyze, and disseminate information regarding regional impacts with internal and external partners, including Renton EOC. • Engage with and solicit input stakeholders and partners, including the City of Renton, regarding regional decision-making based on the best available information. King County EOC Washington State EMD Operational Coordination Activate Renton EOC and coordinate the activation level and needed staffing. Renton Executive Services Establish communication and coordinate with King County Emergency Operations Center (EOC). The City of Renton Police Department may contact federal agencies to include the Department of Homeland Security/CISA Region 10, Washington State Fusion Center Renton Police Operational Communications Conduct regular training and exercise on interoperable communication platforms Renton Executive Services AGENDA ITEM # 8. a) October 2023 112 (WSFS), or the Federal Bureau of Investigation to solicit information related to the current incident. Responsibility: • Support the City of Renton Executive Department in the collection, evaluation, and dissemination of information in regard to potential or actual emergencies or disasters that could affect the City of Renton. Activities: • Collect and disseminate information from a variety of sources to assist local jurisdictions, including City of Renton EOC, with decision making and resource allocation. Provide a liaison to the City of Renton EOC, as requested and as available. • EOC Liaison: make requests from field representatives, if applicable, for special information. • Analyze information specific to their department/agency and make recommendations to the City of Renton EOC Director on actions to be taken. • Provide personnel to the City of Renton EOC when requested and if available to serve in support functions or liaison roles. All City of Renton Departments Renton RFA Department of Homeland Security/ CISA Region 10 King County EOC Washington State EMD Public Information & Warning Coordinate ALERT Renton public warnings if necessary. Activate ESF 2, ESF 15 as needed. Renton Executive Services Coordinate external messaging and approval process in line with ESF 2, ESF 15 procedures. Renton Executive Services Send emergency notifications and alerts through ALERT King County on behalf of City of Renton, if requested. King County EOC Logistics & Supply Chain Management • Anticipate and communicate needs for critical resources. • Liaise with Logistics Section to track resource deployment. • Establish and communicate resource coordination process from responders, EOC staff, and external agencies as required by the incident scope. • Assess and determine needs for 24+ hour operations of Renton EOC. • Assess and determine need of alternate EOC activation site. Proceed with activation process as necessary. Renton Executive Services Situational Assessment Request and compile information from city departments, volunteer organizations and the private sector, as necessary. Renton Executive Services AGENDA ITEM # 8. a) October 2023 113 Compile damage assessments and other relevant field data reported through EOC liaisons into situational assessment reports, disseminated to city leadership, departments, and support agencies. Renton EOC Facilitate collection of damage assessment information through a variety of partners to send to the state for PDAs and requests for declarations. King County EOC Recovery Statement of Purpose: Responsible agencies undertake activities to ensure the Core Response Capabilities of ESF 5 are continued throughout the recovery effort, working to coordinate the collection, evaluation, documentation, and dissemination of information in regard to the recovery from emergencies or disasters that have affected the City of Renton. Core Capability Activity Responsible Agency(s) Planning Continue compiling information, documentation, and situation reports as necessary. Renton Executive Services Review and revise procedures and processes and document lessons learned through After-Action Reports. All City Departments Prepare, submit, and track all documentation necessary for federal and state reimbursement of Presidential declared disasters. Facilitate regional long-term recovery planning and workgroups. King County EOC Situational Assessment Continue to collect and disseminate incident information to appropriate response partners. All Agencies Track resource deployments. Prepare demobilization of resources and stand-down of Renton EOC. Renton EOC Public Information & Warning Amplify public information produced by lead recovery agency. Renton Executive Services Support efforts of public information content in meeting the needs of Limited English Proficiency populations. Operational Coordination Receive, review, and request resources necessary for recovery. Renton EOC Coordinate resources through processes and procedures established in ESF 7 and the Renton EOC SOP Logistics Section. AGENDA ITEM # 8. a) October 2023 114 Resource Requirements EOC Requirements: • Standard office machines, computers, printers, facsimile machines, charts, maps, boards, and communications equipment. • City of Renton staff and volunteers assigned and trained to positions within the Renton EOC. • Emergency/Disaster Liaison from the support agencies to the City of Renton EOC. • Communication links between the City of Renton EOC and the support agencies that are not located within the EOC. • ALERT Renton/CodeRED portal access. • WebEOC portal access. References • Emergency Management and EOC Technology Information • EOC Duty Officer Manual • Regional Coordination Framework for Disasters and Planned Events for Public and Private Organizations in King County, Washington (RCF) • Washington Mutual Aid System (WAMAS) • Puget Sound Regional Catastrophic Disaster Plan, Annexes and Toolkits • King County Comprehensive Emergency Management Plan • City of Renton Annex to the King County Regional Hazard Mitigation Plan • Washington State Comprehensive Emergency Management Plan • Emergency Management Assistance Compact • City of Renton EOC Standard Operating Procedures Terms and Definitions See Basic Plan Appendices None AGENDA ITEM # 8. a) October 2023 115 Primary Agencies: City of Renton Parks and Recreation Department City of Renton Equity, Housing and Human Services Department Support Agencies: American Red Cross City of Renton Executive Services Department City of Renton Police Department Greater Renton Community Organizations Active in Disaster Emergency Feeding Program Seattle King County Regional Animal Services of King County Washington State Animal Response Team Introduction Purpose The purpose of Emergency Support Function (ESF) 6 is to coordinate and provide emergency life-sustaining services in a mass care setting. This is accomplished through the collection, operation, receipt, and information reporting for emergency disaster response assistance for: • Sheltering (humans and pets) • Feeding • Emergency First Aid • Survivor status • Family reunification • Bulk Distribution of Emergency Relief Supplies The following Core Capabilities support the roles and responsibilities under ESF 6. The primary and supporting core capabilities are defined to support the execution of Mass Care, Emergency Assistance, and Health and Human Services operations for this ESF as follows: Primary Response Core Capability Mass Care Services Provide life-sustaining and human services to the affected population, to include hydration, feeding, sheltering, temporary housing, evacuee support, reunification, and distribution of emergency supplies. EMERGENCY SUPPORT FUNCTION 6: MASS CARE, EMERGENCY ASSISTANCE, HOUSING, AND HUMAN SERVICES AGENDA ITEM # 8. a) October 2023 116 Support Response Core Capabilities Planning Conduct a systematic process engaging the whole community as appropriate in the development of executable strategic, operational, and/or tactical-level approaches to meet defined objectives. Public Information and Warning Deliver coordinated, prompt, reliable, and actionable information to the whole community using clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay information regarding any threat or hazard, as well as the actions being taken, and the assistance being made available, as appropriate. Operational Coordination Establish and maintain a unified and coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of Core Capabilities. Infrastructure Systems Stabilize critical infrastructure functions, minimize health and safety threats, and efficiently restore and revitalize systems and services to support a viable, resilient community. Environmental Response/Health and Safety Conduct appropriate measures to ensure the protection of the health and safety of the public and workers, as well as the environment, from all hazards in support of responder operations and the affected communities. Fatality Management Services Provide fatality management services, including decedent remains recovery and victim identification, and work with local, state, tribal, territorial, insular area, and Federal authorities to provide mortuary processes, temporary storage, or permanent internment solutions, sharing information with mass care services for the purpose of reunifying family members and caregivers with missing persons/remains, and providing counseling to the bereaved. On-Scene Security, Protection, and Law Enforcement Ensure a safe and secure environment through law enforcement and related security and protection operations for people and communities located within affected areas and also for response personnel engaged in lifesaving and life-sustaining operations. Operational Communications Ensure the capacity for timely communications in support of security, situational awareness, and operations, by any and all means available, among and between affected communities in the impact area and all response forces. Public Health, Healthcare, and Emergency Medical Services Provide lifesaving medical treatment via Emergency Medical Services and related operations and avoid additional disease and injury by providing targeted public health, medical, and behavioral health support, and products to all affected populations. Situational Assessment Provide all decision makers with decision-relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response. AGENDA ITEM # 8. a) October 2023 117 Authorities and Policies The Federal Emergency Management Agency (FEMA) National Response Framework (NRF): Mass Care, Emergency Assistance, Temporary Housing and Human Services Annex outlines mass care standard activities as follows: • Mass Care: Congregate sheltering, feeding, distribution of emergency supplies, and family reunification. • Emergency Assistance: Coordination of voluntary organizations and unsolicited donations, management of unaffiliated volunteers, essential community relief services, non-congregate and transitional sheltering, support to individuals with disabilities and others with access and functional needs, mass evacuation support, and essential needs of children and household pets and service animals in a disaster. • Temporary Housing: Housing rentals, repairs, and loan assistance, replacement, factory-built housing, semi-permanent construction, safe and secure physically accessible housing, and access to other sources of temporary housing assistance. • Human Services: Disaster assistance programs that help survivors address unmet disaster-caused needs and/or non-housing losses through loans and grants. Also includes supplemental nutritional assistance, crisis counseling, disaster case management, disaster unemployment, disaster legal services, and other state and Federal human services programs and benefits to survivors. Federal Public Law: Pets Evacuation and Transportation Standards Act of 2006 • Authorizes FEMA to provide rescue, care, shelter, and essential needs for individuals with household pets and service animals, and to the household pets and animals themselves following a major disaster or emergency. City Sheltering Policies In adhering to mass care standard activities and accordance with Washington Administrative Code (WAC) 118-30-060 and RCW 38.10.010, the City of Renton has developed internal policies and procedures as they relate to mass care, sheltering, and human services. During a disaster and when requested to support a jurisdiction’s sheltering efforts, the city will make every reasonable effort to provide facilities that are compliant with applicable laws pertaining to accessibility. The city accommodates for persons with access and functional needs as described in this ESF. Persons with access or functional needs shall receive the same standard of care and services as afforded to all others, regardless of the venue in which they are sheltered. All persons, regardless of access or functional need, shall have equal access to available state supported general population shelter if they are able to meet their own needs, AGENDA ITEM # 8. a) October 2023 118 have a reliable caretaker(s), or can be housed in a general population shelter with some assistance from volunteers to assist with personal and/or medical care. Persons requiring acute or skilled medical care cannot be accommodated in general population shelters and may be sheltered under ESF 8 in a medical shelter. The city recognizes individuals in need of response assistance may include those who have disabilities, who live in institutionalized settings, who are elderly, who are children, who are from diverse cultures, who have Limited English Proficiency (LEP) or are non-English speaking, or who are transportation disadvantaged. The special needs of children, particularly as they relate to issues of safety and welfare in the shelter setting, may call for the need to expedite reunification with families. • In coordination with the Damage Assessment Annex, shelter facilities may receive priority consideration for structural inspections prior to occupancy to ensure the safety of occupants. • The City of Renton will make every effort to coordinate the training of employees to staff general shelters. All persons involved in the direct provision of disaster case management services shall be subject to criminal history background checks and verification of appropriate training. • The city may, at its option, and with consideration for occupant health and safety, choose to co-locate people with their pets vs housing pets separately in a nearby animal shelter. Shelters may accommodate service animals that accompany persons with access or functional needs. • The City of Renton maintains a directory of shelters identified by the American Red Cross or designated by the city for shelter use. The City of Renton maintains a list of shelter supply locations within the City of Renton and will follow agreement terms in applicable Memorandums of Understanding to access and use these supplies. • The American Red Cross and King County Parks have formed a partnership with several jurisdictions to store containers supplied with cots, bariatric cots, blankets, etc., in cities and at county facilities. • Federal Public Law: Pets Evacuation and Transportation Standards Act of 2006 Authorizes FEMA to provide rescue, care, shelter, and essential needs for individuals with household pets and service animals, and to the household pets and animals themselves following a major disaster or emergency. AGENDA ITEM # 8. a) October 2023 119 Situation Overview Depending on the emergency or disaster, a significant percentage of the population of Renton could be displaced from their homes. Thousands of people could be forced from their homes, depending on such factors as the time of occurrence, area demographics, building construction, and existing weather conditions. There may be transient or tourist populations who are unfamiliar with the hazards in the area. Many impacted persons will remain with or near their damaged homes. Some will go to mass shelters, others will find shelter with friends and relatives, and some will also go to public areas such as fire stations looking for assistance. However, fire stations will not be viable locations for public shelter, as the emergency responders will have other priority missions to accomplish. Additionally, emergency facilities throughout the City of Renton could be severely damaged or inaccessible. In an earthquake, structures may be damaged and unsafe for occupancy. In many disasters, roads may be disrupted or blocked, preventing access to individual homes. Disruption of roads may make it difficult for displaced residents to reach shelter services. Although homes may be undamaged, the absence of utilities could also drive people from their homes to seek shelter. The amount of damage to structures, essential systems and services could rapidly overwhelm the capacity of the City of Renton to assess the event and respond effectively to basic and emergency human needs. Damage to roads, airports, and communications systems could hamper emergency response efforts and their restoration time may be undetermined. The movement of supplies could be seriously impeded. Many professional emergency workers and others who normally would help during an event could be unable to reach their assigned posts. Planning for ESF 6 is based on a worst-case scenario in which an event occurs without warning at a time of day that will produce maximum casualties. Consideration should also be given to other events that could cause numerous casualties and require the temporary relocation of impacted persons. The magnitude of the event will determine the need for large, long-term shelters. As the population increases, the magnitude of mass care, sheltering, feeding, housing, health and human services, and other related service needs will also increase. The City of Renton has limited facilities that can support mass care and sheltering operations. In the event of an emergency, the City of Renton has numerous parks, open spaces, and ball fields that could accommodate recreational vehicles, tents, and other temporary shelter spaces. However, such use is not sanctioned under current city ordinances. Changing city ordinances would require legislative action by council or specify such allowed uses under the terms of an emergency proclamation by the mayor. It is important to note that Renton has a large pet population, therefore the city shall plan for pets along with shelters. Additionally, planning considerations should be made for impacted persons with pets when pet-sheltering is not available. AGENDA ITEM # 8. a) October 2023 120 Concept of Operations Renton Parks and Recreation has been designated the primary agency responsible for managing the activities described within ESF 6. Resources from the private sector will also be applied to the response and recovery effort. In coordination with Renton Equity, Housing, and Human Services, agreements with private sector entities may be established to include the American Red Cross, the Salvation Army, and faith-based organizations such as Catholic Community Services. Initial response activities will focus on meeting urgent needs of impacted persons on a mass care basis with available resources. FEMA (the Federal Emergency Management Agency) and other government and private agencies may provide disaster assistance such as loans, grants, and temporary housing. Coordination of these assistance programs will be administered by a long-term recovery team as described in the City of Renton Recovery Framework. As part of the NRF, the American Red Cross largely through the utilization of volunteers, plans and prepares to support local jurisdictions in regional mass care needs. Renton Parks and Recreation will coordinate with the American Red Cross in addition to local partners organized through the Renton Community Organizations Active in Disaster (COAD), to facilitate delivery of the following mass care services defined by the American Red Cross and supported by their volunteers. Renton Parks and Recreation will be the primary department responsible for coordinating the operation and delivery of the following efforts as they relate to ESF 6: Sheltering The primary mass care site will be the Renton Community Center, pending inspection to confirm it is accessible, safe for occupancy, not at imminent risk due to the primary hazard or secondary hazards (e.g., dam failure following earthquake), has basic services (water, sewer, electricity, etc.) or an identified replacement for such essentials. Renton Parks and Recreation may maintain an alternate list of shelter sites and provide an Emergency Shelter Operations Manual for those designated sites. The provision for emergency shelter includes the use of designated shelter sites in existing structures, the construction of temporary shelters, or designation of specially zoned areas to allow residents to self-shelter in recreational vehicles or portable shelter structures where permitted. It should be noted that in situations where self- sheltering is undertaken by community members, the provision of sanitation and other basic services may need to be arranged in order to prevent negative public health consequences. Types of shelters provided by the city or community partners may include but are not limited to: • General population shelters/dormitory • Warming/cooling, day sheltering AGENDA ITEM # 8. a) October 2023 121 • Disaster meal sites • Special populations shelters • Pet shelters • Livestock shelters • Medical needs shelters • Mass care staff shelters • Emergency responder shelters The city may partner with other cities or King County to participate in regional mass sheltering efforts or to support populations with medical, functional and/or access needs. Although large congregate sheltering is less popular with residents, due to anticipated staffing shortages with each city attempting to staff their own shelters, regional sheltering offers an economy of scale which should be considered. There will likely be additional transportation needed to support access to a regional shelter. The city will attempt to provide emergency shelter training for staff and volunteers adhering to the standards set forth by the American Red Cross. Under emergency circumstances, and in order to augment staffing, it may be necessary to provide “just-in-time" training to meet the needs of the Renton community. The capability of the American Red Cross to provide representation to the EOC is not assumed. Feeding The provision for feeding the general public and emergency workers is through a combination of fixed sites, mobile feeding units, and bulk food distribution. This function is highly dependent on restoration of supply chains, as the city does not maintain a stockpile of non-perishable foods. Emergency First Aid Emergency first aid services may be provided to impacted persons and workers at mass care facilities and at designated sites within the affected area as described in ESF 8, Health and Medical Services. Disaster Welfare Information Disaster welfare information regarding individuals residing within the affected area will be collected and provided (as capabilities allow) to immediate family members outside the area, through a disaster welfare information system, coordinated through the American Red Cross. This will also help in the reunification of family members within the area who were separated at the time of the event. AGENDA ITEM # 8. a) October 2023 122 Bulk Distribution of Emergency Relief Items Sites will be established within the affected area for distribution of emergency relief items. The bulk distribution of these items may be accomplished regionally and will be determined by the requirements to meet urgent needs of impacted persons for essential items. The Emergency Feeding Program is currently established as a fixed community point of distribution. Transportation to Shelters Facilitate providing transportation for the general population, including individuals with functional and access needs that either do not have caretakers or cannot otherwise provide their own transportation. Transportation for people needing specialized transportation for medical needs will be coordinated through ESF 8. Animal Shelters Adhering to the Renton Animal Sheltering Plan, domestic animal shelters may be established at location(s) determined by the Renton Police depending on the location and scope of the event. Renton Parks and Recreation will work in concert with Equity, Housing, and Human Services for people who have pets but that cannot be housed in the shelter by arranging housing vouchers with hotels and apartments that allow pets. Livestock and non-domestic pet needs will be coordinated with King County and the Washington State Animal Response Team (WASART) to accommodate pet and animal shelters in the event of an emergency. Emergency Worker Care The needs of emergency workers and the general population are often the same during times of disaster. An emergency worker care program may be established by Renton Parks and Recreation to meet these needs. This program will be established with the guidance and assistance of the American Red Cross but will not be dependent upon the American Red Cross for delivery. Whole Community The “Whole Community” includes individuals, families, households. communities, the private and nonprofit sectors, faith-based organizations, and local, tribal, state, and Federal governments. ESF 6 includes communicating with the Whole Community during Mass Care and Human Service needs in preparedness, response, recovery, and mitigation activities. The Whole Community includes populations with Limited English Proficiency (LEP), individuals with disabilities, and Access and Functional Needs (AFN). AGENDA ITEM # 8. a) October 2023 123 ESF 6 has been reviewed by the Whole Community through a public input process that included online (virtual) and in-person access. Organization The City of Renton Parks and Recreation Department is the lead agency responsible for coordinating agencies and departments in preparedness, response, recovery, and mitigation actions as they relate to ESF 6. The Equity, Housing, and Human Services Department supports these efforts alongside external agencies and partners such as the American Red Cross and Community Organizations Active in Disasters (COAD). Within the Renton EOC, ESF 6 falls under the Operations Section. Notification The ESF can be activated through several channels: • Incident commander • Mayor, city administrator, or designee • Renton EOC Duty Officer or EOC Director Activation may occur due to the severity of the event or perceived threat, unmitigated risk to Renton community, in a planned event situation, or in support of mutual aid partners. Information Collection ESF 6 describes establishing providing life-sustaining and human services to the affected population, to include hydration, feeding, sheltering, temporary housing, evacuee support, reunification, and distribution of emergency supplies. There are Essential Elements of Information (EEIs) which help guide the collection and dissemination of information. AGENDA ITEM # 8. a) October 2023 124 EEI Description Collection Dissemination Extent of Incident • Collect information regarding the extent of the incident. - Is it growing or stable? - Are individuals and families in need of shelters, temporary housing, hydration, feeding and emergency supplies? Incident Commander EOC Director Renton Community and Economic Development Renton Parks and Recreation Status of Facilities Collect information regarding the operational/structural status of: - Human Shelter locations - Pet Shelter locations - Feeding sites and/or mobile units Critical infrastructure surrounding shelter and feeding locations (roads, bridges, etc.) Renton Public Works Renton Police Renton Community and Economic Development Renton Parks and Recreation Activation • Complete an activation call out and determine available resources such as: - Shelter Staff - Shelter supplies - Volunteers Renton Parks and Recreation Renton Executive Services Renton Equity, Housing, and Human Services Shelter Management Staff American Red Cross Parks and Recreation Shelter Operations What is the operational status of the shelter(s) facility? What is the location of the shelter(s)? When will the shelter(s) be opened to the public? How will the public be informed of the shelter locations? How will the public get to the shelter locations? – Address transportation issues. Renton Parks and Recreation Renton Executive Services Renton Equity, Housing, and Human Services American Red Cross Confirmed Shelter Sites Renton Executive Services AGENDA ITEM # 8. a) October 2023 125 Ensure resources are available for language and access and functional needs can be met. • Determine additional support capabilities from volunteers, American Red Cross, Renton CERT program. Feeding Operations What is the operational status for feeding? - Location: fixed site or mobile unit? - Meals: how many prepared and served on a daily basis? Renton Parks and Recreation Renton Executive Services Renton Equity, Housing, and Human Services Emergency Feeding Program Renton Executive Services Family Reunification Has a family reunification facility or process been identified? What is the operational status of the family reunification facility? What is the location of family reunification? When will the family reunification center be opened to the public? How will the public be informed of the family reunification center? What agencies can support the family reunification center? What are their capabilities? Public Health Seattle King County Renton Executive Services Renton Executive Services AGENDA ITEM # 8. a) October 2023 126 Responsibilities The table below outlines the responsibilities of the primary and supporting agencies listed in this ESF. These actions are tied to executing the Core Capabilities listed in the “Purpose” section. Mitigation Statement of Purpose: Responsible agencies undertake activities to ensure the mitigation of preventable or limitable impacts to the tangible systems upon which ESF 6 capabilities rely. These are physical or technological systems in place which support the Core Capabilities which allow the city to coordinate the life-sustaining and human services to the affected population, to include hydration, feeding, sheltering, temporary housing, evacuee support, reunification, and distribution of emergency supplies. Core Capability Activity Responsible Agency Planning Retrofit if possible and maintain designated city shelter sites prior to and during activation of ESF 6. Renton Parks and Recreation Renton Public Works Preparedness Statement of Purpose: Responsible agencies undertake planning and preparedness activities to ensure the Core Response Capabilities which allow them to coordinate the life-sustaining and human services to the affected population, to include hydration, feeding, sheltering, temporary housing, evacuee support, reunification, and distribution of emergency supplies in regard to potential or actual emergencies or disasters that could affect the City of Renton are up to date; fully resourced; and disseminated to appropriate partners. Core Capability Activity Responsible Agency Planning Assign shelter specific roles and responsibilities to city employees. Roles include: - Shelter Manager - Shelter Shift Supervisor - Shelter General Staff Renton Parks and Recreation Develop internal plans, standard operating procedures, and training programs (ex: shelter management) for disaster shelter operations. Renton Parks and Recreation Develop plans and procedures for the alert and assignment of city staff during an emergency or disaster. Renton Parks and Recreation Renton Executive Services Develop plans and procedures for the alert, assignment, and registration of volunteers during an emergency or disaster Renton Parks and Recreation Renton Executive Services Develop and organize pet sheltering plans and standard operating procedures. Facilitate partnerships with other agencies to ensure pet sheltering needs are met. Renton Police Conduct physical shelter visits. Develop and conduct shelter qualification and shelter inspection methodology. For shelter selection and Renton Parks and Recreation AGENDA ITEM # 8. a) October 2023 127 operation, see Shelter Operations Manual. Produce shelter agreements with non-city sites. Assist in shelter functions including: - Ensure Access and Functional Needs (AFN) are met. - Produce alternative housing agreements with non-city sites. Renton Equity, Housing, and Human Services Develop and/or participate in emergency management training, drills, and exercises in support of ESF 6. Facilitate and develop partnership plans in support of ESF 6. Renton Parks and Recreation Renton EHHS Renton Executive Services Renton Police American Red Cross Response Statement of Purpose: Coordinate life-sustaining and human services to the affected population, to include hydration, feeding, sheltering, temporary housing, evacuee support, reunification, and distribution of emergency supplies. Core Capability Activity Responsible Agency Mass Care Services Activate and operate the following services to the community of Renton: - Human shelter - Family reunification/reception centers - Feeding services - Temporary housing - Referrals for emergency assistance and human services Renton Parks and Recreation Emergency Feeding Program American Red Cross Activate and operate the pet sheltering capability to the community of Renton. Renton Police Assist in the distribution of food and potentially other emergency relief supplies to the community of Renton. Emergency Feeding Program American Red Cross COADs/VOADs Coordinate referrals for emergency assistance and human services to the community of Renton. American Red Cross Operational Coordination Establish and maintain a unified operational picture of mass care operations across internal and external city partnerships to successfully execute the capabilities of ESF 6. Renton Parks and Recreation Renton Executive Services AGENDA ITEM # 8. a) October 2023 128 Operational Communications Collect and continuously disseminate situational awareness and other time sensitive information between disaster responders, Renton EOC, Renton operated shelters, and off-site organizations. Renton Police Renton Regional Fire Authority Public Information and Warning Ensure a coordinated message is provided between shelters and evacuees and the shelters and media outlets relaying/addressing: - Hazard information - Evacuation and reunification - Transportation requirements/needs - Human Shelter location/operations - Pet Shelter location/operations - Feeding location/operations Renton Parks and Recreation Renton Executive Services Situational Assessment/ Infrastructure Systems Conduct preliminary and detailed damage assessments of the pre-determined shelter facilities. Collect additional information to aid in determining number of community members in need of family reunification, shelter, or feeding support. Renton Public Works Renton Community and Economic Development Environmental Health and Safety Provide effective Personal Protective Equipment (PPE) and other appropriate disaster health, safety, and environment protection for employees. All city departments On-Scene Security, Protection, and Law Enforcement Provide a safe, secure, and protected facility and working environment for responding personnel and community members. Renton Police Public Health, Healthcare, and Emergency Medical Services Address disaster health and mental services through partner organizations and complete initial triage to ensure the following basic needs are met: - Injury/Medical Services - Mental Health - Prescription Medication Replacement Renton RFA American Red Cross Public Health Seattle King County Fatality Management Services Work with partner agencies to assist fatality management services through: - Victim identification - Missing persons - Family reunification - Next of Kin alerting Public Health Seattle King County AGENDA ITEM # 8. a) October 2023 129 Recovery Statement of Purpose: Responsible agencies undertake activities to ensure the Core Response Capabilities of ESF 6 are continued throughout the recovery effort, working to coordinate the life-sustaining and human services to the affected population, to include hydration, feeding, sheltering, temporary housing, evacuee support, reunification, and distribution of emergency supplies in regard to the recovery from emergencies or disasters that have affected the City of Renton. Core Capability Activity Responsible Agency Planning Implement long-term recovery and demobilization procedures. - Closing Shelters - Agency referrals for additional services Renton Parks and Recreation American Red Cross Renton EHHS Mass Care Services Operate human and pet shelters as capabilities allow; make strides towards long-term recovery considerations: - Resources for health/medical needs - Resources for housing - Resources for pets - Resources for employment - Resources for cultural/religious practices Renton Parks and Recreation Renton EHHS Renton Police American Red Cross COAD Public Information and Warning Ensure an updated, coordinated message is provided to the public and media outlets relaying/addressing: - Hazard information - Evacuation and reunification - Transportation requirements/needs - Human shelter location/operations - Pet shelter location/operations - Feeding location/operations Renton Executive Services Renton Parks and Recreation Renton EHHS Operational Coordination Ensure all mass care capabilities are being met and begin a coordinated demobilization process of all responding agencies/departments. Renton Parks and Recreation Renton Executive Services AGENDA ITEM # 8. a) October 2023 130 Resource Requirements • Resources that may have to be mobilized in support of mass care activities include the transportation of cots, blankets, air mattresses, sleeping bags, portable toilets, water containers, cooking equipment, registration forms, tables, chairs, medical supplies, animal kennels and food dishes, tents, fencing, and transport vehicles. Many of these supplies will already be in shelter locations or can be obtained through normal supply channels. • Personnel resources will include American Red Cross staff, volunteers such as veterans’ groups, labor unions, scouting organizations, professional associations, Community Emergency Response Team members, and City of Renton employees trained in shelter operations and private organizations with whom the American Red Cross has agreements. Skilled individuals will be identified from among these groups. References • American Red Cross Disaster Service Program Guidance • City of Renton Shelter Operations Manual • City of Renton Animal Sheltering Plan • Mass Care Regional Plans • Greater Renton Community Organizations Active in Disaster (COAD) Emergency Coordination Plan Terms and Definitions • Animal: animals include household pets, service, and assistance animals, working dogs, livestock, wildlife, exotic animals, zoo animals, research animals, and animals housed in shelters, rescue organizations, breeding facilities, and sanctuaries. • Household pet: a domesticated animal, such as a dog, cat, bird, rabbit, rodent, or turtle that is traditionally kept in the home for pleasure rather than for commercial purposes, can travel in commercial carriers, and be housed in temporary facilities. Household pets do not include reptiles (except turtles), amphibians, fish, insects/arachnids, farm animals (including horses), and animals kept for racing purposes. • Service animal: any dog that is individually trained to do work or perform tasks for the benefit of an individual with a disability, including a physical, sensory, psychiatric, intellectual, or other mental disability. Except as provided in RCW 49.60.218, other species of animals, whether wild or domestic, trained, or untrained, are not service animals. The work or tasks performed by a service animal must be directly related to the individual’s disability. Appendices American Red Cross Regional Services Model AGENDA ITEM # 8. a) October 2023 131 Appendix A: American Red Cross Regional Services Model As resources allow, and potentially in a regionalized model, provides the following services: • Food, Shelter, and Emergency Supplies: During a disaster, first priority is to ensure that people have a safe place to stay, food, and emergency supplies. Red Cross works with government and community partners to open shelters where residents will find comfort with a hot meal, recovery information, and a place to rest. For emergency workers and people returning to their homes, the Red Cross mobilizes emergency response vehicles from which disaster workers distribute food, water, and essential clean-up items that might not be immediately available in the community. • Welfare Information: Disasters often disrupt regular communication channels and can separate families. Through the Red Cross’ nationwide network of chapters, family members may request welfare information regarding their loved ones. The Red Cross “Safe and Well” Web site enables people within a disaster area to let their families and friends outside of the affected region know that they are all right. Clients register on Safe and Well, by going to http://redcross.org/safeandwell. Red Cross call agents at 1-800-RED-CROSSwill register individuals without computers or connectivity. • Client Casework and Recovery Planning and Assistance: To help people with disaster-caused needs, Red Cross provides individualized client services through casework. Particular attention is given to those who have experienced significant damage or loss of their homes. This casework process consists of an in-depth interview that allows the worker to assess the client’s immediate needs. With this information, the caseworker can connect the client with items, financial assistance and/or referrals to local resources which can meet those immediate needs. The caseworker also engages the client in a brief planning process which can help identify action steps for the client to follow in the first few days or weeks after a disaster. Red Cross caseworkers work closely with local, state, and federal government to ensure clients have access to all available resources. • Disaster Health and Mental Health Services: After an emergency, injuries can ensue, essential prescription medicines lost, and the shock and stress of sudden loss can overwhelm a person’s normal coping skills. The Red Cross deploys licensed health and mental health professionals who are specifically trained and equipped for disaster responses to help. Disaster health professionals are available for emergency first aid, medical assessment, triage, and replacement of emergency medications. Our Disaster Health Services team meets these needs through item distribution, financial assistance, or referrals to community partners. Disaster mental health professionals in shelters and service locations AGENDA ITEM # 8. a) October 2023 132 provide mental health assignments, crisis intervention, and a sympathetic ear to those in need. AGENDA ITEM # 8. a) October 2023 133 • Coordinates, within its agreements, the provision of relief efforts by any volunteer organizations actively engaged in providing relief assistance to disaster survivors. • Coordinates its relief activity with participating and support agencies and affected areas through liaisons to the state, county, and local jurisdiction EOCs. • Makes recommendations to the City of Renton EOC for the establishment of mass care priorities. AGENDA ITEM # 8. a) October 2023 134 EMERGENCY SUPPORT FUNCTION 7: LOGISTICS MANAGEMENT AND RESOURCE SUPPORT Primary Agency: City of Renton Executive Services Department Support Agencies: All other City of Renton Departments Renton Regional Fire Authority King County Emergency Operations Center Private Sector Organizations Public Health – Seattle and King County Voluntary Organizations Washington State Emergency Management Division Introduction Purpose The purpose of Emergency Support Function (ESF) 7 is to coordinate the centralized management of resources and logistics capabilities prior to, during, and after a disaster. The following Core Capabilities support the roles and responsibilities of ESF 7. The primary and supporting core capabilities are defined to support the execution of logistical operations for this ESF as follows: Primary Response Core Capability Logistics & Supply Chain Management Deliver essential commodities, equipment, and services in support of impacted communities and survivors, to include emergency power and fuel support, as well as the coordination of access to community staples. Synchronize logistics capabilities and enable the restoration of impacted supply chains. Support Response Core Capabilities Planning Conduct a systematic process engaging the whole community as appropriate in the development of executable strategic, operational, and/or tactical-level approaches to meet defined objectives. Public Information and Warning Deliver coordinated, prompt, reliable, and actionable information to the whole community through the use of clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay information regarding any threat or hazard, as well as the actions being taken, and the assistance being made available, as appropriate. AGENDA ITEM # 8. a) October 2023 135 Support Response Core Capabilities Operational Coordination Establish and maintain a unified and coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of Core Capabilities. Critical Transportation Provide transportation (including infrastructure access and accessible transportation services) for response priority objectives, including the evacuation of people and animals, and the delivery of vital response personnel, equipment, and services into the affected areas. Environmental Response/Health and Safety Conduct appropriate measures to ensure the protection of the health and safety of the public and workers, as well as the environment, from all hazards in support of responder operations and the affected communities. Mass Care Services Provide life-sustaining and human services to the affected population, to include hydration, feeding, sheltering, temporary housing, evacuee support, reunification, and distribution of emergency supplies. Operational Communications Ensure the capacity for timely communications in support of security, situational awareness, and operations, by any and all means available, among and between affected communities in the impact area and all response forces. Public Health, Healthcare, and Emergency Medical Services Provide lifesaving medical treatment via Emergency Medical Services and related operations and avoid additional disease and injury by providing targeted public health, medical, and behavioral health support, and products to all affected populations. Situational Assessment Provide all decision makers with decision-relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response. Authorities and Policies As defined by the National Incident Management System (NIMS), resources include personnel, teams, facilities, equipment, and supplies. All activities within ESF 7 will be conducted in accordance with NIMS using the Incident Command System (ICS) structure. State law authorizes local jurisdictions to establish local emergency management programs in accordance with the state comprehensive emergency management plan and program (RCW 38.52). In carrying out the provisions of this chapter, political subdivisions shall have the power to exercise powers vested under said section in light of an emergency situation to include entering contracts or provisions pertaining to the purchase and/or rental of equipment and materials (RCW 38.52.070). RCW 35A.33.146 outlines the creation of the contingency fund to meet any municipal expense of which could not have been foreseen or reasonably evaluated preceding the budget year. In accordance with RCW 35A.33.080, the city council is granted the authority to approve expenditures without public notice or hearing. Under the policy direction of the mayor, the Logistics and Finance Sections within the Renton EOC are responsible for city emergency procurements. The Logistics Section of the Renton EOC has the responsibility for locating and AGENDA ITEM # 8. a) October 2023 136 ordering resources. The Renton EOC Finance and Administration Section will offer support, documentation, and handle actual purchase arrangements in the process. This information will be coordinated with the Renton Finance Department in order to maintain required documentation. The Regional Coordination Framework for Disasters and Planned Events for Public and Private Organizations in King County, Washington (RCF) to which the City of Renton is a signatory, provides a legal and financial agreement between signatory partners when resources are requested. This financial agreement, when invoked, supersedes other financial arrangements which may govern normal response operations and resource sharing between jurisdictions. It also describes the resource management and procurement process coordinated by King County Emergency Management when local city resources are insufficient to meet the demands of the incident. Within the City of Renton, departments and their divisions may utilize their own resources or mutual aid agreements before requesting outside resources. It is not necessary to wait to make a request for outside resources until the city is already out of resources. The request may be initiated earlier to coordinate delivery of outside resources to arrive at the point in time when exhaustion of city resources is anticipated. Lastly, identified volunteers supporting the EOC within the ESF 7 function will be registered as Emergency Workers in accordance with WAC 118.04 and RCW 38.52. Situation Overview A significant emergency or disaster may damage or limit the existing resources needed to maintain vital city services or to care for the general public in need of disaster assistance. The city may not have all the resources required, either in type or quantity, to respond to a disaster. These insufficiencies may be created by one or more of the following conditions: o The extent of the damage overwhelms available resources. o Normally available resources are damaged, lost, or unable to be moved from one place to another due to the incident. o The nature of the event requires resources not normally used within the city. o Personnel are injured or unable to report to work due to impacts of the emergency or disaster. o Disruptions in the vendor supply chain and/or increased regional demand may make regularly available resources unavailable or in short supply. Resource support involves the procurement and allocation of resources beyond normal day to day operations. These resources include equipment, materials, facilities, contracted services, supplies, and personnel required to support the city's departments during the response and recovery phases of an emergency or disaster. Resource replacement or supplementation will likely need to come from outside sources. Certain disasters may significantly impact AGENDA ITEM # 8. a) October 2023 137 transportation infrastructure and/or vendor operations and may inhibit the availability and flow of resources into and within the city. Outside resources may not be immediately available. Depending upon the area affected by the disaster, resources may have to be procured from out of state. The normal process is to request resources first from King County Emergency Management, which will attempt to fill the request with local resources or elevate a request to the state. However, cities in Washington can make requests directly to the state. Resource support may continue until the demobilization or disposition of all resources is complete. Refer to the Renton Annex within the King County Regional Hazard Mitigation Plan for details on hazards as well as risk assessments. Concept of Operations The management and organization of resources to include personnel, teams, facilities, equipment, and supplies is primarily coordinated through this ESF. Department and EOC resource lists and directories will be used to identify locations within the city, as well as vendors, suppliers, or other outside sources where resources may be procured to replace or supplement those needed to fulfill the responsibilities of this ESF. Whenever possible, resources should be procured from Renton businesses. Internal Operations City departments will first utilize normal procedures for their day to day or mutual aid resources before requesting outside assistance. Renton Finance may assist departments by providing procedural guidance for emergency resource procurement. The Policy Advisory Group, in consultation with Renton Finance, will provide policy guidance on financial limits which may be applied to resource procurement. Department Operations Centers (DOC) may be established by any department in order to manage the dispatch and coordination of department-controlled or related resources. A DOC will maintain close communication with the Incident Commander and/or the City of Renton EOC regarding incident priorities and resources status to ensure overall incident objectives are met. Any procurement done at the DOC level needs to be coordinated with the Finance Department which maintains all procurement documentation for the incident. Supporting agencies and departments of this ESF assist by providing department resources, procurement lists, and personnel to staff the ESF 7 function in the EOC. Personnel within non- mission critical functions in their own city departments may be reallocated to disaster assignments as needed. Renton EOC Operations Renton EOC procedures identify the process for the emergency procurement of resources. The Logistics Section of the Renton EOC is responsible for the locating and ordering of emergency AGENDA ITEM # 8. a) October 2023 138 resources. The Finance and Administration Section may offer support to document the resource procurement process and handle the actual purchasing/payment for the transaction. In a single incident response, emergency resource requests may be handled through the field Incident Command organization but may be delegated to the Renton EOC at the discretion of the Incident Commander. When multiple incidents occur simultaneously, as in a regional disaster, and a field Incident Command structure has not been established to embrace the scope of the entire emergency, emergency resource requests may coordinate through the Renton EOC, or if not activated, through the Renton EOC Duty Officer. Lastly, Emergency Management will work with the Greater Renton Community Organizations Active in Disaster (COAD) to identify organizations which may be able to provide additional resources for recovery efforts. Whole Community The “Whole Community” includes individuals, families, households, communities, the private and nonprofit sectors, faith-based organizations, and local, tribal, state, and federal governments. ESF 7 includes communicating with the Whole Community during Logistics and Resource preparedness, response, recovery, and mitigation activities. The Whole Community includes populations with Limited English Proficiency (LEP), individuals with disabilities, and Access and Functional Needs (AFN). ESF 7 has been reviewed by the Whole Community through a public input process that included online (virtual) and in-person access. Organization Renton Executive Services Department is responsible for the centralized management and coordination of Logistics and Resource Support within the jurisdiction. ESF 7 will be represented in the Renton EOC under the Logistics Section and coordinated by the Logistics Section Chief when the City of Renton EOC is activated. If the City of Renton EOC is not activated, the Renton EOC Duty Officer may perform this coordination. Personnel assigned to the Renton EOC will be trained to the Renton credentialing system and regionally agreed upon training requirements for supporting King County and other jurisdiction’s EOCs. The Logistics Section is responsible for coordination of the Renton EOC emergency or disaster resource requests and procurement. The Finance and Administration Section is responsible for the contracts and documentation of resources procured through the Renton EOC as well as spending limits and payment options. Procedures to provide projected or anticipated costs, reimbursement procedures, as well as processes for recordkeeping can be referenced using the Renton EOC SOPs for Finance/Administration and Logistics sections. The Policy Advisory Group, AGENDA ITEM # 8. a) October 2023 139 in concert with Renton Finance Department will establish limits and guidance on resource procurement parameters if needed. Individual departments will determine quantities and use of equipment, personnel and supplies based on need. The Emergency Management Director may hold a briefing during the response and recovery phases of an emergency or disaster to assist in determining departments’ needs as well as determine the necessity of Renton EOC activation. The City of Renton Parks and Recreation Department will serve as a liaison to assist in the coordination and registration of civilian volunteers within the city per Chapter 118-04 WAC, Emergency Worker Program and Chapter 38.52 RCW. Renton HRRM will coordinate the overall reassignment and deployment of non-mission-critical personnel from city departments as requested by the City of Renton EOC. Notification This ESF can be activated through the Renton EOC Duty Officer, Renton EOC Director, Department Operation Centers, or an Incident Commander. Activation may occur due to the severity of the event or perceived threat; unmitigated risk to the Renton community; or in support of mutual aid partners. Information Collection The following categories are a baseline list which should be considered to create a common operating picture for Essential Elements of Information (EEIs) which help guide the collection and dissemination of information. EEI Description Collection Dissemination Resource Request What resources are currently available? What resources are nearby or accessible through mutual aid? What methods for resource delivery are available? Renton EOC Renton Parks and Recreation Renton Public Works Renton EOC Resource Procurement Where are the resources located? Are there supplies/vendors/other sources to procure from? Are these resources considered emergency procurement? Renton EOC Renton EOC Resource Purchase What is the cost of the resource? Renton EOC Renton Finance Renton EOC AGENDA ITEM # 8. a) October 2023 140 How will the resource be purchased? What funding will be used to purchase the resources? Resource Management How quickly are these resources needed? What is the priority level? Where are the resources going and who is responsible? Renton EOC Renton EOC Procedures • Resource requests beyond the capability of normal day to day operations will be received and processed through the Renton EOC. Requests for resources may be initiated by the Incident Command organization in the field, by DOCs, or by other organizations or entities that have been granted access to the City of Renton EOC through standing plans or agreements, whether formal or informal. • Resource procurement will be driven by the operational needs of the incident. Therefore, normal procurement procedures established by the City of Renton may be waived to support the urgencies of the emergency or disaster. Waiver of these procedures is supported by Renton City Code. Responsibilities The table below outlines the responsibilities of the primary and supporting agencies in support of this ESF. These statement of mitigation, preparedness, response, and recovery actions are tied to executing the Core Capabilities listed in the “Purpose” section. Mitigation Statement of Purpose: Responsible agencies undertake activities to ensure the mitigation of preventable or limitable impact to the tangible systems upon which ESF 7 capabilities rely. These are physical or technological systems in place which support the Core Response Capabilities which allow us to coordinate the centralized management and logistical resource services. Core Capability Activity Responsible Agency Planning Establish departmental programs that preserve and safeguard resources from the effects of an emergency or disaster. All Work toward the reduction of outside resource needs and the facilitation of resource procurement during an emergency or disaster through: Renton Executive Services AGENDA ITEM # 8. a) October 2023 141 - Educational programs that encourage area populations including businesses to be self- sufficient for a minimum of two (2) weeks. - Training of city departments that emphasize the need to safeguard city resources from the effects of an emergency or disaster. - The collection and compilation of resource inventories, and procurement data. Preparedness Statement of Purpose: Responsible agencies undertake planning and preparedness activities to ensure the Core Response Capabilities which allow us to coordinate the centralized management and logistical resource services. Core Capability Activity Responsible Agency Planning Develops and maintains the Renton Comprehensive Emergency Management Plan identifying existing department and division resources and coordinating which city department has responsibility for each ESF/Annex capability. Renton Executive Services Develops and maintains the Continuity Plan for the city. Provide public education, encouraging residents to be prepared and self-sufficient to be at least two weeks ready. Provide emergency management training, drills, and exercises in support of this ESF to city department/divisions. Ensure all resources are typed according to the National Incident Management System (NIMS). Renton Executive Services Plan to administer a personnel resource registration program as outlined in Chapter 118-04 WAC Emergency Worker Program. Parks and Recreation Establish a program or plan to coordinate the overall reassignment and deployment of non-continuity personnel from city departments as requested. Renton Human Resources and Risk Management Work with primary and support agencies to establish and review policies and procedures governing procurement and purchasing City of Renton Finance Prepare plans and/or maintain data that facilitates the procurement of available resources, which are likely to be needed during an emergency or disaster. Renton Regional Fire Authority Identify and establish procedures to relocate essential resources away from hazard potential areas (as identified in the Renton Annex to the King County Regional Hazard Mitigation Plan). AGENDA ITEM # 8. a) October 2023 142 Operational Coordination Maintains the EOC to be ready at any time for an activation. Renton Executive Services Logistics and Supply Chain Management Coordinates acquisition, development, and maintenance of shared resource lists, directories, and databases. Renton Executive Services Coordinates the strategic placement of critical emergency supplies within the city. Ensure resource typing and inventory records are maintained for the city. Assist in identifying existing departments resource inventories of major equipment, maintaining, and updating records to provide to the City of Renton EOC. Renton Finance Assist in maintaining vendor and supplier records to identify where department resources may be supplemented, replaced, or repaired during an emergency or disaster. Identify resource vendors, suppliers or locations where departmentally controlled assets may be supplemented, replaced, or repaired during an emergency or disaster. All Maintain inventory records to accurately represent departmentally controlled assets and resources. Identify existing departments/divisions resources available to assist in the response and recovery activities of an emergency or disaster. Response Statement of Purpose: Coordinate the centralized management and logistical resource capabilities in response to an emergency or crisis. Core Capability Activity Responsible Agency(s) Operational Coordination Provide available personnel and resources for emergency or disaster work. All Adhere to Washington State Emergency Worker Registration Program and notify Renton Emergency Management for management. Provide representative or subject matter expert to the EOC when requested. Attend department/division briefing to coordinate disaster information and request resources needed to accomplish response and recovery activities. Ensure that operational response and recovery activities are properly coordinated. Resources are to be procured within the parameters established by the Policy Advisory Group and the City of Renton Renton Executive Services AGENDA ITEM # 8. a) October 2023 143 Finance Department, and under the emergency powers provided by city code and state statute. Receive direction from the Policy Advisory Group and the Finance Department on any limits or other parameters established for procurement. Conduct a department/division briefing to determine the scope of the emergency or disaster, resource needs, EOC activation, and status of city response and recovery capabilities. Assist the City of Renton EOC as requested with personnel issues and coordinate the reassignment of other city personnel for disaster assignments. Renton Human Resources and Risk Management Organize and register civilian volunteers to be utilized in the field when requested, providing information on deployment to the Renton EOC Renton Parks and Recreation Provide coordination to perform damage assessment activities. Renton Community and Economic Development Provide guidance on resource needs for long-term recovery. Logistics and Supply Chain Management Maintain departmentally controlled resource inventories. All Relocate essential resources away from hazard areas if vulnerable to the disaster. Coordinate or delegate the procurement of resources within the organizational structure of the City of Renton EOC. Renton Executive Services Make city parks facilities available for personnel registration, staging, relocation, donations management, debris removal, and emergency worker or general population shelters. Renton Parks and Recreation Provides resource support as available to assist in the response and recovery phases of an emergency or disaster. Washington State EMD Situational Assessment Forward situation reports and resource requests to the King County EOC or the Washington State Emergency Management Division and other partner agencies. Renton Executive Services Recovery Statement of Purpose: Responsible agencies undertake activities to ensure the Core Response Capabilities are continued throughout the recovery effort working to coordinate the centralized management and logistical resource services. This ESF coordinates with the Renton Recovery Framework for Logistics Management and Resource Support. Core Capability Activity Responsible Agency(s) AGENDA ITEM # 8. a) October 2023 144 Situational Awareness Continue communication with the county and state through situation reports. Renton Executive Services Planning Revise policies and procedures to correct deficiencies learned from the emergency or disaster. All Submit revised inventory lists of departmentally controlled assets and resources for inclusion in City of Renton EOC documentation. Submit a revised resource list of vendors and other suppliers or locations for inclusion in City of Renton EOC documentation. Follow appropriate policies and procedures in completing the required documentation to justify emergency services, contracts, purchases, and expenditures. Update resource lists with information gained as a result of the disaster. Update inventory lists of departmentally controlled assets and resources. Forward completed documentation for departmental costs incurred and volunteers utilized to the Finance Department. Renton Parks and Recreation Assist departments/divisions with disaster insurance claims for personnel injuries/death, damaged or destroyed city resources. Renton Human Resources and Risk Management Work with the City Attorney to handle documentation of liability claims filed against the city. Attend a post-incident review to evaluate the City of Renton EOC procedures to include the resource procurement and allocation process. Renton Finance King County EOC Compile documentation for departmental costs incurred and volunteers utilized. Revise internal policies and procedures to correct deficiencies learned from the emergency or disaster. Coordinate FEMA reimbursement process if a Presidential Disaster Declaration is issued for the event. Coordinate revision of City of Renton’s EOC, CEMP and other emergency management policies and procedures to correct deficiencies learned from the emergency or disaster. Renton Executive Services In accordance with the Renton Disaster Recovery Plan (ESF 14) assist departments/divisions in compiling documentation for costs incurred by the emergency or disaster and coordinate with Finance for Public Assistance grant administration. AGENDA ITEM # 8. a) October 2023 145 Conduct a post-incident review to evaluate the City of Renton EOC procedures to include the resource procurement and allocation process. Continue to coordinate response and recovery activities through the City of Renton EOC, if activated. Submit revised inventory lists of departmentally controlled assets and resources for inclusion in City of Renton EOC documentation. Renton Regional Fire Authority Revise policies and procedures to correct deficiencies learned from the emergency or disaster. Complete documentation for departmental costs incurred by the emergency or disaster. Resource Requirements • Greater Renton Community Organizations Active in a Disaster (COAD) contacts list • City of Renton EOC resource lists • City of Renton department-specific inventory records • City of Renton vendor records Terms and Definitions See Basic Plan References • Washington State Comprehensive Emergency Management Plan • King County Comprehensive Emergency Management Plan • City of Renton EOC resource lists • Greater Renton COAD Database • Regional Coordination Framework for Disasters and Planned Events for Public and Private Organizations in King County, Washington (RCF) • Logistics Management and Resource Toolkit to the Puget Sound Regional Catastrophic Disaster Coordination Plan (Volunteer and Donations Management) • King County Regional Hazard Mitigation Plan • City of Renton Disaster Recovery Framework • City of Renton Emergency Operations Center (EOC) Standard Operating Procedures (SOP) for Finance/Administration Section and Logistics Section. AGENDA ITEM # 8. a) October 2023 146 Appendices Form Requesting Assistance (WA 213 RR) AGENDA ITEM # 8. a) October 2023 147 EMERGENCY SUPPORT FUNCTION 8: PUBLIC HEALTH AND MEDICAL SERVICES Primary Agency: Renton Regional Fire Authority Public Health – Seattle and King County Support Agencies: American Red Cross City of Renton Executive Services Department City of Renton Human Resources and Risk Management King County Emergency Medical Services King County Medical Examiner Private Ambulance Companies Valley Medical Center Northwest Healthcare Response Network Introduction Purpose The purpose of Emergency Support Function (ESF) 8 is to outline the organization and operational concepts, responsibilities, and procedures to accomplish coordinated public health, mortuary, and medical services to reduce death and injury during emergency situations and restore essential health, mortuary, and medical services within a disaster area. ESF 8 will identify and meet the health and medical needs of individuals and communities impacted by an emergency or disaster through coordination with Public Health Seattle & King County and the City of Renton. The following Core Capabilities support the roles and responsibilities of ESF 8. The primary and supporting core capabilities are defined to support the execution of Public Health and Medical operations for this ESF as follows: Primary Response Core Capability Public Health, Healthcare, & Emergency Medical Services Provide lifesaving medical treatment via Emergency Medical Services and related operations and avoid additional disease and injury by providing targeted public health, medical, and behavioral health support, and products to all affected populations. Fatality Management Services Provide fatality management services, including decedent remains recovery and victim identification, and work with local, state, tribal, territorial, insular area, and federal authorities to provide mortuary services, including temporary decedent storage or permanent internment solutions, sharing information with mass care services for the purpose of reunifying family AGENDA ITEM # 8. a) October 2023 148 Primary Response Core Capability members and caregivers with missing persons/remains, and providing counseling to the bereaved. Support Response Core Capabilities Planning Conduct a systematic process engaging the whole community as appropriate in the development of executable strategic, operational, and/or tactical-level approaches to meet defined objectives. Public Information and Warning Deliver coordinated, prompt, reliable, and actionable information to the whole community through the use of clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay information regarding any threat or hazard, as well as the actions being taken, and the assistance being made available, as appropriate. Operational Coordination Establish and maintain a unified and coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of Core Capabilities. Environmental Response/Health and Safety Conduct appropriate measures to ensure the protection of the health and safety of the public and workers, as well as the environment, from all hazards in support of responder operations and the affected communities Mass Care Services Provide life-sustaining and human services to the affected population, to include hydration, feeding, sheltering, temporary housing, evacuee support, reunification, and distribution of emergency supplies. On-Scene Security, Protection, and Law Enforcement Ensure a safe and secure environment through law enforcement and related security and protection operations for people and communities located within affected areas and for response personnel engaged in lifesaving and life-sustaining operations. Operational Communications Ensure the capacity for timely communications in support of security, situational awareness, and operations, by any and all means available, among and between affected communities in the impact area and all response forces. Situational Assessment Provide all decision makers with decision-relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response. Authorities and Policies The Renton Regional Fire Authority (RFA) will operate under the King County Comprehensive Emergency Management Plan, ESF 8 for disaster related health and medical services and the Renton Regional Fire Authority Mass Casualty Incident (MCI) Plan. The Incident Command System (ICS) should be used in any size or type of disaster to manage response personnel, facilities, and equipment. Emergency Medical Technicians (EMT) or other responders who provide emergency medical assistance in the City of Renton shall operate under 2023 EMT King County Patient Care Guidelines. The City of Renton and Renton RFA will use mutual aid agreements when the city’s resources are depleted or committed. An MCI may be declared to AGENDA ITEM # 8. a) October 2023 149 allow Emergency Medical Services (EMS) personnel to follow the established written emergency protocols as referenced in the Seattle-King County MCI Plan. Primary and supporting agencies will follow the guidelines and policies also stated in the King County EMS Protocol, the Pre-Hospital Emergency Triage and Treatment Annex to the Puget Sound Regional Catastrophic Disaster Coordination Plan, and the Victim Information and Family Assistance Annex to the Puget Sound Regional Catastrophic Disaster Coordination Plan. Situation Overview Emergencies or disasters may occur in a local jurisdiction at any time causing significant human suffering, injury and death, public and private property damage, environmental degradation, economic hardship to business, families, and individuals, and disruption of local government. Hazards such as an epidemic, disease outbreaks, or chemical and radiation emergencies may also cause significant impacts on the overall health of the population. The City of Renton may seek county, state, and Federal public medical care assistance in the event that a natural, man- made, or technological disaster exceeds local resources. Hospitals, nursing homes, pharmacies and other medical or health care facilities may be structurally damaged or destroyed. Those facilities that survive with little or no structural damage may be rendered unusable or only partially usable because of interruption of utilities (power, water, sewer), or the inability of staff to report for duty. Medical and health care facilities that remain operational and have the necessary utilities and staff may be overwhelmed by the "walking wounded" and/or other seriously injured patients who are transported to these facilities in the immediate aftermath of an emergency or disaster. Medical supplies and equipment will likely be in short supply. Most health care facilities maintain only inventory stock to meet their short-term (24 to 36 hours) normal patient load needs. Disruptions in local communications and transportation systems could prevent timely resupply. Uninjured persons who require daily medications such as insulin, antihypertensive drugs, and other lifesaving and health protecting medications may have difficulty in obtaining these medications because of damage or destruction of transportation and distribution routes, normal supply locations, and general shortages within the disaster area. Patients who are dependent on critical medical services, such as kidney dialysis or chemotherapy, may also be put at risk by the interruption to medical supply chains, staffing shortages, or compromised facilities. Public Health Agencies, healthcare facilities, and EMS will deliver medical countermeasures to exposed populations and complete triage and initial stabilization of casualties while beginning definitive care for those likely to survive injury and/or illness. In the unfortunate event of loss of life, fatality management services may include proper recovery, handling, identification, transportation, tracking, storage, and final disposition of human remains and effects. Additionally, these agencies will mobilize and/or request all critical resources to establish command, control, and coordination within the affected communities to meet basic human needs, stabilize the incident, and transition to recovery. AGENDA ITEM # 8. a) October 2023 150 Concept of Operations It is likely that public demand for health information and health and medical services will increase during disasters. Primary and secondary agencies will coordinate information and work to identify, manage, and obtain medical resources including but not limited to medications, supplies, equipment, transportation, facilities, and staffing. Collaboration with local and county Emergency Operating Centers (EOCs) to provide logistical support for medical needs shelters, alternate care facilities, medication centers, mortuary operations, family assistance centers, and other field response locations will be essential. Public Health, Mortuary and Medical Services • The provision of basic and advanced life support services shall be provided per existing standard operating procedures, patient care guidelines, and treatment/transfer protocols as promulgated or coordinated by the Emergency Medical Services Division of Public Health – Seattle & King County. • Activation of the health and medical Joint Information System (JIS) may be needed to coordinate the content and timing for release of accurate and consistent health and medical information to the public, media, and community response partners. • Resources within the affected area may be inadequate to transport casualties from the scene or treat them in local hospitals. Additional medical capabilities will urgently be needed to supplement and assist in triage and treat casualties in the affected area and to transport to the closest appropriate hospital or other health care facility. Medical resupply will be needed throughout the event area. • The Incident Commander will establish the overall health and medical response and recovery objectives. • The damage and destruction caused by a natural or technological event will produce urgent needs for mental health crisis counseling for victims, their families, and emergency responders. • Health and medical services will be restored during the recovery period as soon as practical and within the limitations and capabilities allowed of affected agencies. • Primary agencies will lead investigations into the cause and manner of death resulting from an emergency or disaster. • Public health emergencies may require implementation of public health measures to contain and control communicable diseases or spread of environmental hazards. • The Renton EOC may need to support the coordination of the blood distribution system through Bloodwork Northwest. • Implement local medication distribution strategies directed by the Local Health Officer. • Public health emergencies may require implementation of public health measures to oversee regional health and medical surge capacity measures associated with added capacity or mobilization of volunteer personnel and manage communicable disease and environmental health investigation and mitigation. AGENDA ITEM # 8. a) October 2023 151 • Support of recovery activities aimed at restoring health and medical services to pre- event status. Mass Care Services • The American Red Cross may support the Emergency Medical Services response with additional resources within the scope of their mission and as resources are available. • Renton Parks and Recreation may work to identify potential shelter and mass care sites within the City of Renton. • Renton Parks and Recreation may coordinate the provision of emergency care at shelters and congregate care facilities. • Renton community members who are seniors, children, disabled, homeless, non-English speakers, low-income or otherwise in need of ongoing support, will be more vulnerable during and after an emergency. A partnership approach will be needed between government, private industry, volunteer agencies and the media to ensure essential health-related information and services reach vulnerable residents during an emergency. • The use of gymnasiums and community centers as temporary, alternate care facilities, and family assistance centers may be necessary. Warehouses or airport hangars may be used as temporary morgues as needed by the King County Medical Examiner. Environmental Response • Damage to chemical and industrial plants, sewer lines and water distribution systems, along with secondary hazards such as fires, may result in toxic environmental and public health hazards to the surviving population and response personnel. • Disruption of sanitation services and facilities, loss of power, and mass congregating of people in shelters may increase the potential for disease and injury. • Hazardous materials incidents will present unique problems to patient care as the patients themselves may be contaminated and considered hazardous. Damages to the transportation systems may delay medical transports and outside assistance from other agencies. Impacted drinking and wastewater systems may complicate health care and possibly add to the victim or patient totals. Whole Community The “Whole Community” includes individuals, families, households, communities, the private and nonprofit sectors, faith-based organizations, and local, tribal, state, and Federal governments. ESF 8 includes communicating with the Whole Community during public health, mortuary, and medical response, recovery, and mitigation activities. The Whole Community includes populations with Limited English Proficiency (LEP), individuals with disabilities, and Access and Functional Needs (AFN). AGENDA ITEM # 8. a) October 2023 152 ESF 8 has been reviewed by the Whole Community through a public input process that included online (virtual) and in-person access. Organization Public Health – Seattle and King County and the Renton RFA are responsible for providing public health, healthcare, emergency medical, and mortuary operations within the city. The Renton EOC will provide support to the lead agencies for this ESF. Notification ESF 8 can be activated through the following channels: • Public Health Seattle and King County • Renton Regional Fire Authority • Renton EOC Duty Officer or EOC Director Activation may occur due to the severity of the event or perceived threat; unmitigated risk to Renton community; in a planned event situation; or in support of mutual aid partners. Information Collection The following categories are a baseline list which should be considered to create a common operating picture for Essential Elements of Information (EEIs) which help guide the collection and dissemination of information. Essential Elements of Information EEI Description Collection Dissemination Patients Number and location of: - Impacted patients. - Patients on ventilation or other life-sustaining medical support devices Renton Regional Fire Authority Renton Valley Medical Center Renton RFA Renton Valley Medical Center Renton EOC Medical Facilities Number, name, and location of: - Impacted medical facilities. - Medical facilities operating on generator power. - Evacuated medical facilities. Renton Regional Fire Authority Renton Valley Medical Center Northwest Healthcare Response Network Renton RFA Renton Valley Medical Center Renton EOC AGENDA ITEM # 8. a) October 2023 153 - Closed medical facilities Community and Economic Development Logistics • Available medical stations • Available points of distribution • Resources pre- positioned in medical stockpiles. • Location of medical evacuation airports Renton Regional Fire Authority Renton Valley Medical Center Northwest Healthcare Response Network Renton Executive Services Renton RFA Renton Valley Medical Center Renton EOC Procedures The Renton Regional Fire Authority operates under the King County Emergency Medical Services guidelines. For a Mass Casualty Incident, the Renton Regional Fire Authority follows the procedure written in the Seattle-King County Mass Casualty Incident (MCI) Plan. Public Health - Seattle & King County follows procedures written in the King County, Washington, Comprehensive Emergency Management Plan, ESF 8, Health, Medical, and Mortuary Services. As a region the Puget Sound area follows guidance provided in the Pre-Hospital Emergency Triage and Treatment Annex and the Victim Information and Family Assistance Annex to the Puget Sound Regional Catastrophic Disaster Coordination Plan. Responsibilities The table below outlines the responsibilities of the primary and supporting agencies in support of this ESF. These statement of mitigation, preparedness, response, and recovery actions are tied to executing the Core Capabilities listed in the “Purpose” section. Mitigation Statement of Purpose: Determine and outline mitigation strategies and activities to increase the public health and emergency medical services thus reducing potential human catastrophe within the City of Renton. Core Capability Activity Responsible Agency(s) Environmental Response Health and Safety Promote environmental health protective actions such as vector control, environmental sampling, and food product embargoes. AGENDA ITEM # 8. a) October 2023 154 Reduce medical worker and first responder exposures through identified and procured personal protective equipment (PPE). Public Health - Seattle and King County Provide employee information, education, and resources on best practices to prevent or mitigate workplace safety and health hazards. Human Resources and Risk Management Planning Maintain access to the Strategic National Stockpile (SNS). Public Health - Seattle and King County Monitor communicable diseases through surveillance, investigation, and community containment. Public Health, Healthcare, and Emergency Medical Services Minimize the spread of diseases through public health interventions such as vaccinations and/or booster shots. Public Health - Seattle and King County Preparedness Statement of Purpose: Develop and maintain primary and secondary potential sources for medical and general health supplies and resources including training, personnel, facilities, and medical related equipment that can be implemented in the event of a disaster or other disruption. Core Capability Activity Responsible Agency(s) Planning Provide first aid training classes to the public. American Red Cross Provide health training and educational classes to the public. Valley Medical Center Identify potential sources for medical and general health supplies that will be needed during a disaster. Maintain employee health and safety policies. Renton Human Resources and Risk Management Work with local health care providers to establish disaster treatment centers within the City of Renton. Renton RFA Provide ongoing medical service training to RRFA personnel. Provide periodic CPR training classes to the public. Establish transport procedures to facilitate disaster operations. Coordinate and manage health and medical training and exercise opportunities for healthcare providers throughout the region. Public Health - Seattle and King County Develop operational and tactical plans for health and medical response. Assess the region’s vulnerability to the health impacts of emergencies and disasters. AGENDA ITEM # 8. a) October 2023 155 Provide ongoing health protection activities such as vaccinations, provider education, and food and water safety assurance. Adhere to the Americans with Disabilities Act (ADA) and ensure Access and Functional Needs (AFN) standards are met in public health and medical needs to individuals. All Agencies Response Statement of Purpose: Coordinate and mobilize resources to support the assessment and stabilization of impacted human health concerns during a disaster or emergency. Core Capability Activity Responsible Agency(s) Operational Coordination Establish Incident Command for on-scene emergency operations. Renton RFA Provide representatives to the Renton EOC as necessary. Request additional resources and other assistance via the Renton EOC. Activate the ESF 8 Area Command Center, Joint Information System and MAC Group as appropriate. Public Health - Seattle and King County Provide leadership and direction in responding to health and medical emergencies across King County consistent with the authority of the Local Health Officer. Maintain 24/7 Duty Officer program and serve as the primary point of notification for health and medical emergencies in King County. Coordinate requests for medical resources with private vendors, the King County Emergency Operations Center, and the State EOC, as needed. Non-medical resources may be requested through King County Emergency Operations Center through the Renton EOC. Renton EOC Coordinate internal communication related to employee health and safety in alignment with county, state, and federal guidance. Recovery: Post-incident, lead or contribute to discussions and After-Action Report/Improvement Plan items related to employee health and safety. Renton Human Resources and Risk Management All supervisors, managers, and leaders at every level will promptly disseminate health and safety messages downward within their respective departments, divisions, and work groups to ensure they are received and understood by all employees. All City of Renton departments AGENDA ITEM # 8. a) October 2023 156 Public Health, Healthcare, and Emergency Medical Services Provide basic life support (BLS) to ill or injured persons. Renton RFA Coordinate the transport of ill or injured persons. Request additional medical services as needed; determined by incident casualties. Establish first aid stations where necessary. Provide logistical support for evacuation of medical facilities and medically fragile residents during an evacuation order. Request and coordinate the arrival of critical incident stress debriefing teams. Provide limited emergency medical transportation capability. King County Emergency Medical Services Provide advanced life support (ALS) services in response to ill or injured persons. Provide limited first aid response to injured. Renton Police Provide direct medical care to injured and ill persons at appropriate fixed and other facilities. Valley Medical Center Provide epidemiological surveillance, case investigation, and follow-up to control infectious disease, including acts of bioterrorism and outbreaks of food borne illness. Public Health - Seattle and King County Provide medical advice and treatment protocols regarding communicable diseases and other biological hazards to EMS, hospitals, and healthcare providers. Coordinate assessment and response to disaster consequences affecting food safety, water quality, and sanitation. Coordinate the response of regional veterinarian services and animal care groups. Direct response activities to vector-borne public health emergencies. Direct and manage medical surge capabilities including alternate care facilities, medication centers and temporary morgues. Direct and manage regional isolation, quarantine, and other control measures necessary in response to disease outbreaks. Direct and manage mass vaccination and antibiotic dispensing operations. Support the King County Department of Community and Human Services and the American Red Cross in meeting demands for regional mental health services. Assist in the transportation of injured. Private Ambulance Companies Implement disease control measures at the direction of the Local Health Officer. Renton RFA AGENDA ITEM # 8. a) October 2023 157 Environmental Response/Health and Safety Coordinate and collaborate with community response agencies in identifying environmental impact, remediation, and recovery activities. Public Health - Seattle and King County Assess the health and medical impacts and potential consequences posed by emergencies and disasters and determines appropriate courses of action. Coordinate regional critical incident stress management for first responders. King County Emergency Medical Services Mass Care Services Coordinate through the Renton EOC to transition city owned facilities into medical sites (medication centers, family assistance centers, etc.) Renton RFA Coordinate through the Renton EOC to transition medical patients as needed to a mass casualty or fatality management site including the managing and tracking of patients. Renton RFA Support mass care sheltering plans throughout the county in coordination with the American Red Cross and ESF 6 Mass Care agencies. Public Health’s role in mass care sheltering will focus on assisting with environmental health assessments at shelters. Public Health - Seattle and King County Oversee a family assistance center to provide a private, safe, and secure place for loved ones of deceased disaster victims to gather, and to facilitate necessary communication with the KCMEO, and to facilitate the coordination of psychosocial support. King County Medical Examiner Provide emergency first aid, supportive counseling, health care for minor illnesses and injuries to individuals in mass care shelters if qualified personnel are available, and coordinates support activities at other sites with Public Health- Seattle/King County. American Red Cross Acquaint families with available health resources and services and make appropriate referrals. Planning Conduct outreach with communities during public health emergencies to continue education of health impacts and recommended protective actions. Renton RFA Valley Medical Center Coordinate the planning and response activities for medical and health assistance in the event of an emergency or disaster. Public Health - Seattle and King County Situational Awareness Coordinate and manage incident information and medical resources for healthcare agencies across King County. Public Health - Seattle and King County Monitor and assure Renton’s drinking water supply is safe. Renton Public Works Public Information and Warning Direct the development and dissemination of health messages to the public, media, response partners, and community-based organizations. Public Health - Seattle and King County AGENDA ITEM # 8. a) October 2023 158 Activate the Public Health Information Call Center as needed. Amplify Public Health messaging and communicate all official public health media alerts to the community of Renton. Renton Executive Services On-Scene Security, Protection, and Law Enforcement Secure medical scenes as needed and the provision of law and order for emergency utility, medical, and response support services. Renton Police Fatality Management Track incident related deaths resulting from emergencies and disasters. King County Medical Examiner Authorize the release of remains of the deceased. Provide notification of emergency morgue locations. Coordinate transportation of the deceased. Manage human remains related to the disaster. Assist the Medical Examiner with the identification of deceased persons. Renton Police Provide supportive counseling for the family members of the dead and injured. American Red Cross Police/Fire Chaplains Assist in the transportation of the deceased. Private Ambulance Companies Recovery Statement of Purpose: Continue response and recovery efforts to begin restoration of the health and medical service systems in alignment with the Renton Recovery Framework. Core Capability Activity Responsible Agency(s) Operational Coordination Continue response and recovery efforts in support of ESF 8. All Planning Participate and support the compilation and debriefing of an After-Action Review process. Post-incident, lead or contribute to discussions and After-Action Report/Improvement Plan items related to employee health and safety. Renton Human Resources and Risk Management Resource Requirements • Personal Protective Equipment (PPE) • Medications and Pharmaceuticals • Other Medical Supplies as needed to support the execution of ESF 8. • Access to the Strategic National Stockpile. References • Seattle-King County Mass Casualty Incident (MCI) Plan AGENDA ITEM # 8. a) October 2023 159 • King County Comprehensive Emergency Management Plan, ESF 8, Public Health and Medical Services • Pre-Hospital Emergency Triage and Treatment Annex to the Puget Sound Regional Catastrophic Disaster Coordination Plan • Victim Information and Family Assistance Annex to the Puget Sound Regional Catastrophic Disaster Coordination Plan • 2023 EMT King County Patient Care Guidelines under Dr. Thomas Rea Harborview Medical Center Terms and Definitions • Mass Casualty Incident (MCI): an incident in which emergency medical services resources, such as personnel and equipment, are overwhelmed by the number and severity of casualties. • Pandemic: a widespread occurrence or epidemic of an infectious disease over a whole country or the world at a particular time affecting a substantial number of individuals. • Strategic National Stockpile: The United States’ national repository of antibiotics, vaccines, chemical antidotes, antitoxins, and other critical medical supplies. Appendices None AGENDA ITEM # 8. a) October 2023 160 EMERGENCY SUPPORT FUNCTION 9: SEARCH AND RESCUE Primary Agency: Renton Regional Fire Authority City of Renton Police Department Support Agencies: City of Renton Executive Services City of Renton Community and Economic Development Department City of Renton Public Works Department King County Emergency Operations Center King County Sheriff’s Office Mutual Aid Agencies Voluntary Organizations Washington State Department of Transportation, Aviation Division Washington State Emergency Management Division Washington State Military Department, National Guard Introduction Purpose The purpose of Emergency Support Function (ESF) 9 is to coordinate the rapid deployment of search and rescue resources to provide specialized life-saving assistance and for the coordination and effective utilization of all available resources in the conduct of Search and Rescue (SAR) operations, including: • Structural collapse (urban) search and rescue. • Maritime/coastal/waterborne search and rescue. • Land search and rescue. The National Response Framework (NRF) covers Disaster SAR, specifically operations following a presidential disaster declaration, and provides information on Urban Search and Rescue (US&R), maritime/waterborne SAR and Land SAR. The following Core Capabilities support the roles and responsibilities of ESF 9. The primary and supporting core capabilities are defined to support the execution of Search and Rescue operations for this ESF as follows: Primary Response Core Capability Mass Search and Rescue Operations Deliver traditional and atypical search and rescue capabilities, including personnel, services, animals, and assets to survivors I need, with the goal of AGENDA ITEM # 8. a) October 2023 161 Primary Response Core Capability saving the greatest number of endangered lives in the shortest time possible. Support Response Core Capabilities Planning Conduct a systematic process engaging the whole community as appropriate in the development of executable strategic, operational, and/or tactical-level approaches to meet defined objectives. Public Information and Warning Deliver coordinated, prompt, reliable, and actionable information to the whole community through the use of clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay information regarding any threat or hazard, as well as the actions being taken, and the assistance being made available, as appropriate. Operational Coordination Establish and maintain a unified and coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of Core Capabilities. Environmental Response/Health and Safety Conduct appropriate measures to ensure the protection of the health and safety of the public and workers, as well as the environment, from all hazards in support of responder operations and the affected communities. Fatality Management Services Provide fatality management services, including decedent remains recovery and victim identification, and work with local, state, tribal, territorial, insular area, and Federal authorities to provide mortuary processes, temporary storage, or permanent internment solutions, sharing information with mass care services for the purpose of reunifying family members and caregivers with missing persons/remains, and providing counseling to the bereaved. Operational Communications Ensure the capacity for timely communications in support of security, situational awareness, and operations, by any and all means available, among and between affected communities in the impact area and all response forces. Public Health, Healthcare, and Emergency Medical Services Provide lifesaving medical treatment via Emergency Medical Services and related operations and avoid additional disease and injury by providing targeted public health, medical, and behavioral health support, and products to all affected populations. Situational Assessment Provide all decision makers with decision-relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response. Authorities and Policies State law encompasses both wildland and disaster search and rescue within the definition of land search and rescue, RCW 38.52.010 Section 7. The Federal government separates the two and covers wildland search and rescue in the National Search and Rescue Plan, and disaster search and rescue, specifically urban search, and rescue, in the National Response Framework. In the event of a catastrophic incident, local authorities may be overwhelmed and in AGENDA ITEM # 8. a) October 2023 162 accordance with RCW 38.52.050, it may be necessary for the State Emergency Operations Center (SEOC) to assume operational coordination of SAR operations until such time as local authorities regain control. • Land search and rescue operations are primarily initiated, conducted, and directed by the City of Renton Police Department. • Water search and rescue operations are primarily initiated, conducted, and directed by the Renton Regional Fire Authority. • Air search and rescue for missing for downed civil aircraft is the responsibility of the Washington State Department of Transportation (WSDOT) as defined by Chapter 47.68 RCW and Chapter 468.200 WAC. Situation Overview The wide range of and easy access to outdoor recreational activities in the City of Renton and the large number of people who participate in those activities results in a significant number of lost, injured, killed, or in need of rescue every year. Incidents involving lost or missing children and the elderly in urban/suburban areas are also increasing. The City of Renton is vulnerable to airline crashes, terrorist activities, earthquakes, floods, landslides, and severe weather. Such disasters can result in large, multi-jurisdictional search and rescue operations. A major earthquake, for instance, would trigger search and rescue operations involving Renton Regional Fire Authority (RFA) personnel, City of Renton personnel, statewide search and rescue volunteers, the Washington National Guard, responders from neighboring jurisdictions, federal response agencies including the military, and the Federal Emergency Management Agency (FEMA) Urban Search and Rescue (USAR) Task Forces. SAR missions involving searches in urban and suburban areas will increase as the population and recreational opportunities continue to grow. Natural and technological disasters will potentially cause great damage to the transportation system causing delayed outside resources, and thus will increase the scope and urgency of SAR operations. The widely differing terrain and climatic conditions in the state mandate a locally based SAR first response system. Concept of Operations Land search and rescue operations are primarily initiated, coordinated, and directed by the City of Renton Police Department in accordance with state and local jurisdiction plans using local resources registered in accordance with Chapter 118-04 WAC. Requests for additional resources, including special skills, expertise, or equipment are coordinated through the Renton EOC and the Renton RFA Department Operations Center (DOC) when requested. Land search and rescue services may be requested through Valley Communications Center from King County Dispatch (King County Sheriff’s Office), the King County Emergency Operations Center (KC EOC), Washington State Emergency Management Division, or the City of Renton Emergency AGENDA ITEM # 8. a) October 2023 163 Operations Center (EOC). The National Incident Management System will be utilized for the on- scene management of search and rescue operations within the City of Renton. Land SAR o Renton Police will request search and rescue resources when requested by the on-scene incident commander, via the Valley Communications Center from King County Dispatch. o Renton Public Works is responsible for providing heavy equipment in support of search and rescue operations. o Renton Community and Economic Development will provide technical advice concerning building safety and structural stability, as requested. o The Washington State Emergency Operations Center (WA SEOC) Alert and Warning Center (AWC) will issue a state mission number when notified of a SAR mission by an authorized official. The issuance of this mission number authorizes the employment of local volunteers under the provisions and protection of Chapter 38.52 RCW. o The WA SEOC, upon receiving a request for assistance from an authorized official, will coordinate the resources in support of meeting the needs of the requesting jurisdiction. The State SAR Coordinator may be deployed to the scene to provide this coordination. Air SAR o Air search and rescue for missing or downed civil aviation aircraft is the responsibility of Washington State Department of Transportation, Aviation Division (Chapter 47.68 RCW). o The Washington State Emergency Management Division will issue a mission number to an authorized official in response to a downed or missing aircraft and will coordinate this with the Washington State Department of Transportation, Aviation Division. The Aviation Division Incident Commander may obtain the mission number on behalf of the City of Renton in order to facilitate response. o Upon location of downed aircraft, the incident becomes a land search and rescue operation under the direction and control of Renton Police. The Washington State Department of Transportation Aviation Division Incident Commander provides support as available, and the National Transportation Safety Board and Federal Aviation Administration assume responsibility for the crash site for investigatory purposes. Maritime/Coastal/Waterborne SAR o Water search and rescue operations are primarily initiated, coordinated, and directed by the Renton Regional Fire Authority. o Renton Regional Fire Authority requests search and rescue services through zone coordinator and/or dispatch for additional resources. Whole Community AGENDA ITEM # 8. a) October 2023 164 The “Whole Community” includes individuals, families, households, communities, the private and nonprofit sectors, faith-based organizations, and local, tribal, state, and Federal governments. ESF 9 involves communicating with the Whole Community during Search and Rescue preparedness, response, recovery, and mitigation activities. The Whole Community includes populations with Limited English Proficiency (LEP), individuals with disabilities, and Access and Functional Needs (AFN). ESF 9 has been reviewed by the Whole Community through a public input process that included online (virtual) and in-person access. Organization The City of Renton Police Department and Renton Regional Fire Authority are responsible for search and rescue operations within our jurisdiction. The Renton EOC will provide support to the lead agencies for this ESF through the Operations Section. Notification This ESF can be activated through several channels: • Renton Police Department • Renton Regional Fire Authority • Renton EOC Duty Officer or EOC Director Activation may occur due to the severity of the event or perceived threat unmitigated risk to the Renton community or in support of mutual aid partners. Information Collection The following categories are a baseline list which should be considered to create a common operating picture for Essential Elements of Information (EEIs) which help guide the collection and dissemination of information. EEI Description Collection Dissemination SAR Mission Status of SAR Mission to include: o Number of rescues (anticipated and actual) o Number of search areas o Number of search areas completed. o Number of personnel assigned. o Number of search dogs o Number of current areas of operation Renton Police Renton RFA Renton EOC AGENDA ITEM # 8. a) October 2023 165 o Limiting factors or shortfalls Resources SAR Resources to include: o Type o Assignment o Status Renton Police Renton RFA Renton EOC Medical Local casualty collection point (assessed by medical personnel) to include: o Injury status o Confirmed deaths Renton RFA Renton Police Renton EOC Local hospital status to include: o Hospital capacity o Availability of beds Northwest Health Response Network Renton Police Renton EOC This list is not exhaustive. As an event progresses, information, population needs, available resources and support, and situational awareness will develop and change. Responsibilities The table below outlines the responsibilities of the primary and supporting agencies listed in this ESF. These actions are tied to executing the Core Capabilities listed in the “Purpose” section. Mitigation Statement of Purpose: Agencies undertake activities to ensure mitigation of preventable or limitable impacts to Search and Rescue operations and capabilities. Core Capability Activity Responsible Agency(s) Planning Develop and present preventative SAR programs through public awareness and school education programs. Renton Police Renton RFA King County Sheriff’s Office Ensure all search and rescue resources are appropriately maintained in a state of readiness for rapid mobilization. Preparedness Statement of Purpose: Agencies undertake activities to ensure preparedness or readiness of Search and Rescue operations and capabilities. Core Capability Activity Responsible Agency(s) AGENDA ITEM # 8. a) October 2023 166 Response Statement of Purpose: Agencies undertake responsibilities to ensure rapid response or deployment of resources for Search and Rescue operations and capabilities. Core Capability Activity Responsible Agency(s) Mass Search and Rescue Operations Initiate, coordinate, and direct search and rescue operations to locate persons in distress, within the geographical area of the City of Renton. Renton Police Renton RFA Ensure the synchronized deployment of local, regional, or national resources to reinforce ongoing search and rescue efforts. Operational Coordination Mobilize all critical resources and establish command, control, and coordination structures within the affected community throughout the duration of the incident. King County Sheriff’s Office Renton Police Renton RFA Appoint a Search and Rescue (SAR) Coordinator/Liaison to field operations. Renton Police Renton RFA Appoint liaison to Renton EOC Operations section. Provide trained personnel for technical advice concerning damage assessment of structures through the City of Renton’s Damage Assessment Annex of the Comprehensive Emergency Management Plan. Renton Community and Economic Development Provide personnel, equipment, and resource support to search and rescue missions. Washington State EMD, WA Department of Transportation, Public Health, Healthcare, and Emergency Medical Services Complete triage and initial stabilization of casualties. Renton RFA Deliver medical countermeasures to exposed populations. Planning Develop standard operating procedures to coordinate water search and rescue operations. Renton RFA Renton Police Develop programs to provide education to the community and training for search and rescue personnel. Participate in emergency management training, drills, and exercises in support of this ESF. Appoint and maintain a liaison with the City of Renton EOC, mutual aid agencies, and area search and rescue teams. Plan for the arrival and coordination of spontaneous and/or unsupervised volunteers. Renton Executive Services AGENDA ITEM # 8. a) October 2023 167 Situational Assessment Deliver information sufficient to inform decision making regarding immediate lifesaving and life- sustaining activities and engage governmental, private, and civic sector resources within and outside the affected area to meet basic human needs and stabilize the incident. All Responding Agencies Recovery Statement of Purpose: Agencies undertake recovery activities for Search and Rescue operations and capabilities. Core Capability Activity Responsible Agency(s) Planning Compile appropriate documentation and costs incurred by the incident. All Participate in post incident after action review process. Assist in returning all organizations and personnel to a state of readiness. Resource Requirements Training IS 100, 200, 700, 800. Renton Regional Fire Authority Technical Rescue Team Training References • National Response Framework, ESF 9 • National Search and Rescue Plan • U.S. Department of Defense Joint Publication 3-50.1: National Search and Rescue Manual • Washington State Comprehensive Emergency Management Plan • King County Comprehensive Emergency Management Plan • Structural Collapse and Rescue Annex to the Puget Sound Regional Catastrophic Disaster Coordination Plan Terms and Definitions See Basic Plan Appendices None AGENDA ITEM # 8. a) October 2023 168 EMERGENCY SUPPORT FUNCTION 10: OIL AND HAZARDOUS MATERIALS RESPONSE Primary Agency: Renton Regional Fire Authority Support Agencies: City of Renton Executive Services Department City of Renton Parks and Recreation City of Renton Police Department City of Renton Public Works Department Fuel Providers and Pipeline Companies King County Emergency Operations Center King County Mutual Aid Agencies National Weather Service Public Health – Seattle and King County Puget Sound Clean Air Agency U.S. Department of Transportation Washington State Department of Ecology Washington State Department of Health Washington State Department of Transportation Washington State Patrol Introduction Purpose The purpose of Emergency Support Function (ESF) 10 is to identify and designate local jurisdictional roles and responsibilities for managing emergent hazardous material incidents and other unanticipated releases within the City of Renton. Activities set forth in ESF 10 endeavor to minimize exposure and damage to human health and safety caused by the actual or threatened release of hazardous materials and other releases. ESF 10 aims to protect emergency responders and the populace in affected areas, and to minimize damage to the environment from the adverse effects of a hazardous materials incident in the City of Renton. The following Core Capabilities support the roles and responsibilities of ESF 10. The primary and supporting core capabilities are defined to support the execution of Search and Rescue operations for this ESF as follows: AGENDA ITEM # 8. a) October 2023 169 Primary Response Core Capability Environmental Response/Health and Safety Conduct appropriate measures to ensure the protection of the health and safety of the public and workers, as well as the environment, from all hazards in support of responder operations and the affected communities. Support Response Core Capabilities Planning Conduct a systematic process engaging the whole community as appropriate in the development of executable strategic, operational, and/or tactical-level approaches to meet defined objectives. Public Information and Warning Deliver coordinated, prompt, reliable, and actionable information to the whole community through the use of clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay information regarding any threat or hazard, as well as the actions being taken, and the assistance being made available, as appropriate. Operational Coordination Establish and maintain a unified and coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of Core Capabilities. Infrastructure Systems Stabilize critical infrastructure functions, minimize health and safety threats, and efficiently restore and revitalize systems and services to support a viable, resilient community. On-Scene Security, Protection, and Law Enforcement Ensure a safe and secure environment through law enforcement and related security and protection operations for people and communities located within affected areas and also for response personnel engaged in lifesaving and life-sustaining operations. Operational Communications Ensure the capacity for timely communications in support of security, situational awareness, and operations, by any and all means available, among and between affected communities in the impact area and all response forces. Situational Assessment Provide all decision makers with decision-relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response. Authorities and Policies In 1986 Congress enacted the Emergency Planning and Community Right to Know Act (EPCRA) as part of the Superfund Amendments and Reauthorization Act (SARA) due to public concern regarding the environmental and safety hazards posed by the storage and handling of toxic chemicals. This act, known as SARA Title III, established requirements for Federal, state, tribal and local governments to provide guidance for off-site emergency planning and notification to minimize exposure and/or damage to human health and safety or to the environment. This mandates that every facility using, storing, or manufacturing hazardous chemicals make public its inventory and report every release of a hazardous chemical to public officials and health AGENDA ITEM # 8. a) October 2023 170 personnel. Clean-up and disposal measures must be coordinated between the responsible party and city, state, or Federal regulatory agencies affiliated, or private clean-up and disposal contractors as determined by the nature and severity of the release. The King County Local Emergency Planning Committee (LEPC), to which the City of Renton belongs, plans for hazardous materials emergencies by collecting information from public and private organizations with chemical inventories. This is required under the SARA Title III/EPCRA Program. The Revised Code of Washington Title 70.136.010 outlines the intent of the legislature to promote and encourage advance planning, cooperation, and mutual assistance between applicable political subdivision of the state and persons with equipment, personnel, and expertise in the handling of hazardous materials incidents, by establishing limitations on liability for those persons responding in accordance with the provision of RCW 70.136.020 through 70.136.070. Washington Administrative Code (WAC) 118-40 covers hazardous chemical emergency response planning and community Right-To-Know reporting. Occupational Safety and Health Administration (OSHA) regulation 29CFR 1910.120 (q), WAC 296-305-03002, and WAC 296-824 identifies the training levels for hazardous materials response teams. This is the minimum level of training provided to the Renton Regional Fire Authority Hazardous Materials Response Team. This specialized team is trained to the technician level and there are a minimum of 2 Hazmat technicians staffed with the Renton RFA each day. The guidelines established in the Renton Regional Fire Authority (RFA) and Zone 3 Hazardous Materials Providers Standard Operating Procedures (SOPs) may be followed in responding to a hazardous material incident. This may include activation of the Renton RFA Department Operating Center (DOC) to establish operational control depending on the size and complexity of the incident. All activities within ESF 10 will be conducted in accordance with the National Incident Management System (NIMS) and will utilize the Incident Command System (ICS). Priority shall be given to life safety, incident stabilization, property conservation, and then environmental and economic considerations, in that order. In the event the Renton RFA has exhausted all resources through mutual aid agreements, the Zone 3 HazMat Providers Emergency Response Plan and King County Regional Coordination Framework for Disasters and Planned Events for Public and Private Organizations may be activated. The City of Renton Emergency Operations Center (EOC), if activated, will be informed when resources are reasonably expected to be exhausted and logistical support is requested. The Renton EOC will communicate critical resource updates to the Policy Advisory Group if policy level decisions are required in the continued management of the incident. Valley Communications Center is the designated public safety answering point (E 9-1-1 dispatch center) for the dispatch of fire mobilization resources in Zone 3 (South King County). Other E 9- 1-1 dispatch centers will support Valley Communications Center upon request. These are NORCOM for Zone 1 (North and East King County), Seattle Fire Department Fire Alarm Center for Zone 5 (City of Seattle), and the Regional Communications and Emergency Coordination Center (RCECC) for King County. AGENDA ITEM # 8. a) October 2023 171 The following authorities and policies by the state of Washington support the execution of ESF 10. Revised Code of Washington (RCW) • RCW 4.24.314: Person causing hazardous materials incident - Responsibility for incident clean-up – Liability (2019) • RCW 69.50.511: Cleanup of hazardous substances at illegal drug manufacturing facility (2022) • RCW 70.136: Hazardous Materials Incidents (2019) o 70.136.010: Legislative Intent o 70.136.020: Definitions o 70.136.030: Incident command agencies – Designation by political subdivisions o 70.136.035: Incident command agencies – Assistance from state patrol o 70.136.040: Incident command agencies – Emergency assistance agreements o 70.136.050: Persons and agencies rendering emergency aid in hazardous materials incidents – Immunity from liability – Limitations o 70.136.060: Written emergency assistance agreements – Terms and conditions – Records o 70.136.070: Verbal emergency assistance agreements – Good Samaritan law – Notification – Form • RCW 90.56: Oil and Hazardous Substance Spill Prevention and Response (2019) Washington Advisory Code (WAC) • WAC 296-305-03002: Hazardous Materials (2019) • WAC 296-305-05000: Incident Management (2019) • WAC 296-305-05101: Technical Rescue General Requirements (2019) • WAC 296-305-05103: Technical Rescue Training (2019) • WAC 296-305-05107: Technical Rescue Incident Response Planning (2019) • WAC 296-305-05111: Technical Rescue Safety (2019) • WAC 296-824: Emergency Response (2019) o WAC 296-824-3005: Train your employees (2019) • WAC 118-40: Hazardous Chemical Emergency Response Planning and Community Right-to-Know Reporting (2019) • WAC 173-360A: Underground Storage Tank Regulations (2019) Occupational Safety and Health Administration (OSHA) • 29CFR 1910.120 (q): Hazardous waste operations and emergency response (2019) • 40CFR 355: Emergency planning and notification (2022) AGENDA ITEM # 8. a) October 2023 172 Situation Overview Renton has a mix of land uses throughout the city. Industrial and commercial uses are located primarily in the Green River valley and downtown areas of Renton. The city center area includes mixed-use residential and commercial land, with both single and multi-family homes. Single family residences dominate the eastern and southeastern portions of the city, where most residential growth is still occurring. In addition, there are pockets of mixed-use commercial centers aimed at providing services for residents along the eastern edges of the city. The geographic and economic characteristics of Renton make it likely that hazardous materials releases will occur and may develop slowly or occur without warning. Incidents may occur as a result of human error, natural hazards such as earthquakes, deliberate deed such as terrorism or illegal activity, or a breakdown in equipment or monitoring systems. Potentially harmful chemicals are used for a wide variety of operations and are stored, used in, and travel through Renton on a regular basis via highways, rail lines, and/or pipelines. The likelihood of a hazardous materials release may increase through events or threats such as flooding, a pipeline rupture, or illegal lab dumping. These chemicals can be hazardous to humans or the environment if used or released improperly. Hazardous materials in various forms can cause death, serious injury, long-lasting health effects, and damage to buildings and the environment. The number and severity of major incidents can be minimized by prevention programs. The impact depends upon the quantity and physical properties of the hazardous material, environmental and weather factors at the point of release, the type of release and its proximity to human and wildlife populations and valuable ecosystems. Hazardous materials may be explosive, flammable, combustible, corrosive, reactive, poisonous, or radioactive, as well as in solid, liquid, or gaseous form. Business types that commonly use hazardous materials locally include hospitals, schools, metal plating and finishing, aircraft manufacturing, public utilities, cold storage companies, fuel industry, communication industry, research facilities, and high technology firms. SARA Title III/EPCRA facilities are required to maintain plans for warning, notification, evacuation, and site security under numerous regulations. Copies are filed with the Renton RFA. Actual or threatened releases of hazardous materials often require immediate response. The coordination of emergency response operations to hazardous material incidents may require multi-agency and multi-disciplinary responses. Disciplines involved may include hazardous materials technicians, firefighters, emergency medical service providers, law enforcement, environmental containment and clean-up specialists, fish and wildlife experts, and environmental/public health. Most hazardous material incidents are minor in scope and can be handled by trained facility personnel and/or the Renton RFA Hazardous Materials Response Team. However, the potential exists for a large-scale incident, which would require multiple resources and the need for mass evacuation of downwind populations or sheltering in place. Incident commanders are required to utilize their local mutual aid resources and request activation of their county plan before requesting regional assistance. Requesting and coordinating regional fire resources is ultimately accomplished by the Renton RFA Duty Chief. AGENDA ITEM # 8. a) October 2023 173 Concept of Operations The Renton RFA has the primary responsibility for protecting life, the environment, and property threatened by hazardous materials incidents, except where this has been specifically preempted by state or federal laws or regulations. For a large-scale incident, the Renton RFA is signatory to a countywide mutual aid agreement which is defined as the King County Interlocal Agreement (KC ILA) for Mutual Aid. The agency with primary authority is dependent on the location of the event. The Renton RFA is the Incident Command Agency for the City of Renton under Chapter 70.136.030 RCW. When an incident occurs on a state highway, the Washington State Patrol will establish a Unified Command System with surrounding fire departments, emergency medical services, and other state and federal agencies. To manage and support complex or significant field incidents including but not limited to Hazardous Materials emergencies, the Fire Chief or designee will activate the RFA Department Operations Center (DOC). The RFA Duty Chief or on-duty South Battalion Chief/Safety Officer will be an overall coordinator of fire service activities and organize resources with the Fire Zone 3 Coordinator, the King County Fire Coordinator, and ultimately the South Puget Sound Regional Fire Coordinator through the Valley Communications Dispatch Center. RRFA is also a participant in the Zone 3 Fire Operations Chief Coordinators, for larger-scale incidents. The Renton RFA DOC will coordinate with the field command post and the City of Renton EOC as necessary. The primary location of the RFA DOC is Renton RFA Station 13 (Headquarters). The back-up location will be Renton RFA Station 12 which is the same location as the City of Renton EOC when activated. An alternate location will be the City of Renton Public Works building. Communications will be through established channels. The primary mode of emergency communications would take place on the Puget Sound Emergency Radio Network (PSERN) radio communications system. Secondary communications are outlined in RRFA Communication Guide and include site trunking, State Ops frequency on the PSERN system, VHF radios, Mobile Data Computer (MDC), pagers and amateur radios (ham radios). Hazardous materials emergencies involve the organization and management of fire department resources to mitigate hazardous materials of all types, kinds, and complexities while protecting the lives, environment, and property in the affected area. Renton RFA has a Hazardous Materials Response Team (HMRT) trained to the technician level to mitigate these incidents. Larger incidents may require the resource assistance of other agencies through the countywide mutual aid agreement and the Zone 3 Hazardous Materials Response Plan. The resources and logistics utilized to mitigate hazardous materials incidents depend on the severity of the emergency and the level of training of fire department personnel. Renton RFA AGENDA ITEM # 8. a) October 2023 174 follows a three-tiered approach that directly correlates to the three levels of training of responding units that are described below: • Awareness level: Awareness level responders are those personnel who, in the course of their normal duties, could encounter an emergency involving hazardous materials/ weapons of mass destruction (WMD) and be expected to recognize the presence of the hazardous materials/WMD, protect themselves, understand risks and potential outcomes, call for assistance, and secure the scene. This is a defensive action. • Operations level: Operations level responders are personnel who respond to hazardous materials/WMD incidents for the purpose of implementing or supporting actions to protect people, property, and the environment from the effects of a release. They are trained to respond in a defensive fashion, which may include attempts to confine, contain or otherwise control the release without coming into contact with the material/product. All members of Renton RFA are trained to this level which includes gross decontamination procedures in the warm zone. • Technician level: Technician level responders are personnel who respond to a hazardous materials/WMD incident using a risk-based response process to analyze the situation involving hazardous materials/WMD, identify the unknown material, select applicable decontamination procedures, and contain/control the release using specialized protective clothing and control equipment. They will approach the point of release in order to plug, patch or otherwise stop the release of a hazardous substance. This is considered an offensive action in the hot zone and only performed by HazMat technicians. All members of Renton RFAs Hazardous Materials Response Team are trained to this level. Procedures Based on the Hazardous Materials Response Plan and Procedures, the response will vary dependent upon the location and magnitude of the hazardous materials release and the population impact. Response and recovery efforts include containing and controlling the release, warning the public, request for assistance, notification of state and federal agencies, restoration of businesses and requests for cleanup resources. Additionally, requests for recovery of response and cleanup costs and monitoring the site may be necessary. The Renton RFA policies and procedures outline mutual aid partners and DOC guidelines to be used for large-scale incidents. Within these policies are hazardous materials specific standard operating procedures (SOPs) written to support Renton RFA’s hazardous materials response, including releases because of disasters. Additionally, the King County Fire Chiefs Model Procedures outline countywide hazardous material specific policies that all fire agencies in King County follow. These specific SOPs and procedures are listed in the References section at the end of this document. AGENDA ITEM # 8. a) October 2023 175 Whole Community The “Whole Community” includes individuals, families, households, communities, the private and nonprofit sectors, faith-based organizations, and local, tribal, state, and Federal governments. ESF 10 includes communicating with the Whole Community during Hazardous Materials preparedness, response, recovery, and mitigation activities. The Whole Community includes populations with Limited English Proficiency (LEP), individuals with disabilities, and Access and Functional Needs (AFN). ESF 10 has been reviewed by the Whole Community through a public input process that included online (virtual) and in-person access. Organization Hazardous materials response is organized under the National Incident Management System (NIMS). Renton RFA has the responsibility for managing hazardous materials incidents in their service area. This includes the City of Renton along with King County Fire Protection Districts #25 (East Renton Plateau) and #40 (Fairwood). There are currently seven Renton RFA fire stations that have pre-designated response areas and provide backup as necessary to the other stations. Renton RFA key fire stations that will be backed-up and staffed during a large-scale hazardous materials incident include Station 11 (downtown), Station 16 (East Renton Plateau) and Station 17 (Fairwood). RRFA Divisions • The Response Operations Division is responsible for all Suppression, EMS, Technical Rescue, Water Rescue, and Hazardous Material activities. • The Office of the Fire Marshal is responsible for providing International Fire and Building Code inspections, plans checking, public education, and hazardous materials inspections on target hazard facilities in the city. • The Support Services Division and Administration are responsible for fleet, facilities, logistics, finance, security, and other support needs. • The EMS/Health and Safety Division is responsible for Emergency Medical Services (EMS) as well as occupational injury, illness, and exposure of RRFA members. Notification ESF 10 can be activated through the following channels: • Incident Commander • Battalion Chief/Safety Officer (BC/SO) AGENDA ITEM # 8. a) October 2023 176 • Duty Chief/Deputy Chief • Fire Chief • Zone 3 fire coordinator • King County fire coordinator • Renton EOC Duty Officer Activation may occur due to the severity of the event or perceived threat, unmitigated risk to the Renton community, or in support of mutual aid partners. Information Collection The following categories are a baseline list which should be considered to create a common operating picture for Essential Elements of Information (EEIs) which help guide the collection and dissemination of information. EEI Description Collection Dissemination Nature of Incident What is the substance identity? How is it being spread? How dangerous is it? What is the protective action to be taken? (Evacuation, shelter in place) • Department of Ecology • Incident Commander • Renton EOC • Renton RFA Duty Chief Extent of Incident Gathering information regarding the extent of the incident. Is it growing or stable? Are lives at risk – if so, where? How many persons are potentially contaminated? Are any vulnerable congregate facilities (hospitals, nursing homes, schools) impacted?  Incident Commander  Renton EOC  Renton RFA Duty Chief Environmental Conditions What are the weather conditions relevant to the release?  Renton EOC  Renton RFA  National Weather Service  Renton EOC  Renton RFA AGENDA ITEM # 8. a) October 2023 177 Is there environmental contamination possible? Logistics Number, location, and mission assignment of ESF 10 staff deployed to incident coordination locations (i.e., RRCC, EOC, JFO, and field sites) Location of staging area, warm zone, hot zone, decontamination facilities, and other key locations  Incident Commander  Renton RFA Duty Chief  Zone 3 fire coordinator  King County fire coordinator  Renton EOC  Renton RFA DOC Resources Number, location, and role of pre- positioned ESF 10 resources. Number, location, and role of deployed ESF 10 resources.  Incident Commander  Zone 3 fire coordinator  King County fire coordinator  Renton EOC  Renton RFA Duty Chief Responsibilities The table below outlines the responsibilities of the primary and supporting agencies in support of this ESF. These statements of mitigation, preparedness, response, and recovery actions are tied to executing the Core Capabilities listed in the “Purpose” section. Mitigation Statement of Purpose: Profile hazards, identify risks and vulnerabilities, and propose strategies and actions to reduce risks to life, property, the environment, the economy, infrastructure, and first responders. The type and amount of hazardous material and the specific situation will determine offensive or defensive actions for confinement, containment, and hazard reduction to stop the release. Core Capability Activity Responsible Agency(s) Environmental Response/Health and Safety Minimize public exposure to environmental hazards through assessment of the hazards and implementation of public protective actions. Renton RFA Enforces the international Fire code requiring facilities to have hazardous materials management plans, which provide local responders with vital information for hazardous materials response to specific facilities. Renton RFA Establish regional and statewide regulations and codes relating to the safe storage, use, handling, and disposal methods of hazardous materials. WA Department of Ecology Puget Sound Clean Air Agency AGENDA ITEM # 8. a) October 2023 178 Planning Review, evaluate, inspect, and issue permits for the storage and use of hazardous materials to reduce the risk of a release or spill. Renton RFA Renton Community and Economic Development Manage, recommend, and/or enforce city codes relating to the storage, use and handling of hazardous materials to lessen the impact of a hazardous material incident. Preparedness Statement of Purpose: Identify, evaluate, and implement measures to prevent and minimize impacts to the community, environment, and properties from hazardous materials emergencies and response operations for these incidents. Core Capability Activity Responsible Agency(s) Environmental Response/Health and Safety Regularly conduct building inspections and review pre-incident plans of Hazmat facilities in advance of an incident. Renton RFA Identify, assess, and mitigate worker health and safety hazards, and disseminate health and safety guidance and resources to response and recovery workers. Renton RFA Renton Human Resources and Risk Management Planning Develop hazardous materials emergency response plans and procedures. Renton RFA Plan for response to public and private entities that manufacture, use, store, and transport hazardous materials in King County. Participate in training required by 29CFR 1910.120. Provide and/or participate in emergency management training, drills, and exercises in support of this ESF. Coordinate, participate and evaluate hazardous material drills and exercises for SARA Title III/EPCRA facilities with the King County LEPC. Maintain emergency response plans and Tier II files for hazardous materials facilities, which fall under the SARA Title III/EPCRA law. Participate in the King County LEPC. Work directly with the City of Renton Community and Economic Development Department (CED) to plan for hazardous materials incidents. Maintain Tier II records and plans from facilities required under SARA Title III and the Clean Air Act. King County EOC Participate in the King County LEPC. Operational Communications Ensure the capacity to communicate with both the emergency response community and the affected populations and establish interoperable voice and Renton RFA Renton Executive Services AGENDA ITEM # 8. a) October 2023 179 data communications between Federal, tribal, state, and local first responders. Public Information and Warning Develop and distribute public education information related to hazardous material issues per the Community Right to Know Act. Department of Ecology Response Statement of Purpose: Respond to public and private entities that manufacture, use, store, and transport hazardous materials that could impact the City of Renton. Conduct initial hazard assessments and determine the appropriate resources to meet the demands of the incident. Protect the community and responders from exposure to hazardous materials released, as well as the protection of property and the environment. Core Capability Activity Responsible Agency(s) Planning Develop and implement strategic incident action plans after identifying the critical factors. Renton RFA Review emergency response plans and spill prevention plans for facilities within the City of Renton. Operational Coordination Assist in containing and controlling the hazardous material. Renton RFA Provide initial response to, and size-up of hazardous material incidents. Incident priorities include life- safety, evacuation, shelter-in-place, and primary defensive measures. Assume the role of on-scene Incident Commander (IC) and utilize the Incident Command System (ICS). Activate Renton EOC as needed to provide support to ESF 10 incidents. The IC may establish a Hazardous Materials Group Supervisor (HGS) at a working incident as long as they are a Hazmat technician. The IC may designate a Safety Officer and Assistant Safety Officer for Hazmat. Coordinate the response and recovery efforts to hazardous material incidents. Contact the appropriate outside agencies for assistance, if necessary, and coordinate efforts using the KC ILA. When required and in accordance with department Standard Operating Procedures, notify the Renton RFA Duty Chief, the City of Renton EOC Duty Officer, King County EOC Duty Officer, and Washington State AGENDA ITEM # 8. a) October 2023 180 Emergency Management Division of the size and impact to the area. The RFA Duty Chief will coordinate with the Zone 3 Fire Coordinator and the King County Zone Fire Coordinator to request fire resource mobilization of support agencies during a large-scale incident. The RFA Duty Chief will be the fire liaison and representative to the City of Renton EOC, as well as the King County EOC, to provide situation and damage assessment information when requesting Regional Fire Representation. Enhance and maintain command, control, and coordination structures consistent with the National Incident Management System (NIMS) to meet basic human needs, stabilize the incident, and transition to recovery. Utilize the King County Zone 3 HazMat Incident Response position checklists. The IC may work in conjunction with the HGS leader in developing tactics to mitigate the incident. Operations level and/or technician level personnel may be assigned offensive or defensive strategies to stop hazardous materials releases. Assist in containing and isolating the hazardous material within the limits of staff training and available personal protective equipment. Renton Public Works Provide necessary resources as required by the Incident Commander. Activate the King County EOC if required. King County EOC Coordinate additional resources at the request of the Incident Command agency or the Renton EOC. Assist in the response and recovery from hazardous material releases. King County Mutual Aid Agencies Provide response resources as requested by the Incident Commander per mutual aid agreements (KC ILA). Provide resources, technical support, guidance, and possible enforcement, as necessary. Washington State Military Department Environmental Response / Health and Safety Hot, warm, and cold control zones may be established. Decontamination procedures in the warm zone must be established prior to Hazmat technicians entering the hot zone. Renton RFA The IC may appoint a site access control leader to control the decontamination corridor (warm zone). Entry and exit are through this corridor. AGENDA ITEM # 8. a) October 2023 181 Promptly report leaks, spills, illicit discharges, and other types of releases deemed harmful to the environment to the appropriate entities. Report all spills to the Washington State Department of Ecology (DOE) via the National Response Center (NRC) at 1-800-424-8802. NRC will notify all state and local agencies. All DOE reportable spills will also be reported to the RFA Duty Chief. Report all spills to the Regional Department of Ecology office at 425-649-7000. DOE may provide on-scene response. All spills shall be reported immediately to the City of Renton EOC Duty Officer. Operational Communications Deliver information sufficient to inform decision making regarding immediate lifesaving and life- sustaining activities, and engage governmental, private, and civic sector resources within and outside of the affected area to meet basic human needs and stabilize the incident. Renton RFA Provide technical advice to the Incident Commander in the enforcement of all city codes relating to the storage, use and handling of hazardous materials. Serve as a Public Safety Answering Point (PSAP), providing call receiving and dispatch services, and procure additional firefighting resources for Renton RFA. Valley Communications Center Infrastructure Systems Supply information on City of Renton infrastructure and regulate critical utilities. Renton Public Works Decrease and stabilize immediate infrastructure threats to the affected population, to include survivors in heavily impacted zones, nearby communities that may be affected by cascading effects, and mass care support facilities and evacuation processing centers with a focus on life- sustainment and congregate care services. Renton RFA On-Scene Security, Protection, and Law Enforcement Provide traffic control, area security, and communication support to establish a safe and secure environment in an affected area. Renton RFA Renton Police Isolate and deny entry to all unauthorized personnel. Assist in response and population protection measures such as sheltering in place. Assist in evacuation of potentially affected populations to safe environments as directed. Provide traffic control assistance as requested. Renton Public Works Public Information and Warning Deliver credible and actionable messages to inform ongoing emergency services and the public about Renton RFA AGENDA ITEM # 8. a) October 2023 182 protective measures and other life-sustaining actions and facilitate the transition to recovery. Renton Executive Services Inform all affected segments of society of critical lifesaving and life-sustaining information by all means necessary, including accessible tools, to expedite the delivery of emergency services and aid the public to take protective actions. Deliver enhanced information to reinforce ongoing lifesaving and life-sustaining activities, and engage governmental, private, and civic sector resources within and outside of the affected area to meet basic human needs, stabilize the incident, and transition to recovery. Renton RFA Renton Executive Services King County EOC Recovery Statement of Purpose: The systematic process of managing the end stages of the incident after life safety, mitigation and stabilization is reached. Recovery is to include, but is not limited, to assigning a third-party authority to provide collaboration with environmental clean-up, re-occupancy of fixed- facility or transportation corridor, and financial/logistical obligations for the responding agencies. Core Capability Activity Responsible Agency(s) Operational Coordination Begin the coordination of recovery efforts to hazardous materials incidents. Renton RFA Assist in the city’s recovery from hazardous material releases. King County Mutual Aid Agencies Lead agency in King County for overseeing the clean- up and disposal of hazardous materials waste. Washington State Department of Ecology Lead agency in Washington State for recovery from radiological incidents. Washington State Department of Health Coordinates recovery efforts for hazardous materials and radiological incidents between the WA Department of Ecology and WA Department of Health. Renton EOC Environmental Response/Health and Safety Ultimately responsible for the cost of clean-up and recovery (RCW 4.24.314). Owner or transporter of the Hazardous Material release Operational Communications Compile the appropriate documentation for the incident report. Renton RFA Conduct a post-incident analysis to evaluate the incident. Assist the Renton Regional Fire Authority in evaluating the incident and providing information for the incident report. Renton Executive Services Renton Police AGENDA ITEM # 8. a) October 2023 183 Other involved city departments WA Department of Ecology Resource Requirements Hazardous material releases require substantial amounts of specialized equipment, supplies and training. Many specialized monitoring devices may be needed as well as training, decontamination equipment and technical information resources. King County Zone 3 has four Hazardous Materials Teams: • Renton RFA located at Station 14: 1900 Lind Ave SW, Renton, 98057 • Puget Sound RFA located at Station 75 and Station 76 o Station 75: 15635 SE 272nd, Kent, 98042 o Station 76: 20676 72nd Ave S, Kent, 98032 • Port of Seattle FD: 2400 S 170th St, SeaTac, WA 98158 • South King Fire and Rescue located at Station 61: 3203 S. 360th St., Auburn, 98001 References • International Fire Code • International Building Code • Department of Transportation Emergency Response Guidebook (2020) • Renton Regional Fire Authority Standard Operating Procedures (SOPs) o 3101 - Stop Work Orders, Fire Watch, and Special Inspections (2020) o 3104 - Fire and Life Safety Inspection Program (2018) o 3106 - Hazardous Materials Inspections (2016) o 4101 - Response Guidelines (2019) o 4102 - Rules of Engagement (2017) o 4103 - King County Fire Chiefs Model Procedures (2020) o 4104 - Zone 3 Procedures (2017) o 4105 - Valley Communication Procedures (2017) o 4108 - Incident Management System (2017) o 4110 - Department Operations Center (2020)  Appendix 7.1 - Zone 3 Fire Storm Procedures Field User Guide  Appendix 7.2 - Secondary Fire Dispatch Procedures o 4111 - Initial Disaster Response Procedures (2017) AGENDA ITEM # 8. a) October 2023 184  Appendix 7.1 - Station Assessment Procedures  Appendix 7.2 - High Wind Procedures  Appendix 7.3 - RRFA Communication Quick Reference Guide o 4112 - Automatic Aid/Mutual Aid Mobilization (2020) o 4117 - Hazardous Materials Operations (2018) o 4118 - Explosive Guidelines (2017) o 4122 - Pre-Incident Plans (2018) o 4123 - Risk Management (2018) o 4202 - Training Standards and References (2017) o 4203 - Incident Management Training and Qualification (2017) o 6203 - Incident Safety Officer (2017)  HazMat Incident Safety Report (pdf) o 6204 - Respiratory Protection (2017) • King County Fire Chiefs Model Procedures (2020) o Section 5 - Hazardous Materials o Section 6 - Local, County and State Mobilization Requests o Section 10 - King County Radio Interoperability o Section 12 - Public Evacuations and Warnings o Section 14 - Strike Team/Task Force o Section 24 - Natural Gas Emergency o Section 26 - Technical Rescue o Section 27 - Move ups of Interzonal Resources o King County Interlocal Agreement for Mutual/Automatic Aid (2018) • Zone 3 Resources (from Vector Solutions website) o Zone 3 Operational Policy - Highly Infectious Disease Patients (2020) o Zone 3 Operational Procedure - High Call Volume Operations (2021) o Zone 3 Technical Rescue Responses (2018) o Zone 3 Procedures – On Duty Battalion Chief Coordinator (2018) o Zone 3 Fire Station locations and phone numbers o Zone 3 Key Station List (2018) o Zone 3 Operations Committee – Station order for move-ups (2019) o Zone 3 Coordinator Move-up Spreadsheet Form (2020) o Zone 3 Coordination Map (2018) o Zone 3 Hazardous Materials Resources/Documents (2012)  HazMat Entry Team Leader Guide  HazMat Incident Command Guide  HazMat Incident Safety Officer Guide  HazMat MCI Patient Decon Guide  HazMat Medical Group Supervisor Guide  HazMat Operations Guide  HazMat Planning/Research Guide  HazMat Safety Briefing AGENDA ITEM # 8. a) October 2023 185 • Valley Communications Center SOPs o 717 – Firefighter Safety Procedures (2016) o 735 - Fire Department Move-up/Cover Procedures (2014) o 737 - Fire Department Mutual Aid (2014) o 740 - Fire Department Special Response Procedures (2016) o 745 - Fire Department High Call Volume Events (2020) o 766 - EOC Activations (2012) o 800 - 800 MHz Talk groups (2019) • National Fire Protection Association (NFPA) o 472 - Standard for Competence of Responders to Hazardous Materials/Weapons of Mass Destruction Incidents (2018) o 1991 - Standard on Vapor-Protective Ensembles for Hazardous Materials Emergencies and CBRN Terrorism Incidents (2016) o 1992 - Standard on Liquid Splash-Protective Ensembles and Clothing for Hazardous Materials Emergencies (2018) Related Plans • SARA Title III Emergency Response Plan • PL 99-499: Public Law Emergency Planning and Community Right-To-Know • Zone 3 Command Procedures (2021) • Zone 3 Haz-Mat Providers Emergency Response Plan (2013) • King County Regional Hazard Mitigation Plan (2020-2025) • Washington State Enhanced Hazard Mitigation Plan (2018-2023) • Washington State Enhanced Hazard Mitigation Plan Risk and Vulnerability Assessment (2018-2023) Terms and Definitions • CFR: Code of Federal Regulations • Cold Zone: Safe area outside the warm zone where incident command and management teams operate. • Gross decontamination: High flow gallons per minute hose line as needed to remove large particulate hazard from responder or victim. • Hazardous Materials Decontamination Unit: Unit stocked with equipment specific to mass decontamination capabilities, shelter, and casualty collection. This unit does not have mass casualty (MCI) mitigation capabilities. Located in the warm zone. AGENDA ITEM # 8. a) October 2023 186 • Hazardous Materials Team: technician-level team that is capable of Level A entry into the hot zone. • Hazardous Material (HazMat): Any explosive, gas, flammable/combustible liquid, oxidizer, poison, etiologic agent, radioactive, corrosive, or other substance or material in quantity of form that may pose an unreasonable risk to public health, safety, or the environment. • HGS: Hazardous Materials Group Supervisor. • HM314: Hazardous Material emergency response apparatus for Zone 3 from RRFA Station 14 • Hot Zone: An area where hazardous vapors and liquids are present. This area is considered to be dangerous due to biological, chemical, or nuclear contamination. Individuals must be trained to Hazmat technician level and prepared to enter and leave the area through specific corridors. This is also known as the exclusion zone or area of contamination. • LEPC: Local Emergency Planning Committee • Level A Protection: The highest available level of respiratory, skin, splash, and eye protection for HazMat technicians which requires fully encapsulating vapor protective clothing with supplied breathing air. Level A HazMat releases have a high vapor pressure and is toxic through skin absorption or is carcinogenic. • Level B Protection: The level of protective equipment utilized by HazMat technicians where the environment is not considered acutely vapor toxic to skin but may cause respiratory effects. In such situations a chemical splash suit or full coverage, non-airtight chemical suit with self-contained breathing apparatus (SCBA) or supplied air breathing apparatus (SABA) is required. • Level C Protection: The level of protective equipment required to prevent respiratory exposure but does not include protection of skin contact (i.e., full-face air purifying respirator, inner and outer chemical-resistant gloves, hard hat, escape mask, and disposable chemical-resistant out boots). • MCI: Mass Casualty Incident • MDC: Mobile Data Computers • PSERN: a voter-approved emergency radio system used for dispatching and communications between fire, law enforcement, and other agencies in King County, Washington. It is simulcast 800MHz trunked radio system, utilizing P25 Phase II digital technology to broadcast via 61 radio sites between over 18,000 portable (hand-held), mobile (vehicle), and control stations (desktop) radios, as well as dispatch center consoles, within the service area. PSERN is maintained and operated by the PSERN Operator. • Warm Zone: The decontamination area located outside the hot zone. • Zone 3: King County Fire Departments consisting of Burien/North Highline (KC Fire District #2), Enumclaw FD, Mountain View FD, Port of Seattle FD, Puget Sound RFA, Renton RFA, Skyway (KC Fire District #20), South King Fire and Rescue, Tukwila FD, Valley RFA, and Vashon Island FD. AGENDA ITEM # 8. a) October 2023 187 Appendices Appendix A: Olympic Pipeline AGENDA ITEM # 8. a) October 2023 188 Appendix A: Olympic Pipeline Historical Information • On December 28, 2002, a spill of 1,465 gallons of trans-mix occurred at the Renton Control Center (2319 Line Ave SW). This spill was caused by equipment failure and went into a containment vault. No oil was released into the environment. • On May 23, 2004, a breach in a 3/8-inch sampler line caused a release of 1,890 gallons of gasoline, also at the Renton Control Center. The gasoline subsequently caught fire and burned the sampling shed. Some of the gasoline was released to the environment. Pipeline incidents are the results of a rupture or break in a pipeline that causes a spill and sometimes a fire or explosion. The hazardous liquids spilled from the pipeline can damage streams, rivers, and other sensitive areas. Ignition of the hazardous liquids from the pipeline can damage sensitive areas, habitat, and residential and commercial property. AGENDA ITEM # 8. a) October 2023 189 EMERGENCY SUPPORT FUNCTION 11: AGRICULTURE AND NATURAL RESOURCES Primary Agency: City of Renton Parks and Recreation Department Support Agencies: City of Renton Executive Services Department City of Renton Police Department Renton Regional Fire Authority King County Emergency Operations Center Public Health – Seattle and King County Washington State Department of Agriculture Washington State Department of Health Washington State Department of Archaeology and Historic Preservation Introduction Purpose The purpose of Emergency Support Function (ESF) 11 is to support and facilitate multiagency planning and coordination for operations during incidents requiring City internal and external coordination for: • Nutrition and food assistance. • Animal and agricultural health. • Animal and agricultural emergency management. • Protection of natural, cultural, and historical properties resources. The following Core Capabilities support the roles and responsibilities of ESF 9. The primary and supporting core capabilities are defined to support the execution of Search and Rescue operations for this ESF as follows: Primary Response Core Capability Environmental Response / Health & Safety Conduct appropriate measures to ensure the protection of the health and safety of the public and workers, as well as the environment, from all hazards in support of responder operations and the affected communities. AGENDA ITEM # 8. a) October 2023 190 Support Response Core Capabilities Planning Conduct a systematic process engaging the whole community as appropriate in the development of executable strategic, operational, and/or tactical-level approaches to meet defined objectives. Public Information and Warning Deliver coordinated, prompt, reliable, and actionable information to the whole community through the use of clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay information regarding any threat or hazard, as well as the actions being taken, and the assistance being made available, as appropriate. Operational Coordination Establish and maintain a unified and coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of Core Capabilities. Logistics & Supply Chain Management Deliver essential commodities, equipment, and services in support of impacted communities and survivors, as well as coordinating access to community staples. Synchronize logistics capabilities and enable the restoration of impacted supply chains. Mass Care Services Provide life-sustaining and human services to the affected population, to include hydration, feeding, sheltering, temporary housing, evacuee support, reunification, and distribution of emergency supplies. On-Scene Security, Protection, and Law Enforcement Ensure a safe and secure environment through law enforcement and related security and protection operations for people and communities located within affected areas and also for response personnel engaged in lifesaving and life-sustaining operations. Public Health, Healthcare, & Emergency Medical Services Provide lifesaving medical treatment via Emergency Medical Services and related operations and avoid additional disease and injury by providing targeted public health, medical, and behavioral health support, and products to all affected populations. Situational Assessment Provide all decision makers with decision-relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response. Authorities and Policies AGENDA ITEM # 8. a) October 2023 191 The City of Renton may provide emergency organization and resources to minimize the effects of incidents, prepare to respond to disaster situations; maximize population survival, preserve property, and recovery that will ensure the orderly and fast return to normal community life in the event of a natural or technological disaster. City of Renton will make every effort to educate its staff, communities, and businesses in their individual responsibility to provide for and/or secure their own safe food and water for at least two weeks following a disaster. This Plan may be supplemented by the King County Comprehensive Emergency Management Plan, the Puget Sound Regional Coordination Plan and Annexes, the Washington State Comprehensive Emergency Management Plan, and other applicable plans. All operations will function in concert with the National Incident Management System (NIMS) to assure a comprehensive approach to emergency management is achieved. The following policies and authorities from the state of Washington apply to the execution of ESF 11: Revised Code of Washington (RCW) • RCW 27.44: Indian Graves and Records Procedures for responding to discoveries of human skeletal remains; penalties for known disturbance of Native Indian cairns, graves, and rock markings. • RCW 27.53: Archaeological Sites and Resources Penalties for disturbing known archaeological sites on either public or private land Washington Advisory Code (WAC) • WAC 16-25: Disposal of Dead Livestock. State Veterinarian has the authority to specify the method of disposal and place additional requirements for the disposal of carcasses of livestock animals that die of disease or are euthanized to prevent the spread of disease. • WAC 246-291-125: Groundwater Source Approval. Drinking water shall be obtained from the highest quality source feasible. • Federal Public Law: Pets Evacuation and Transportation Standards Act of 2006 • Authorizes FEMA to provide rescue, care, shelter, and essential needs for individuals with household pets and service animals, and to the household pets and animals themselves following a major disaster or emergency. Situation Overview Emergencies or disasters may occur in a local jurisdiction at any time causing significant human suffering, injury, and death; public and private property damage; environmental degradation; economic hardship to businesses, families, and individuals; and disruption of local government. AGENDA ITEM # 8. a) October 2023 192 The King County Regional Hazard Mitigation Plan identifies the natural and technological emergencies or disasters the City of Renton may experience. Specific hazards that may severely impact the City of Renton’s agriculture and natural resources includes landslides, flooding, earthquakes, wildfires, and hazardous materials spills, to name a few. The City of Renton has numerous developments including a downtown core, sprawling suburban housing, parks and trails, rivers, lake front, open space, and forested areas. Natural, cultural, or historic preservation and restoration issues may arise during an emergency or as a result of a disaster. Areas covered include terrestrial and aquatic ecosystems; biological resources, including fish and wildlife; threatened and endangered species, migratory birds; historic and prehistoric resources; mapping and geospatial data; geology; hydrology, including real-time water flow data; data on earthquakes and other natural hazards; on- and offshore minerals; energy; and coal mining. During the first 72 hours of an emergency, shelters and individuals are expected to rely on their own resources, and those available in their immediate area, for food and water. The city has limited experience in coordinating the distribution of foods, water, and donated goods in large quantities and will rely upon the expertise of outside agencies and organizations to accomplish these tasks whenever possible. Early in the course of the event, little information will be available, and information may be vague and inaccurate. No guarantee is implied by this plan. Because assets and personnel may be overwhelmed, the city and county can only endeavor to make every reasonable effort to respond to a hazardous event based on the situation, information, and resources available at that time. Concept of Operations ESF 11 describes the management, safe handling and distribution of food and water for the needs of large groups of people within the City of Renton during and immediately after a major emergency or disaster. It also addresses the safety and well-being of household pets and livestock, and the protection of natural, cultural, and historic properties within this jurisdiction. • ESF 11 facilitates multiagency planning and coordination in the pre-incident phase in order to pre-position assets or to place assets on alert for quick turnaround. • During the response phase, ESF 11 transitions and is responsible for operational coordination, logistics and supply chain management for mass care services, and situational awareness. Nutrition and Food Assistance A significant emergency or disaster may deprive substantial numbers of residents of the ability to prepare or gain access to safe and reliable supplies of food and water. Congregate care feeding areas will be the primary locations for the distribution of food and water supplies. AGENDA ITEM # 8. a) October 2023 193 Food warehouses located in the city are not available for the sole use of the city and must be considered a regional resource. If not handled properly, food and water can become vehicles for illness and disease transmission, which must be avoided. Public Health – Seattle & King County may provide guidance to the city and to individuals to ensure the safety of food and water made available to the public. The City of Renton will work closely with local volunteer and non-profit agencies to determine the emergency food and water needs of the affected population. The City of Renton will coordinate with local agencies, commercial facilities, volunteer organizations and appropriate purveyors for the supply and distribution of food and water to the affected population. The city will not accept unprocessed donated goods during a time of disaster. Only those goods that can quickly be placed into the community, or specifically requested, will be accepted. Animals and Agriculture Any displacement or evacuation of people from their homes may cause household pets and livestock to be placed at risk due to lack of food, shelter, and care. Animal evacuation and sheltering should be conducted in conjunction with human evacuation and sheltering efforts. Animals should be sheltered near their owners to the extent possible. In order to provide for the safety and security of Renton residents, animals, and property, the city will work to ensure the care and shelter of pets in the event of an emergency. Owners will be expected to provide food, water, husbandry, and exercise for their pets during the times they are in emergency shelters. Renton Police will guide the City’s response to domestic animal care following a major emergency or disaster. While Incident Command will assist with animal issues, the priority will remain the health and safety of residents. Some animal diseases are very contagious (e.g. – foot and mouth disease) and would be very difficult to identify, isolate, control, and eradicate in an emergency shelter environment. Some plant diseases are very infectious to other plants and can be very difficult to identify, isolate, control, and eradicate. The Washington State Department of Agriculture, in collaboration with identified stakeholders and legal authorities (local, state, federal and tribal), may lead the management of animal and/or plant health emergencies. Renton Police has jurisdictional authority and will direct and control all activities related to animal sheltering, protection, and control during an emergency. If a possible foreign animal, insect, crop, or disease is confirmed on a premise, the state veterinarian, Washington Department of Agriculture (WA DOA) and the Federal Area Veterinarian in Charge become the Unified Command. As a Unified Command, they would coordinate the response with local, other state and federal agencies. Natural, Cultural and Historical Resources Cultural heritage institutions (such as museums, libraries, archives, records repositories, and historical societies) may have sensitive collections that require specific actions in the event of a disaster or emergency. Actions initiated under ESF 11 to protect, preserve, conserve, rehabilitate, recover, and restore natural, cultural, and historical resources will be guided by the AGENDA ITEM # 8. a) October 2023 194 existing internal policies and procedures of the agencies providing support for the incident. Structures registered in national historical registries, or those structures eligible for inclusion in those registries, may be subject to special considerations. The City of Renton may coordinate with local, state, tribal and federal partners to assess, protect, preserve, conserve, inform long- term recovery and restore identified natural resources and/or cultural sites. Individuals/Households Individuals are responsible for knowing the risks they face and developing emergency plans for their families that include emergency preparedness for the animals in their household, whether those animals are owned for pleasure or commercial purposes. To the extent possible, during an incident, individuals should carry out their emergency plans in accordance with responder instructions. During an incident, to the extent practical, animal evacuation and sheltering should be conducted in conjunction with human evacuation and sheltering efforts, and animals should be sheltered near their owners. Service animals are trained to perform a specific service for a person with a disability or access and functional need. They are not pets and may not be separated from the individual with a disability or other access and functional need. They should be permitted anywhere the public goes. Owners should provide food, water, husbandry, and exercise for their animals while they are in emergency shelters. Recognized service animal species are dogs and miniature horses under Washington state law and must be accommodated. Emotional support animals do not receive the same accommodation and may be treated as a pet under emergency circumstances. Local, State, and Tribal Governments Local, state, and tribal governments are primarily responsible for the welfare of individuals and animals within their jurisdictions. Typically, at the local level, the animal control agency is the authority that has jurisdiction for non-disease animal emergency management issues within a given community. When requested and mission assigned, ESF 11 can assist in coordinating or providing technical assistance to address animal/agriculture emergency management issues. Actions taken during an emergency threatening the environment or cultural and historic resources are guided by and coordinated with the appropriate local, state, and tribal agencies, including the state historic preservation office, state archives, and local emergency management agencies. Private Sector/Nongovernmental Organizations Most animal and agriculture emergency response resources and assets are owned or controlled by the private sector and NGOs. AGENDA ITEM # 8. a) October 2023 195 Animal emergency management is and has always been a whole community effort—a blending of emergency management and animal handling expertise. At the local level, veterinarians, farmers, animal control agencies and humane organizations, breeders, wildlife rehabilitators, and others make up the animal infrastructure within a community. These entities should be encouraged to collaborate with government to meet emergency animal needs in their communities. Many states have integrated animal response capabilities, such as county and/or state animal response teams, veterinary medical reserve corps, or similarly named entities. Cultural heritage institutions (such as museums, libraries, archives, records repositories, and historical societies) should be encouraged to develop emergency plans, including having contingency plans in place for their collections in the event of a disaster or emergency. Nonprofit networks, such as the Heritage Emergency National Task Force, can provide information on cultural and historic resources at risk. Whole Community The “Whole Community” includes individuals, families, and households, communities, the private and nonprofit sectors, faith-based organizations, and local, tribal, state, and Federal governments. ESF 11 includes communicating with the Whole Community during Agriculture and Natural Resource related activities through preparedness, response, recovery, and mitigation. The Whole Community includes populations with Limited English Proficiency (LEP), individuals with disabilities, and Access and Functional Needs (AFN). ESF 11 has been reviewed by the Whole Community through a public input process that included an online (virtual) and in-person access. Organization The City of Renton Parks and Recreation Department is responsible for leading the coordination of Agriculture and Natural Resources activities within our jurisdiction. The Renton EOC will provide support to the lead agency for this ESF. Notification The ESF can be activated through several channels: • Incident Commander • City mayor, city administrator, or designee • EOC Duty Officer or EOC Director ESF 11 may be activated independently or in conjunction with other ESFs, depending on the situation. AGENDA ITEM # 8. a) October 2023 196 Activation may occur due to the severity of the event or perceived threat, unmitigated risk to Renton community, in a planned event situation, or in support of mutual aid partners. Information Collection The following categories are a baseline list which should be considered for information collection. They may not include all relevant EEIs as the impact of a given disaster may require unique information collection needs. EEI Description Collection Dissemination Extent of Incident Information regarding the extent of the incident. Is it growing or stable? Are lives at risk – if so, where? Evacuation order needed? • Incident Commander/ delegate • Renton EOC • Renton EOC • Renton Police • Renton RFA • Renton Executive Services Damage Assessment Information regarding extent of physical damage resulting from the incident. • Renton EOC • Renton Community and Economic Development • Renton EOC Population Status Information regarding life/safety impacts; displacement; specific community impacted; animal population impacted; immediate needs identified; etc. • Renton EOC • Renton Parks and Recreation • Renton Police • Renton Regional Fire Authority • Renton Equity, Housing and Human Services • Renton EOC Resource Requests Immediate resource requests from the field or other responders to the event to be fulfilled through the EOC. • Incident Commander/delegate • Renton EOC • Renton EOC Community Impact and Response Information on the state of the community gathered from social media, traditional media, and other community-based sources. Cultural sites impacted? • Renton EOC • Social Media • Renton Executive Services • Renton Executive Services AGENDA ITEM # 8. a) October 2023 197 Responding Entities Who is responding to the incident? External partners or agencies are offering help? Other responding resources? • Renton EOC • Incident Commander / Delegate • Renton Executive Services • Renton EOC This list is not exhaustive. As an event progresses, information regarding responder or EOC staff needs, population needs, available resources and support, and supplemental situational awareness will develop and change. This list is meant to serve as a starting place for achieving an ongoing common operating picture of an event and its current response and recovery efforts. Responsibilities The table below outlines the responsibilities of the primary and supporting agencies in support of this ESF. These statement of mitigation, preparedness, response, and recovery actions are tied to executing the Core Capabilities listed in the “Purpose” section. Mitigation Statement of Purpose: Responsible agencies undertake activities to ensure the mitigation of preventable or limitable impacts to the tangible systems upon which ESF 5 capabilities rely. These are physical or technological systems in place which support the Core Response Capabilities which allows the City of Renton to coordinate the collection, evaluation, documentation, and dissemination of information in regard to potential or actual emergencies or disasters that could affect the City of Renton. Core Capability Activity Responsible Agency(s) Environmental Response / Health & Safety Identify potential impacts to and develop mitigation activities for local natural resources and vulnerable agricultural areas. Renton Parks and Recreation Preparedness Statement of Purpose: Responsible agencies undertake activities to ensure the Core Response Capabilities which allow us to coordinate the collection, evaluation, documentation, and dissemination of information in regard to potential or actual emergencies or disasters that could affect the City of Renton are up to date; fully resourced; and disseminated to appropriate partners. Core Capability Activity Responsible Agency(s) AGENDA ITEM # 8. a) October 2023 198 Environmental Response / Health & Safety Secure Food Worker Cards for people assigned to food distribution: https://www.foodworkercard.wa.gov/ Renton Parks and Recreation Coordinate with appropriate agencies to ensure procedures/guidelines are in place to inspect the food supply and ensure food safety. Coordinate with State Veterinarian services for protocols around animal care and mortuary services. Planning Maintain an accurate roster and activation procedures of personnel assigned to perform ESF-11 duties during a disaster. Renton Parks and Recreation Maintain current food resource directories to include maintaining points of contact. Identify likely transportation needs and coordinate with ESF-1. Determine areas/regions of Renton in greater need of agriculture and natural resources. Update the Renton Animal Shelter Procedures and Emergency Operations Plan. Determine pre-designated food delivery/dispersal locations. Primary action officers for all ESF-11 agencies should complete ICS 100, 200, 700 training courses. Determine resources available for natural, historic, and cultural resources protection. Develop mutual aid agreements with government agencies, professional associates and private agencies and organizations with personnel and equipment to support ESF-11 activities. Identify pet boarding facilities and private organizations that may provide emergency shelters for animals. Identify local agribusiness operators with equipment and personnel to assist with animal stop movement and quarantine activities. Public Information and Warning Aid in the development of pre-canned emergency messages related to the safety and security of agriculture and natural resources. Renton Parks and Recreation Operational Coordination When requested, deploy a representative to the EOC to assist with agriculture and natural resources activities. Renton Parks and Recreation Mass Care Services Assist in determining pre-designated shelter locations. Renton Parks and Recreation Determine pre-designated shelter locations for large animals, livestock. AGENDA ITEM # 8. a) October 2023 199 Public Health, Healthcare & Emergency Medical Services Coordinate with State Veterinarian to determine procedures for care and dead animal services. Renton Parks and Recreation Determine hygiene protocols for shelter locations that include household pets and service animals. Response Statement of Purpose: Coordinate the collection, evaluation, documentation, and dissemination of information in regard to potential or actual emergencies or disasters that could affect the City of Renton. Core Capability Activity Responsible Agency(s) Environmental Response / Health & Safety Coordinate needs assessment for animals, including household pets and service animals; animal response needs and activities including technical support for evacuation and emergency animal sheltering. Renton Parks and Recreation Facilitate whole community multi-agency coordination with NGO agencies for animal response activities. Determine and deliver the needs and coordination of nutrition assistance. Determine and deliver the coordination for natural resource protection and preservation. Ensure the safety and protection of all responding agencies while monitoring for health impacts. Planning Requests for food and water should be made to local sources before requesting outside help from mutual aid partners. Renton Parks and Recreation Public Information and Warning Coordinate with regional public messaging to provide emergency information and instructions to the public, through the media, of locations and hours of operation of any facility feeding victims and/or emergency workers. Advise the public when any feeding facility ceases operation. Renton Executive Services Ensure communication lines are established and the public and responders are clear on what actions need to be taken if a highly contagious disease or insect is suspected or confirmed. Operational Coordination Activate volunteers to assist in Animal Sheltering in conjunction with ESF 6 Mass Care. Renton Parks and Recreation Activate workers to assist with long-term care and return of large animals or livestock. Manage and assist in the procurement of food and water for disaster survivors and emergency workers. Renton Parks and Recreation AGENDA ITEM # 8. a) October 2023 200 Renton Executive Services Potable water procurement and distribution assistance King County EOC Coordinate information on regional food supplies, monitor the situation and identify any potential shortfalls that exist or might occur. Assist in requesting and procuring additional local, state, tribal and federal resources. In regional events that extend beyond the Renton city limits, assist the public in recovering treasured heirlooms damaged by disasters by directing the public to online information and organizations that can provide advice and assistance. Provide inspections, testing, public education, and other actions necessary to ensure the safety and sanitation of food and water supplies, for as long as those services continue to provide food and water to the general public. Public Health - Seattle and King County Logistics & Supply Chain Management Coordinate the delivery of goods and services related to ESF 11. Renton Parks and Recreation Mass Care Services Supports ESF #6 to coordinate an integrated response to meet mass care and emergency assistance needs of animals, including household pets and service animals, and their owners. Renton Parks and Recreation Public Health, Healthcare & Emergency Medical Services Facilitate development and application of measures and strategies to protect, preserve, conserve, rehabilitate, stabilize, and guide the recovery of natural, cultural, and historic resources. Public Health - Seattle and King County Situational Assessment Maintain status assessments of agricultural and natural resource areas in addition to animal and food awareness. Renton Parks and Recreation Recovery Statement of Purpose: Responsible agencies undertake activities to ensure the Core Response Capabilities are continued through the recovery effort working to coordinate the collection, evaluation, and documentation and dissemination of information in regard to the recovery from an emergency or disaster that has impacted the City of Renton. Core Capability Activity Responsible Agency Environmental Response / Health & Safety Secure national, cultural, and historic resources to ensure long-term protection. Renton Parks and Recreation Coordinate with State Veterinarian Services for care and mortuary services. AGENDA ITEM # 8. a) October 2023 201 Planning Participate in after-action reports and meetings. Renton Parks and Recreation Make changes to plans and procedures/guidelines based on lessons learned. Public Information and Warning Continue to provide updates to the public regarding agriculture and natural resources. Renton Parks and Recreation Operational Coordination Continue to render support when and where required as long as emergency conditions exist. All Responding Agencies On-Scene Security, Protection and Law Enforcement Help maintain movement restrictions as required by local, state, and federal authority. Renton Police Resource Requirements None. References • Heritage Emergency National Task Force • Washington State Comprehensive Emergency Management Plan, ESF-11 • Regional Coordination Framework for Public and Private Agencies in King County, Washington • Puget Sound Regional Catastrophic Disaster Coordination Plan and Annexes • King County Comprehensive Emergency Management Plan • King County Regional Hazard Mitigation Plan and the City of Renton Annex Terms and Definitions • Animal: animals include household pets, service, and assistance animals, working dogs, livestock, wildlife, exotic animals, zoo animals, research animals, and animals housed in shelters, rescue organizations, breeding facilities, and sanctuaries. • Household pet: a domesticated animal, such as a dog, cat, bird, rabbit, rodent, or turtle that is traditionally kept in the home for pleasure rather than for commercial purposes, can travel in commercial carriers, and be housed in temporary facilities. Household pets do not include reptiles (except turtles), amphibians, fish, insects/arachnids, farm animals (including horses), and animals kept for racing purposes. • Service animal: any dog that is individually trained to do work or perform tasks for the benefit of an individual with a disability, including a physical, sensory, psychiatric, intellectual, or other mental disability. Except as provided in RCW 49.60.218, other species of animals, whether wild or domestic, trained or untrained, are not service animals. The work or tasks performed by a service animal must be directly related to the individual’s disability. AGENDA ITEM # 8. a) October 2023 202 Appendices None. EMERGENCY SUPPORT FUNCTION 12: ENERGY Primary Agency: City of Renton Public Works Department Support Agencies: City of Renton Executive Services Department Christensen Fuel Don Small & Son’s Oil Distribution Puget Sound Energy Seattle City Light Introduction Purpose The purpose of Emergency Support Function (ESF) 12 is to facilitate the restoration of damaged energy systems and components including but not limited to electric power, water resources, telecommunications, natural gas, and petroleum products. The City of Renton’s Public Works Department is responsible for maintaining continuous and reliable energy supplies for the city through preventative measures and restoration and recovery actions. Commercial and public utilities may be included in the coordination of damage assessments, operational capabilities, and restoration actions. The following Core Capabilities support the roles and responsibilities of ESF 12. The primary and supporting core capabilities are defined to support the execution of Energy operations for the ESF as follows: Primary Response Core Capability Infrastructure Systems Stabilize critical infrastructure functions, minimize health and safety threats, and efficiently restore and revitalize systems and services to support a viable, resilient community. Support Response Core Capability Operational Coordination Establish and maintain a unified and coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of Core Capabilities. AGENDA ITEM # 8. a) October 2023 203 Support Response Core Capability Logistics & Supply Chain Management Deliver essential commodities, equipment, and services in support of impacted communities and survivors, to include emergency power and fuel support, as well as the coordination of access to community staples. Synchronize logistics capabilities and enable the restoration of impacted supply chains. Situational Assessment Provide all decision makers with decision-relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response. Authorities and Policies ESF 12 facilitates the restoration of energy systems through legal authorities, policies, and waivers. National policies Presidential Policy Directive – 21 (PPD-21) and 7 (PPD-7) establish national policy on critical infrastructure security and resilience. PPD-21 directs greater cooperation between public and private entities, reduction of vulnerabilities, identification and disruption of threats, minimization of consequences, and rapid response and recovery efforts related to critical infrastructure. PPD-7 directs agencies to identify and prioritize critical infrastructure and to protect them from terrorist attacks. Within the state of Washington, the Revised Code of Washington (RCW) and the Washington Advisory Code (WAC) provide the following policy directives related to ESF 12 as follows: 43.21.F State Energy Office Defines the roles and responsibilities for the State Energy Office, including their role in implementing policy during energy emergencies. 43.21G Energy Supply Emergencies, Alerts Relevant to energy, establishes necessary emergency powers for the governor and defines the situations under which such powers are to be exercised. 43.155.065 Emergency Public Works Projects Establishes low-interest or interest-free loans for emergency public works projects. WAC 194 Department of Energy Commerce Provides guidance from Commerce on Energy issues including Emergency Petroleum Allocation Act rules and WA state curtailment plan for electric energy. The City of Renton Executive Services Department will liaise with public and/or private utility providers to coordinate disaster and emergency energy needs and services. Where an agency representative for a fuel provider or power utility company is not available to sit directly within the City of Renton Emergency Operations Center (EOC), a liaison may be represented within the King County Emergency Operations Center (KC EOC). Alternatively, a relationship may be established directly with the on-call person for that agency. AGENDA ITEM # 8. a) October 2023 204 Situation Overview ESF 12 addresses significant disruptions in electrical, natural gas, and petroleum supplies caused for any reason. The term ‘energy utility’ includes producing, refining, transporting, generating, transmitting, conserving, building, distributing, and maintaining energy utility systems and system components. All energy utility systems are considered critical infrastructure. Power outages or petroleum supply interruptions may be triggered by a variety of hazards including windstorms, winter storms, earthquakes, cybersecurity-attack, and severe flooding. Refer to the Renton Annex within the King County Regional Hazard Mitigation Plan for details on hazards as well as risk assessments. The occurrence of a major disaster could destroy or damage portions of the city's energy and utility systems and disrupt petroleum supplies. Widespread and possibly prolonged electric power failures could occur in a major disaster. Transportation, media, and telecommunications infrastructures may be affected. Delays in the production, refining, and delivery of petroleum- based products may occur as a result of transportation infrastructure problems and loss of commercial electrical power. Concept of Operations ESF 12 facilitates the repair, restoration, and reestablishment of damaged energy and utility systems for the City of Renton. Activities within the scope of ESF 12 include collection, evaluation, and dissemination of information on energy and utility system damages, reports on the impacts, outages, and estimations for repair and restoration. ESF 12 also provides technical expertise to the utilities, conducts field assessments of energy and utility capabilities, capacities, and reserves, and assists government and private-sector stakeholders to overcome challenges in restoring the energy system. Responding to energy or petroleum shortages or disruptions and their effects is necessary for preservation of public health, safety and general welfare of the City of Renton's residents. Individual critical infrastructure operators are responsible for the following operational functions during an emergency: • Establishing situational awareness for the status of energy/utility systems for the City of Renton. • Assessing fuel and electric power damage. • Assessing energy supply and demand. • Coordinate the identification of requirements to repair energy systems. • Coordinate with county, state, and federal officials as well as private agencies, to establish priorities for repair of damaged energy systems. • Coordinate temporary, alternate, or interim sources of emergency fuel and power, obtaining current information regarding damage to energy supply and distribution systems. • Assessing the requirements for restoration. AGENDA ITEM # 8. a) October 2023 205 As the primary agency, Renton Public Works may assess city facilities and provide recommendations for actionable measures to be taken to provide emergency power. They may also develop procedures and recommend locations for fueling. Utility providers may send a liaison to the City of Renton EOC to facilitate coordination and may provide communications equipment to be in contact with field units. The City of Renton EOC will provide support for ESF 12 and may assist in the execution of the following capabilities: • Advise public utilities operating in Renton of federal or state restrictions, or any emergency restrictions or operating policies established by the city. • Support requests for assistance, mutual aid agreements, and resources, as needed. • Support contact with utility providers to establish priorities, coordinate resources, assess and document damages, and provide information to the public. • Inform the public of utility status, restrictions, and safety messaging. Whole Community The “Whole Community” includes individuals, families, and households, communities, the private and nonprofit sectors, faith-based organizations, and local, tribal, state, and Federal governments. ESF 12 includes communicating with the Whole Community during Energy and Utility Infrastructure preparedness, response, recovery, and mitigation activities. The Whole Community includes populations with Limited English Proficiency (LEP), individuals with disabilities, and Access and Functional Needs (AFN). ESF 12 has been reviewed by the Whole Community through a public input process that included online (virtual) and in-person access. Organization The City of Renton Public Works department responsible for energy and utility operations within our jurisdiction. The Renton EOC will provide support to the lead agencies for this ESF. Notification This ESF can be activated through several channels: • Renton Police • Renton Regional Fire Authority • Renton Public Works • Renton Executive Services • Renton EOC Duty Officer / Renton EOC Director Activation may occur due to the severity of the event or perceived threat; unmitigated risk to the Renton community; or in support of mutual aid partners. Information Collection AGENDA ITEM # 8. a) October 2023 206 The following categories are a baseline list of facilities and systems which should be considered to create a common operating picture for Essential Elements of Information (EEIs) which help guide the collection and dissemination of information. EEI Description Collection Dissemination Disaster Impact Numbers • Number of customers without electricity. • Number of customers without natural gas. • Number of customers without access to petroleum. Puget Sound Energy Seattle City Light Renton EOC Renton EOC Energy and Utility Systems • Status (operational, damaged, destroyed, unknown). • Number of energy/utility facilities or systems needing inspection. • Status of repair crews - their number, type, location. • Limitations or obstacles to response or restoration. Puget Sound Energy Seattle City Light Renton Public Works Renton Police Renton Regional Fire Authority Renton EOC Renton EOC Responsibilities The table below outlines the responsibilities of the primary and supporting agencies in support of this ESF. These statement of mitigation, preparedness, response, and recovery actions are tied to executing the Core Capabilities listed in the “Purpose” section. Mitigation Statement of Purpose: Proactive and comprehensive approach to the pre-disaster planning to reduce loss of life and property by lessening the impact of disasters and emergencies. Core Capability Activity Responsible Agency(s) Critical Infrastructure Take appropriate steps to make power and fuel infrastructure disaster resilient. Puget Sound Energy Seattle City Light Renton Public Works Preparedness Statement of Purpose: Responsible agencies undertake activities to ensure the Core Response Capabilities which allow us to coordinate the collection, evaluation, documentation and dissemination of information AGENDA ITEM # 8. a) October 2023 207 in regard to potential or actual emergencies or disasters that could affect the City of Renton are up to date; fully resourced; and disseminated to appropriate partners. Core Capability Activity Responsible Agency(s) Situational Assessment Maintain a list of city facilities including identification of critical infrastructure, critical capabilities, operations, and vulnerabilities. Renton Public Works Identify petroleum fuel storage and needs for city emergency response activities. Renton EOC Renton Public Works Logistics & supply Chain Management Establish alternate fueling strategies to ensure fleet vehicles can be refueled. Renton Public Works Operational Coordination Maintain an operational EOC and standard operating procedures for that EOC for the City of Renton. Renton EOC Maintain the city of Renton Comprehensive Emergency Management Plan. Response Statement of Purpose: Responsible agencies undertake activities to ensure the mitigation of preventable or limitable impacts to the tangible systems upon which ESF 12 capabilities rely. These are physical or technological systems in place which support the Core Response Capabilities which allow us to coordinate the collection, evaluation, documentation and dissemination of information in regard to potential or actual emergencies or disasters that could affect the City of Renton. Evaluate City assets prioritizing damaged locations and assist as required. Core Capability Activity Responsible Agency(s) Infrastructure Systems Assist in debris clearance. Renton Public Works Provide available resources to supplement temporary energy systems for the city. Activate the City of Renton EOC, if requested. Renton EOC Renton Public Works Operational Coordination Provide a liaison to the City of Renton EOC, if requested and as available. Renton Public Works Gather, assess, and conduct damage assessment reports of information from the field regarding energy and utility system damages and community impacts to the Renton EOC. Renton Public Works Renton Police Renton Regional Fire Authority Facilitate the restoration of energy and utility systems in coordination with ESF 3: Public Works within the City of Renton following internal policies and procedures. Renton Public Works Puget Sound Energy Seattle City Light Collect and provide information during response to an energy emergency based on the nature, severity, and extent of the emergency or disaster. Renton Public Works Logistics & Supply Chain Management Coordinate with volunteer, private, state, and Federal agencies to provide emergency supplemental energy and utility resources. Renton Public Works Coordinate activities with the King County EOC. City of Renton EOC AGENDA ITEM # 8. a) October 2023 208 Recovery Statement of Purpose: Responsible agencies undertake activities to ensure the Core Response Capabilities of ESF 12 are continued throughout the recovery effort, working to coordinate the collection, evaluation, documentation and dissemination of information in regard to the recovery from emergencies or disasters that have affected the City of Renton. Core Capability Activity Responsible Agency(s) Infrastructure System Continue to assess status of energy and fuel systems and share information to aid in recovery efforts. Renton Public Works Continue debris removal operations. Renton Public Works Operational Coordination Coordinate with appropriate agencies to facilitate repair and restoration of energy/utility systems and infrastructure. Renton Public Works Resource Requirements Resources that may be necessary in an energy emergency may include supplemental electrical energy such as generators, reserve petroleum sources, utility contingency plans, maps and office supplies. References • City of Renton Annex to the King County Regional Hazard Mitigation Plan • City of Renton Comprehensive Emergency Management Plan Terms and Definitions None Appendices None AGENDA ITEM # 8. a) October 2023 209 EMERGENCY SUPPORT FUNCTION 13: PUBLIC SAFETY AND SECURITY Primary Agency: City of Renton Police Department Support Agencies: Renton Regional Fire Authority City of Renton Executive Department City of Renton Public Works Department Mutual Aid Agencies Introduction Purpose The purpose of Emergency Support Function (ESF) 13 is to effectively coordinate and integrate law enforcement activities including public safety, and security resources within the City of Renton in incident management activities that require State-level assistance. The following Core Capabilities support the roles and responsibilities of ESF 13. The primary and supporting core capabilities are defined to support the execution of Public Safety, Law Enforcement, and Security operations for this ESF as follows: Primary Core Capabilities On – Scene Security, Protection, and Law Enforcement Ensure a safe and secure environment through law enforcement and related security and protection operations for people and communities located within affected areas and also for response personnel engaged in lifesaving and life-sustaining operations. Supporting Core Capabilities Physical Protective Measures Implement and maintain risk-informed countermeasures, and policies protecting people, borders, structures, materials, products, and systems associated with key operational activities and critical infrastructure sectors. Operational Coordination Establish and maintain a unified ad coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of core capabilities. Screening, Search and Detection Identify, discover, or locate threats and/or hazards through active and passive surveillance and search procedures. This may include the use of systematic examinations and assessments, bio surveillance, sensor technologies, or physical investigation and intelligence. Interdiction and Disruption Delay, divert, intercept, halt, apprehend, or secure threats and/or hazards. Public Information and Warning Deliver coordinated, prompt, reliable, and actionable information to the whole community through the use of clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay AGENDA ITEM # 8. a) October 2023 210 information regarding any threat or hazard, as well as the actions being taken and the assistance being made available, as appropriate. Planning Conduct a systematic process engaging the whole community as appropriate in the development of executable, strategic, operational, and/or tactical-level approaches to meet defined objectives. Authorities and Policies Public safety and law enforcement in Washington is generally and routinely the responsibility of local government. Renton Police, within the limits of its resources and authority, may coordinate and support essential law enforcement operations. The function of outside sourced security is generally the responsibility of private-sector authorities. Consistent with the National Incident Management System (NIMS) and the National Response Framework (NRF), ESF 13 resources serve to augment local resources at the request of local government. It is important to note that ESF 13 resources do not supplant or replace local authority or responsibility. Officers of local police departments are general authority Washington peace officers and the coordination between Renton Police and other law enforcement agencies are facilitated by and defined within the Washington Mutual Aid Peace Officers Powers Act, RCW 10.93.020. The Interlocal Cooperation Act, RCW 39.34, and the Washington Mutual Aid Peace Officers Act, RCW 10.93, authorize general authority law enforcement agencies to enter into mutual aid agreements to provide law enforcement assistance under the following enumerated circumstances: (1) Upon the prior written consent of the sheriff or chief police whose primary territorial jurisdiction the exercise of the power occurs. (2) In response to an emergency involving the immediate threat to human life or property. (3) In response to a request pursuant to a mutual law enforcement assistance agreement with the agency of primary territorial jurisdiction or in response to the request of a peace officer with enforcement authority. (4) When the officer is transporting a prisoner. (5) When the officer is executing an arrest warrant or search warrant. or (6) When the officer is in fresh pursuit, as defined in RCW 10.93.120. Renton Police personnel sent to assist other jurisdictions will maintain their own supervision and chain of command. All personnel exercising authority under ESF 13 and representing the Renton Police Department are subject to the policies, procedures, regulations, and limitations set within the Renton Police Department Policy Manual. Law enforcement units provided by other levels of government will remain under the command of their parent agency. AGENDA ITEM # 8. a) October 2023 211 Situation Overview Any disaster may generate a need for law enforcement activity. The primary hazards are detailed in the City of Renton Annex to the King County Regional Hazard Mitigation Plan and include floods, winter storms, earthquakes, landslides and debris flows, volcanic hazards, coal mine hazards, hazardous materials releases, and acts of terrorism or civil disturbance. Additionally, the city is subject to major transportation disruptions and accidents, utility and infrastructure failures or collapses, public health emergencies, and mass casualty incidents from any cause. Renton Police will lead the coordination of citywide emergency or disaster law enforcement activities. Normal response will be hampered by such occurrences as bridge failures, landslides, fallen debris, flooding or fire. Police response times will be delayed and response to incidents may need to be prioritized. Landline communications may be interrupted. Cellular, satellite telephone, and conventional and amateur radio communication will be relied upon heavily, if available. Congested frequencies should be expected. Valley Communications Center, if operable, will be inundated with calls, possibly requiring Renton Police to dispatch their own calls. Assistance between law enforcement agencies within the state is facilitated by the signatory agencies to the Mutual Law Enforcement Assistance Agreement. Mutual Aid agencies and other resources normally available to support police operations may be unavailable as a result of the incident. The City of Renton Police Department will exhaust its resources before requesting assistance from other agencies. City of Renton personnel will provide assistance and resources as available during an emergency or disaster. When Renton Police resources are exhausted, supplemental assistance may be requested through the Renton Emergency Operations Center (EOC). Concept of Operations In times of an emergency or disaster, law enforcement agencies are called upon to provide a wide range of functions. When activated, ESF 13 facilitates the integration of State-level public safety, law enforcement, and security resources into the incident management response. Resources, capabilities, and support that may be coordinated through ESF 13 may include but are not limited to: o Traffic control and evacuation o Critical infrastructure protection o Civil disturbance control o Local law enforcement augmentation o Investigative assistance o Access and perimeter control o Transportation of high-priority emergency supplies o Watercraft, dive teams o Surveillance tools and situational assessment o Aviation resources AGENDA ITEM # 8. a) October 2023 212 o SWAT teams o Explosive detection canines o Explosive Ordnance Disposal teams o Prison inmate transport o Intelligence and information sharing Whole Community The “Whole Community” includes individuals, families, and households, communities, the private and nonprofit sectors, faith-based organizations, and local, tribal, state, and Federal governments. ESF 13 includes communicating with the Whole Community during public safety, law enforcement, and security preparedness, response, recovery, and mitigation activities. The Whole Community includes populations with Limited English Proficiency (LEP), individuals with disabilities, and Access and Functional Needs (AFN). ESF 13 has been reviewed by the Whole Community through a public input process that included online (virtual) and in-person access. Organization Renton Police, Renton Public Works, and Renton Regional Fire Authority are responsible for law enforcement, security, and public safety within our jurisdiction. A Division Commander or designee of the City of Renton Police Department will report to the Renton Emergency Management Duty Officer or Renton EOC, if activated, to coordinate law enforcement notifications and activities with other response functions. The Renton EOC will provide information sharing and resource support to the lead agencies for this ESF. Law enforcement operations are conducted by Renton Police within the limits of its resources and authority. In the event additional state law enforcement resources are required, they may be requested through the Renton EOC if activated. In preferred order, the City of Renton Duty Officer or, if activated, the Renton EOC, the King County Emergency Operations Center (KC EOC), and the Washington State Emergency Management Division. Notifications This ESF can be activated through the Renton Police Department, Renton Regional Fire Authority and Public Works. Activation of this ESF may occur due to the severity of the event or perceived threat; unmitigated risk to the Renton community; or in support of mutual aid partners. Information Collection AGENDA ITEM # 8. a) October 2023 213 The following categories are a baseline list which should be considered to create a common operating picture for Essential Elements of Information (EEIs) which help guide the collection and dissemination of information. EEI Description Collection Dissemination On-Scene • Are conditions safe? • Current threats to include type and numbers. • Casualties • Dispatch • On scene officers • Civilians Renton Police Renton EOC Resources Law Enforcement Resources to include: • Personnel/Staffing • Vehicles • Weapons • Protective Equipment • Renton Police Renton EOC Public Safety Identify the immediate threat or hazard and determine need for: • Shelter in place • Evacuation/alternate routes • Road closures • Renton Police • Renton Public Works • Dispatch centers (Valley Communications • Civilians Renton EOC Responsibilities The table below outlines the responsibilities of both the primary and supporting agencies listed in this ESF. These actions of preparedness, mitigation, response, and recovery are tied to executing the Core Capabilities listed in the “Purpose” section. Mitigation Statement of Purpose: Determine mitigation strategies to increase the integrity and uphold the laws surrounding public safety and law enforcement to reduce damage potential within the City of Renton. Core Capability Activity Responsible Agency(s) Public information Warning Produce and disseminate public safety information and tips. Renton Police Renton RFA Renton Executive Services Physical Protective Measures Uphold Washington state and local laws, policies, and ordinances to protect people, resources, and systems. Renton Police Renton RFA AGENDA ITEM # 8. a) October 2023 214 Preparedness Statement of Purpose: Develop and maintain plans and procedures that coordinate the effective use of law enforcement and public safety resources that can be implemented in the event of a disaster or other disruption to the City of Renton. Core Capability Activity Responsible Agency(s) Planning Develops emergency standard operating procedures for the effective use of the department's resources. Renton Police Assists the City of Renton Office of Emergency Management in the coordination of emergency management plans. Provide assistance with and participate in emergency management training, drills and exercises in support of this ESF with other cities and jurisdictions as well as locally. Renton Police Response Statement of Purpose: Coordinate and mobilize resources to support the safety and security of the community in Renton through stabilization and institution of public safety and law enforcement. Core Capability Activity Responsible Agency(s) On-Scene Security, Protection, and Law Enforcement Responsible for law enforcement activities within the City of Renton as outlined under Concept of Operations in this ESF. Renton Police Provides security to city facilities, as requested. Coordinates law enforcement and emergency traffic control throughout the City of Renton. In the event of an evacuation, as the lead agency Renton Police Department will execute the guidelines produced in the Evacuation Annex. Operational Coordination Provide command representatives to the City of Renton EOC and coordinates requests for additional law enforcement assistance through the Incident Management System. Renton Police Provides communication resources in support of emergency operational needs. Assist in the coordination and documentation necessary for the disaster recovery process. Activate the Renton EOC, as requested. Renton Executive Services Public Information and Warning Assists the Renton RFA in the receipt and dissemination of warning information. Renton Police Relative to Amber Alerts, follows Washington State Patrol procedures for Missing and Unidentified Person. AGENDA ITEM # 8. a) October 2023 215 Provides Public Information Officer support to the EOC upon request. Issue warnings and request activation of the Emergency Alert System or ALERT Renton system as necessary. Relay public safety messages provided by Police Renton Executive Services Activate the ALERT Renton system as requested by Police, and other systems as necessary Recovery Statement of Purpose: Stabilize and restore public safety and law enforcement resources and support in alignment with the Renton Recovery Framework (ESF 14). Core Capability Activity Responsible Agency(s) On-Scene Security, Protection, and Law Enforcement Mental Health support for officers and family members (Stress Debriefs). Renton Police Operational Coordination Conduct Operational Debriefs All Planning Collect and inventory resources and equipment Renton Police Resource Requirements • Completion of Incident Command Courses: ICS 100 and 700. References • City of Renton Recovery Framework • City of Renton Evacuation Annex Terms and Definitions See Basic Plan Appendices None AGENDA ITEM # 8. a) October 2023 216 EMERGENCY SUPPORT FUNCTION 15: EXTERNAL AFFAIRS/EMERGENCY PUBLIC INFORMATION Primary Agency: City of Renton Executive Services Department Support Agencies: City of Renton Parks and Recreation Department City of Renton Police Department City of Renton Public Works Department Renton Regional Fire Authority King County Emergency Operations Center Washington State Emergency Management Division Introduction Purpose Emergency Support Function (ESF) 15 provides direction to keep the public informed throughout a threatened or actual emergency and to provide the public with protective action guidance as appropriate to save lives and protect property. This plan supports the Incident Command System (ICS) Public Information Officer (PIO) function and the Joint Information Center and Joint Information System (JIC/JIS). The joint information system is established to coordinate information before it is released to the public and the news media. The purpose of ESF 15 is to establish uniform policies for the effective development, coordination, and dissemination of information to the public in the event of a disaster. The following Core Capabilities support the roles and responsibilities of ESF 15. The primary and supporting core capabilities are defined to support the execution of communication, information and warning for this ESF as follows: Primary Response Core Capability Public Information and Warning Deliver coordinated, prompt, reliable, and actionable information to the whole community using clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay information regarding any threat or hazard, as well as the actions being taken, and the assistance being made available, as appropriate. Support Response Core Capabilities Planning Conduct a systematic process engaging the whole community as appropriate in the development of executable strategic, operational, and/or tactical-level approaches to meet defined objectives. AGENDA ITEM # 8. a) October 2023 217 Support Response Core Capabilities Operational Coordination Establish and maintain a unified and coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of Core Capabilities. Mass Care Services Provide life-sustaining and human services to the affected population, to include hydration, feeding, sheltering, temporary housing, evacuee support, reunification, and distribution of emergency supplies. Operational Communications Ensure the capacity for timely communications in support of security, situational awareness, and operations, by any and all means available, among and between affected communities in the impact area and all response forces. Situational Assessment Provide all decision makers with decision-relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response. Authorities and Policies The City of Renton’s public information requirements will be determined by the severity of the disaster or emergency as determined by the Executive Services Department. Public information activities will provide vital information citywide in a timely, consistent, and unified method to state, county, tribal, local, and private sector agencies, media, and non-profit organizations. The City of Renton may train employees as Public Information Officers (PIOs) to communicate incident related information with the public and/or media. Renton’s Executive Services Department has lead responsibility as the official spokesperson for the city’s public information activities. ESF 15 provides for public information, education, and media relations functions that together comprise the Joint Information System (JIS). The JIS may be coordinated internally or with other agencies. Emergency public information actions before, during, and following an emergency will be determined by the severity of the emergency as declared by involved jurisdictions, state agencies, or as perceived by the public. A significant emergency public information response will involve many states, county, local, private sector, media, and non-profit organizations. Public Information identifies those agencies and defines their responsibilities within the JIS. Regional events involving multiple agencies may be coordinated through the King County Joint Information Center or Joint Information System. When external agencies are key stakeholders in the incident, particularly when they have been incorporated into a Unified Command structure to manage the incident, they will have a vested interest in the public information message. The Incident Commander in concert with the City of Renton Policy Advisory Group will direct key public information messages. Communication Requirements AGENDA ITEM # 8. a) October 2023 218 The City of Renton aims to communicate messages in a manner that can be understood by its diverse population. Special considerations for communicating with significant segments of the population with Limited English Proficiency (LEP) and those with Access or Functional Needs (AFN) is addressed in this ESF with compliance to: • Civil Rights Act of 1964  Unlawful discrimination against race, color, or national origin. • RCW 38.52.070  Requirement for emergency management organizations to include and communications plan which identifies “significant population segments” that have Limited English Proficiency and how information will be disseminated to those populations during an emergency or disaster. • WAC 118-30  Limited English Proficiency (LEP) populations are components of the Whole Community which is discussed as a requirement for inclusion throughout the planning process. Consult the King County Inclusive Emergency Communication Plan (IECP) and the Renton Annex to the King County IECP for alternative communication options specific to addressing Limited English Proficiency (LEP) and Access and Functional Needs (AFN) populations. Members of the community with LEP and AFN will have additional difficulties in receiving and understanding warning and emergency notification messages if special efforts are not made to reach them. Situation Overview The City of Renton and the surrounding region will periodically experience emergency situations that require the coordinated dissemination of critical information to the public. The public needs timely and accurate information for protection of life and property during response to, and recovery from a disaster or emergency. Potential emergency situations include natural, technological, and human-caused events. The City of Renton Annex to the King County Regional Hazard Mitigation Plan further identifies the natural and technological emergencies or disasters that could impact the city and therefore require emergency messaging. Depending on the nature and magnitude of the emergency, different levels of public information will be required. Public information may in fact be a primary objective during an emergency. During an emergency, timely and accurate public information will help protect people’s health and safety and will help manage expectations about response capabilities. Conversely, it also could work to dispel public views that an incident is a bigger emergency than it is because of the way the media covers the story, making it critical for agencies to coordinate key messages. AGENDA ITEM # 8. a) October 2023 219 Situations which may prompt rapid public information includes alerting residents to an impending emergency, directing residents for an evacuation or shelter in place, informing residents of protective health-related actions, and updating residents through response and recovery phases of the event. Information Systems In case of an emergency, every effort will be made to communicate in a timely, effective manner; however, normal means of communication may not be available. In those situations, non-traditional means of communicating with the public, such as radio, billboards, flyers, newsprint, and community networks, will be established and utilized. The City of Renton does not have a single warning system to communicate with the population but would use multiple systems depending on the need and available resources. The means of dissemination include: • News media (radio, television, including Channel 21 in Renton, cable, print). • Reverse dial telephone system mass notifications (e.g., ALERT Renton). • City of Renton’s website. • Social media applications (e.g., Facebook or Twitter). • Neighborhood Information Centers. • If warranted by the situation, hand distribution. Technological limitations may prevent communication with the general public, including those with Limited English Proficiency and those with Access or Functional Needs. Technological challenges may include inaccessibility due to downed infrastructure, privacy and security, and limited alternative communication technologies. The City of Renton recommends prioritizing the restoration of communication infrastructure, adhering to privacy and security guidelines, and training to and purchasing alternative communication technologies. In this effort, the City of Renton continues to build relationships with supporting agencies, develops technology security, and has invested in alternative communication technologies and training. Concept of Operation Regardless of the hazard or threat type, the City of Renton may provide timely and vital information to the public regarding emergency response and recovery activities. To reduce inaccuracies and misinformation, the City of Renton will coordinate information and public messaging with participating local, county, tribal, state, and federal agencies, and other organizations as required. The City of Renton may start an emergency public information operation to augment or enhance the normal communications capabilities of the city. Joint Information System The JIC, if established internally or regionally, becomes the focal point for dissemination of all emergency public information about emergency and disaster response and recovery AGENDA ITEM # 8. a) October 2023 220 operations. The purpose of the JIC is to coordinate information and provide a forum for the sharing of information within the region, and a central point for the media to get information. Under the JIS/JIC concept, each agency representative has the commitment to share and coordinate information with all other participating agencies prior to release to the media and public. During any activation of the City of Renton EOC, City of Renton staff from individual departments will be available to staff the EOC, field locations, or a Joint Information Center (JIC). The disaster procedures for each department should anticipate this fact and build in appropriate staffing. A JIC may be established by the City of Renton EOC or at the direction of the City of Renton Executive Services Department to augment the public information function of the EOC, and to incorporate external stakeholders in the development and delivery of the public information message. A JIC is established when non-City agencies are key stakeholders in an incident and may bring together diverse parties in order to coordinate information prior to public release. Involvement of other agency/organization PIOs will be determined by the scope and nature of the disaster. If the event is large enough, the JIC may be established by King County. In a minor emergency incident, an on-scene PIO may be the only portion of the JIS utilized. A virtual JIC may be initiated through technological means when geographical restrictions, incident management requirements, and other limitations preclude physical attendance by public information officers/liaisons at a central location. Public Information Officers PIOs within the City of Renton work closely with Renton Executive Services Department, response agencies, and the City of Renton EOC Director (or the City of Renton EOC Duty Officer if the EOC is not activated) to disseminate and coordinate public information communications and messages. Based on the urgency of the situation and the need for inter-agency cooperation, the city’s assigned PIO will attempt to coordinate with other agencies to gather emergency public information relevant to the City of Renton and share it with the Renton EOC and the Policy Advisory Group. PIOs may serve as part of the JIS to coordinate information from their respective agencies regarding their involvement in the response and recovery operation of an emergency event. PIOs, whether within a JIC or the City of Renton EOC, have a range of responsibilities including: • Setting up news briefings for key disaster officials. • Writing and disseminating news releases to appropriate media outlets. • Monitoring and analyzing TV, radio, newspaper, and Internet disaster news coverage. • Distributing this information throughout the JIS. • Preparing background information and fact sheets. AGENDA ITEM # 8. a) October 2023 221 Rumors or misinformation can cause unnecessary distress among residents, provoke counter- productive public actions, and impede response and recovery efforts. PIOs must focus on providing accurate and timely information using all dissemination methods, including rumor control as a primary goal. Communication resources may be utilized by the City of Renton to retrieve and broadcast a public alert to specific jurisdictions and locations throughout the city, county, and state. For more information regarding communication resources see ESF 2 – Communications, Information Systems, and Warning. The City of Renton’s Public Information Officers (PIOs) may be located at the City of Renton EOC, at City Hall, a Joint Information Center, or another location from which they may effectively coordinate the public information function of the city. In a disaster, the public information function within the City of Renton EOC becomes the focal point for the receipt of information and therefore is a logical location for the preparation and distribution of emergency public information if so, delegated by the City of Renton Executive Services Department. The public information function for an emergency may co-locate near the disaster area to support local public information efforts or may relocate to a JIC as needed. A media room may be designated at a location separate from the City of Renton EOC to be used for news briefings, interviews, and press conferences. Members of the community with Limited English Proficiency and those with Access and Functional Needs will have additional difficulties in receiving and understanding warning and emergency notification messages if special efforts are not made to reach them. PIOs may consult the King County Inclusive Emergency Communication Plan (IECP) and the Renton Annex to the King County IECP for alternative communication options and pre-scripted standard emergency messages specific to addressing Limited English Proficiency (LEP) and Access and Functional Needs (AFN) populations. Whole Community The “Whole Community” includes individuals, families, households, communities, the private and nonprofit sectors, faith-based organizations, and local, tribal, state, and federal, and tribal governments. ESF 15 includes communicating with the Whole Community during public information sharing and communication preparedness, response, recovery, and mitigation activities. The Whole Community includes populations with Limited English Proficiency (LEP), individuals with disabilities, and Access and Functional Needs (AFN). ESF 15 has been reviewed by the Whole Community through a public input process that included online (virtual) and in-person access. AGENDA ITEM # 8. a) October 2023 222 Organization In a disaster or major emergency, the City of Renton Mayor or their delegate will appoint or designate a trained Information Officer (IO) to coordinate the key messages and overall public information strategy for the JIS. The Communications Director serves within the Policy Advisory Group, and generally serves in the role of Information Officer, unless otherwise designated by the mayor. The City of Renton operates under the National Incident Management System. ESF 15 describes the operation of the public information function within the Incident Management System. The City of Renton EOC Director will appoint a PIO to serve as the Lead PIO within the City of Renton EOC. The Lead PIO will coordinate with the Information Officer (IO) in the Policy Advisory Group. Notification This ESF can be activated for Renton EOC Support through the following agencies: • City of Renton Mayor • Renton Executive Services Activation may occur due to the severity of the event or perceived threat; unmitigated risk to the Renton community; or in support of mutual aid partners. Procedures • Upon notification, a designated city PIO will report to the City of Renton EOC to coordinate and disseminate accurate and timely disaster-related information. This person will normally serve as the Lead PIO in the City of Renton EOC. • In the event the City of Renton EOC is not activated, a designated city PIO will work in concert with the Communications Director and the EOC Duty Officer to issue appropriate press releases, situation reports, and conduct media interviews. • A designated City PIO will coordinate working with the Incident Commander to ensure there is appropriate PIO staffing. Depending on the severity of the situation, if the City of Renton EOC is activated on a 24-hour schedule additional PIO staffing may be required. Information Collection The following categories are a baseline list of facilities and systems which should be considered to create a common operating picture for Essential Elements of Information (EEIs) which help guide the collection and dissemination of information. AGENDA ITEM # 8. a) October 2023 223 This list is not exhaustive. As an event progresses, information, population needs, available resources and support, and situational awareness will develop and change. EEI Description Collection Dissemination Resources - Translation and interpretation services? - Media room All City Personnel Renton Executive Services Public Information Officers - Number of information officers or agents - Monitor, collect, and verify all information regarding incident. - Coordinated disseminated information approach with officials, other participating agencies, etc. City of Renton Executive Services Renton EOC Responding Agencies Renton Executive Services Incident Status - What is the current status of the incident? - What agencies are actively engaged in the incident? Incident Commander Renton EOC Renton Police Watch Desk Renton Executive Services Renton EOC Responsibilities The table below outlines the responsibilities of the primary and supporting agencies in support of this ESF. These statements of mitigation, preparedness, response, and recovery actions are tied to executing the Core Capabilities listed in the “Purpose” section. City of Renton Executive Services Department Duties specific to the Information Officer • Assess the communications/public affairs implications of the incident. • Assess the need for translator/interpreter services. • Support the chief elected official with disseminating emergency public information. • Designate appropriate communications/engagement staff person to serve as the City of Renton PIO to coordinate all city public information. • Coordinate City of Renton EOC public information and assist JIC as needed. • Coordinate public information activities with other participating agencies. • Assist local officials with disseminating information. AGENDA ITEM # 8. a) October 2023 224 • Collect and coordinate information from all sources (e.g., city departments, county, state, rumor control) to monitor overall response. • Obtain approval for release of information from the City of Renton. • Conduct and/or coordinate regular news conferences including arranging for interpreter services if appropriate. • Enlist department staff to respond to media questions on technical or department issues if necessary. • Provide maps, charts, status boards, schematics or other displays that clarify the disaster situation in support of news conferences and/or briefings. • Monitor media broadcasts and articles to check for accuracy. Monitor and log incoming calls for information and rumors. • Coordinate public information through the chief elected official and with the designated Lead PIO. Mitigation Statement of Purpose: Primary and support agencies conduct mitigation activities in support of public information education and outreach programs. Core Capability Activity Responsible Agency(s) Planning Conduct public education and outreach programs to further emergency and disaster communications with the public and personal preparedness. (Public Information of actionable messages to reduce the impacts of a hazard or threat). Renton Executive Services Renton Community and Economic Development Renton Public Works Preparedness Statement of Purpose: Primary and support agencies prepare public information and warning capabilities to coordinate with all ESFs in advance of an emergency or disaster. Core Capability Activity Responsible Agency(s) Planning Identify areas where public education programs (e.g., personal preparedness) are needed, inclusive of plans for first responders and families. Renton Executive Services Renton Parks and Recreation Renton RFA Public education programs on flood preparedness and prevention. Educating the applicants on building within flood plains. Renton Public Works Renton Community and Economic Development Maintain active social media accounts and promulgate them during pre-disaster times. Renton Police Renton RFA AGENDA ITEM # 8. a) October 2023 225 Develop a list of volunteer groups to aid in the Renton EOC call center, or other public communication channel needs. Renton Executive Services Develop 24-hour shift change and staffing procedures and checklists for supporting agencies. Renton Executive Services Develop equipment lists. Renton Executive Services Encourage city department’s spokespersons to attend public information courses. Identify emergency support function-specific training requirements. Develop operational plans that adequately identify critical objectives based on the planning requirement, provide a complete and integrated picture of the sequence and scope of the tasks to achieve the objectives, and are implementable within the timeframe contemplated in the plan using available resources. Outline the communication process for Access and Functional Needs populations to include those with Limited English Proficiency (LEP) and their encounter with emergency notifications as outlined in the City of Renton Annex to the King County Inclusive Emergency Communication Plan. Maintain Messaging Strategies and Methods to identify language assistance services as outlined in the City of Renton Annex to the King County Inclusive Emergency Communication Plan (IECP). Individuals and organizations that can provide language assistance including translation and interpretation services are identified in the IECP. Through emergency outreach and education programs, educate the public on the importance of emergency notification services/programs to increase community resiliency. Public Information and Warning Maintain generic pre-translated materials that can be easily customized to the specific emergency. Renton Executive Services Maintain interpreter/translator service resources. Develop and maintain an accurate media contact list including print and broadcast media languages other than English that serve the Renton community. List and maintain available media resources (station call letters, names, addresses, and telephone numbers) that will be used to disseminate emergency information to the public. Develop procedures for rumor control inquiries. AGENDA ITEM # 8. a) October 2023 226 Mass Care Prepare a list and map of neighborhood information centers. Renton Parks and Recreation Planning Ensure the support departments/agencies can access their respective networks from the City of Renton EOC. Renton Executive Services Develop and maintain a roster of Public Information personnel, including shift change and staffing procedures and contact information (home address; telephone, cellular, and facsimile numbers; and email addresses). Renton Public Works Operational Communication Identify locations for media briefing. Renton Executive Services Prepare media advisory and release templates. Response Statement of Purpose: Primary and support agencies undergo critical tasks and activities to support the continuous flow of public information throughout an emergency response in support of a Public Information Officer (PIO) and the Joint Information System (JIS). Core Capability Activity Responsible Agency(s) Public Information and Warning Arrange interpreter/translator services as needed. Renton Executive Services Provide continuous and accessible information throughout all phases to inform all affected segments of society of critical lifesaving and life- sustaining information by all means necessary, including accessible tools, to expedite the delivery of emergency services and aid the public to take protective actions. Leverage community-based social networks, which may include word of mouth, email, social media, and other means of informal information sharing by the public. Following processes outlined in the City of Renton Annex to the King County Inclusive Emergency Communications Plan to provide warning and notification of the whole community, the City of Renton will provide notices on evacuation, shelter, and/or sheltering in place (See Evacuation Annex), notices for general survivor assistance, notices for food and water, and details for public health protection. Provide life safety, life-sustaining, or health-related messaging utilizing the tools available to the City of Renton (see Situation section) in a manner which can be understood by significant segments of the population with limited English proficiency and Renton Executive Services Renton RFA Renton Police AGENDA ITEM # 8. a) October 2023 227 those with access and functional needs. This may include the use of universal symbols to convey messages without words, or utilization of interpreters/translators. Other responding agencies Inform the King County Office of Emergency Management/Regional Communications and Emergency Coordination Center Duty Officer, the Washington State Emergency Management Division PIO or others as needed of response activities when appropriate. Renton Executive Services Provide PIO(s) to assist (if necessary) at the scene, in a local or regional JIC, or the City of Renton EOC as requested by the chief elected official or City Emergency Manager. Coordinate information with other PIO(s). Assist the Lead PIO by providing pertinent public information for dissemination to media sources and, as appropriate, fact sheets for distribution to the public. Participate in news conferences and briefings upon request. Operational Communication Monitor and log incoming calls for information and rumors. Monitor media broadcasts and articles for accuracy. Renton Executive Services Renton JIC Ensure the capacity to communicate with both the emergency response community and the affected populations and establish interoperable voice and data communications between Federal, tribal, state, and local first responders. Conduct media briefings on a regular basis. Provide subject matter experts for media interviews and press conferences, as requested and appropriate. Assess and respond to the need to provide additional communications to those with Access and Functional Needs and significant segments of the population with Limited English Proficiency. Washington State EMD King County EOC Coordinate with the City of Renton EOC, ESF agencies and state, county, federal, private, and tribal organizations to develop a flow of information, including situation reports, health advisories, and other public information releases concerning response and recovery efforts. Document and maintain a record of incoming and outgoing communications. Renton Executive Services Renton JIC Situational Assessment Attend briefings and gather information for situation updates. All responding agencies AGENDA ITEM # 8. a) October 2023 228 Obtain a status report on all local and county activities as needed. Operational Coordination Collect information concerning ESF field operations and activities. Renton Executive Services Renton JIC Request ESF 15 support PIOs based on incident assessment. Renton Executive Services If a JIC is activated, send one or more PIOs to that location, if appropriate. Renton Executive Services Renton JIC Coordinate with Incident Commanders to determine the scope, magnitude, extent, and the potential duration of the incident. Mass Care Services Move and deliver resources and capabilities to meet the needs of disaster survivors, including individuals with access and functional needs. Renton Parks and Recreation Renton Executive Services Recovery Statement of Purpose: Primary and supporting agencies undergo response activities in support of public information continuation throughout the recovery process. Core Capability Activity Responsible Agency(s) Operational Coordination The City of Renton EOC will coordinate with the Information Officer before deactivating the public information function. Renton Executive Services Coordinate with appropriate agencies to deactivate the JIC, if activated. Operational Communication Provide information and support to the State Coordinating Officer during federally declared disasters. Planning Develop event After Action Reports to evaluate the effectiveness of communications of life safety information used throughout the disaster or emergency in accordance with Renton communication procedures. Situational Assessment Keep elected officials informed of recovery activities. Public Information and Warning Disseminate information on recovery programs or available disaster assistance programs available, including targeted outreach to significant segments of the population with limited English proficiency or access and functional needs by communicating with them in a manner that can be understood. AGENDA ITEM # 8. a) October 2023 229 Resource Requirements Resource requirements, including staffing, office equipment, including computers, tablets, and phones, office supplies, portable drives, chargers, batteries, and functioning office facilities. These will be tailored to the type, location, and magnitude of each specific disaster and full, or partial activation of this ESF will be addressed on a case-by-case basis. References and Resources • City of Renton EOC procedures • City of Renton Annex to the King County Inclusive Emergency Communication Plan • City of Renton Evacuation Annex • King County Comprehensive Emergency Management Plan • Washington State Comprehensive Emergency Management Plan • Puget Sound Regional Catastrophic Disaster Coordination Plan • City of Renton Communications Manual • Available media resources (names, addresses, email telephone numbers, both office and mobile) Terms and Definitions • Significant segment of the population means 5% of the total population of the City of Renton, or 1000 persons, whichever is smaller. • Limited English Proficiency populations refers to language groups who self-identify as speaking English “less than very well”. • Access and Functional Needs includes those people who may have specific needs related to the emergency incident. In the context of this ESF, this includes those members of community who are blind, visually impaired, deaf, and/or have experienced hearing loss, or deaf/blind. • Neighborhood Information Centers are publicized locations where written emergency messages can be posted for the public when electronic and media communications are unavailable, explained further in ESF 2. Additional Terms and Definitions can be found in the Basic Plan. Appendices None AGENDA ITEM # 8. a) October 2023 230 CYBER INCIDENT ANNEX Primary Agency: City of Renton Executive Services Department Support Agencies: City of Renton Police Department City of Renton Public Works City of Renton Human Resources/Risk Management All other City of Renton Departments Introduction Background The city uses a variety of systems, services, and devices that rely upon both internal and external computer networks in order to function properly. These networks as a whole are commonly referred to “cyberspace” and failures in them, regardless of cause, are commonly referred to as “cyber incidents”. Cyber incidents have the potential to disable city services, release non-disclosable information to unknown parties, and create public safety issues, among other things. Purpose This incident annex outlines fundamental steps in the city’s response to a major cyber incident, including assignment of responsibility and critical actions that must be taken to prepare for, respond to, and recover from a cyber incident. City of Renton’s Information Technology Division, housed within the Executive Services Department, leads the effort to protect and prevent against cyber and other technology related threats including ransomware, malware, phishing, unauthorized access, physical damage, and equipment failure. The Cyber Incident Annex will achieve this by ensuring the proper execution of the primary response core capability, cyber security. This annex will also ensure the execution of the following supporting core capabilities: planning, situational awareness, operational communication, logistics and supply chain management, and access control and identity verification. Descriptions of all core capabilities this plan supports are listed below. Primary Response Core Capabilities Cyber Security Protect (and if needed, restore) electronic communications systems, information, and services from damage, unauthorized use, and exploitation. AGENDA ITEM # 8. a) October 2023 231 Supporting Response Core Capabilities Planning Conduct a systematic process engaging the whole community as appropriate in the development of executable strategic, operational, and/or tactical-level approaches to meet defined objectives. (Preparedness) Situational Assessment Provide all decision makers with decision-relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response. Operational Communication Ensure the capacity for timely communications in support of security, situational awareness, and operations by any and all means available, among and between affected communities in the impact area and all response forces. Logistics and Supply Chain Management Deliver essential commodities, equipment, and services in support of impacted communities and survivors, to include emergency power and fuel support, as well as the coordination of access to community staples. Synchronize logistics capabilities and enable the restoration of impacted supply chains. Access Control and Identity Verification Apply and support necessary physical, technological, and cyber measures to control admittance to critical locations and systems. Authorities and Policies Renton Executive Services Department is responsible for securing and maintaining city information technology assets in accordance with industry standard best practices. They are further responsible for developing and implementing policies and procedures that ensure the city’s ability to prevent, detect, and respond to cyber incidents. The city has a robust cyber security and computer/internet use policy that is regularly updated to reflect best practices. All employees, volunteers, and others with access to city computer systems are required to be familiar with and comply with all policies and procedures related to information technology use and security. The city may provide training to all system users on acceptable use policies, social engineering awareness, and incident identification/notification procedures. All city departments are expected to actively participate in continuity planning as it relates to loss of information technology services. Continuity planning must include identification of critical services and procedures for continuing those services during the loss of all or some of the city’s technology infrastructure. Situation Overview Department of Homeland Security defines a major cyber incident as an event that could jeopardize the confidentiality, integrity, or availability of digital information or information systems. The city’s vulnerability to a major cyber incident is directly related to the amount of planning and prevention activity that has been undertaken and the degree to which system AGENDA ITEM # 8. a) October 2023 232 users are able to rapidly detect, isolate, and report potential incidents. Emergency conditions related to a major cyber incident have the potential to originate from both internal and external sources and could cause critical life safety and other essential services to fail. Major cyber incidents can occur with or without warning, and their intent may be malicious, accidental, or inadvertent. Initial response, however, must not be dependent on determining whether they are intentional or accidental. Regardless of cause, major cyber incidents have the potential to shutdown critical infrastructure, negatively affect life safety, reveal protected information, and to cause harm to people, data, and physical assets. Cyber threats can be both technological and human in nature and will continue to exist regardless of the number of safeguards put in place or amount of training conducted. Close coordination with county, state, and federal government partners, as well as private sector entities and NGOs will likely be required in a major cyber incident. Incidents may start and end on systems that are outside of the city’s direct control. Concept of Operations The City of Renton’s Executive Services Department Information Technology (IT) Division may routinely work with other government organizations to exchange information and develop best practices including maintaining detailed, confidential procedures for cyber incident response. IT maintains non-disclosable lists of available cyber incident detection and response resources, including tools and outside vendors to detect adverse events on their networks and other systems. They may issue contracts for works and services including: • Software/hardware maintenance • Print/copier maintenance • Software/database hosting • Infrastructure and endpoint security • Internet services • Phone services Information Technology bases its own continuity plan upon the needs of other city departments and may work in conjunction with the Emergency Management Division to assist departments in developing appropriate expectations and continuity plans. IT may provide training to all system users to know when and how to report possible cyber incidents, how to avoid common network intrusion and recognize social engineering techniques. Additionally, IT provides the following services to support all city departments: • Voice and data communication systems. • File storage and print systems. • Wired and wireless networks. • Servers and endpoint devices. • Routers, switches, gateways, and firewalls. • Business systems support, application software development, databases. • GIS systems and services. AGENDA ITEM # 8. a) October 2023 233 • Access to the internet and inter-governmental networks. IT shall serve as the lead department for a response to a cyber incident. They may provide subject matter expertise, assign personnel and technology to detect, isolate, and eliminate the threat, restore information technology systems, and inform key decision makers. Renton Police shall serve as a supporting agency for any criminal investigation that results from the incident within their jurisdiction and provide any necessary law enforcement subject matter expertise as requested. Whole Community The “Whole Community” includes individuals, families, households, communities, the private and nonprofit sectors, faith-based organizations, and local, tribal, state, and Federal governments. The Cyber Incident Annex includes communicating with the whole community throughout preparedness, response, recovery, and mitigation activities. The Whole Community includes populations with Limited English Proficiency (LEP), individuals with disabilities, and Access and Functional Needs (AFN). The Cyber Incident Annex has been reviewed by the Whole Community through a public input process that included online (virtual) and in-person access. Organization The primary agency responsible for the coordination of a cyber incident is the Information Technology (IT) Division within the Executive Services Department. Renton Police, Human Resources and Risk Management, Executive Services, and Public Works provide essential support and coordination of response and recovery from a cyber incident. In the event of an emergency, the Renton Emergency Operations Center (EOC) may activate to provide information coordination and resource support throughout the response of a cyber incident. Notification The Cyber Incident Annex can be activated through the following departments: • Renton Executive Services • Renton Police • Renton Human Resources and Risk Management Activation may occur due to the severity of the event or perceived threat or unmitigated risk to the Renton community. Information Collection AGENDA ITEM # 8. a) October 2023 234 The following categories are a baseline list which should be considered to create a common operating picture for Essential Elements of Information (EEIs) which help guide the collection and dissemination of information. This list in not exhaustive. As an event progresses, information, city needs, available resources and support, and situational awareness will develop and change. EEI Description Collection Dissemination Cyber Incident Scale of incident: Systems and users affected. When did it first occur. What are the impacts. Managed Detection Response Monitoring system, IT Ticket tracking, Information Technology Director Deputy Chief Administrative Officer Executive Leadership Team Renton Police Renton Public Works EOC Duty Officer Renton Human Resources and Risk Management Cyber Incident Typing Determine type of incident to begin allocation of appropriate resources: • Phishing • Ransomware • Malware • Computer virus • Data breach Information Technology Renton Police Information Technology Director Deputy Chief Administrative Officer Executive Leadership Team Renton Police Renton Public Works EOC Duty Officer Renton Human Resources and Risk Management AGENDA ITEM # 8. a) October 2023 235 Responsibilities The table below outlines the responsibilities of the primary and supporting agencies in support of this ESF. These statements of mitigation, preparedness, response, and recovery actions are tied to executing the Core Capabilities listed in the “purpose” section. Response Statement of Purpose: Conduct analysis and investigations as necessary to determine cause of Cyber Incident to begin strategies of response and recovery actions to restore information technology infrastructure and systems. Core Capability Activity Responsible Agency(s) Planning Implement incident communications interoperability plans and protocols and consider: - Information relay - Notification for leadership/staff/public Renton Executive Services Situational Assessment Collect, Analyze and deliver critical information sufficient to inform policy and decision making and stabilize the incident. Renton Executive Services As situation permits, provide representation to the EOC as needed. All City of Renton Departments Implement continuity plans as required Serve as lead for managing consequences that extend beyond the direct effects on computers and server systems. o Manage the EOC. o Coordinate briefings for key decision- makers, in coordination with Information Technology. o Ensure that life safety needs internally and externally are being addressed by appropriate departments or agencies. Renton Executive Services Serve as liaison to other emergency management or cyber response organizations, which may include but is not limited to: o Washington State Fusion Center o Multi-State Information Sharing and Analysis Center (MS-IASAC) o Washington State Cyber Unified Coordination Group (UCG) o Hardware and software vendors o Cybersecurity vendors o Cybersecurity response teams (government, private, or combined) o Other city EOCs o King County EOC o Washington State EOC Renton Executive Services AGENDA ITEM # 8. a) October 2023 236 o Private sector EOCs Logistics and Supply Chain Management Anticipate and communicate resource requests to include hardware, maintenance, personnel, technical support, and other services or commodities. Renton Executive Services Cyber security Assess computers – find the threat! Confirm Managed Detection Response sensors are running on all endpoints. Monitor for additional activity. Renton Executive Services Conduct technical and investigative-based countermeasures, mitigations, and operations against malicious actors to counter existing and emerging cyber-based threats. Renton Executive Services Renton Police Support criminal investigations that result from cyber-based incidents that fall within the city’s jurisdictions. Renton Executive Services Renton Police Coordinate with the insurance providers. Renton Human Resources and Risk Management Operational communications Coordinate the dissemination of information. Renton Executive Services Coordinate between Risk Management Division, Information Technology Division, and Communications Division for release to public of appropriate information and/or notification to individuals of protected information release. Renton Executive Services Serve as liaison to other law enforcement entities with a role in cyber incident response, which may include but is not limited to: • Washington State Fusion Center • FBI Joint Cyber Task Force (CTF) • Washington State Patrol High Tech Crimes United (WSP HTCU) • Other local or county law enforcement agencies Renton Police Access Control and Identity Verification Review, verify, or deny physical and cyber access to specific locations, information, and networks. Renton Police Renton Executive Services AGENDA ITEM # 8. a) October 2023 237 Recovery Statement of Purpose: Support the recovery efforts through restoration of impacted systems and services following a major cyber incident. Core Capability Activity Responsible Agency(s) Cyber security Return and/or restore systems and services. Renton Executive Services Operational Communications Continue to provide communication to impacted areas and inform staff, leadership, and the public as necessary Renton Executive Services Participate in After Action Reporting. Regularly communicate status updates until “All Clear”. Logistics and Supply Chain Management Review inventory and return unused equipment. Keep spares or anticipated future equipment needs. Renton Executive Services Situational Assessment Review all systems to verify full function and threat removed. Provide regular updates with reviews. Renton Executive Services Planning Reference Information Technology’s Disaster Recovery Plan. Renton Executive Services Mitigation Statement of Purpose: Lessen the potential impact or disruption of systems and services through targeted efforts in security and information technology equipment. Core Capability Activity Responsible Agency(s) Cyber security Ensure security stack is current and applied to all devices. Maintain list of vendors used for equipment and support. Renton Executive Services Maintain reliable backups with proper retention schedules, ensue test restores are done. Planning Provide random and no-notice cyber security and awareness training for IT and city staff. Renton Executive Services Stabilize the following systems and services through hazard mitigation programs for protection against the effects of an emergency or disaster: -Disaster recovery site - Generator - Fire suppression - Earthquake stabilization Logistics and Supply Chain Management Maintain relationship and communications with vendors supplying IT equipment. Renton Executive Services AGENDA ITEM # 8. a) October 2023 238 Preparedness Statement of Purpose: Prepare a resilient information technology infrastructure and system through training, education, and cyber incident awareness to promote prepared cyber systems. Core Capability Activity Responsible Agency(s) Planning Update, prepare, or review cyber incident plans, policies, and checklists. Renton Executive Services Ensure IT staff stay current on cybersecurity risks through training. Conduct system checks - frequency varies depending on the system. Participate in cyber incident related training and exercises. Offer and/or facilitate cyber related trainings to city employees. Cyber Security Protect city cyber systems against criminal and terrorist activities and other evolving cyber threats, including risk management and loss mitigation measures. Renton Executive Services Renton Human Resources and Risk Management Logistics and supply chain Purchase and/or acquire backup products, facilities, and/or resources. Renton Executive Services Maintain an information technology and/or systems resource list. Access control and identity verification Review, screen, or examine system access and control admittance to physical and virtual locations and systems. Renton Executive Services Renton Public Works Operational communications Clarify, assign, and inform appropriate authorities, staff, or leadership of the communications plan insuring messages are delivered to meet LEP/AFN standards as described in ESF 15. Renton Executive Services References • National Cyber Incident Response Plan, Department of Homeland Security, 2016 • Computer Security Incident Handling Guide (Revision 2) National Institute of Standards and Technology, 2012 • Washington State Significant Cyber Incident Annex, Washington Military Department – Emergency Management Division, 2015 • ISO 27032 – Information Technology – Security techniques – Guidelines for cybersecurity, International Standards Organization, 2012 AGENDA ITEM # 8. a) October 2023 239 • City of Renton (Information Technology) Disaster Recovery Plan Terms and Definitions See Basic Plan. Appendices Appendix A: Cyber Incident Checklist AGENDA ITEM # 8. a) October 2023 240 Appendix A: Cyber Incident Checklist Supplemental Action Items Information PRE-INCIDENT PHASE Continue to enhance, maintain, and revise, as needed, the appropriate emergency response plans related to cyber response and cyber security, including the CEMP and annexes. Arrange for personnel to participate in necessary training and develop exercises relevant to cyber-attacks. Ensure the contact lists are current and establish a pre-event duty roster allowing for 24/7 operational support to the EOC. Participate in city, county, regional, state, and federal cyber security preparedness activities, seeking understanding of interactions with participating agencies in a cyber-security scenario. Analyze cyber vulnerabilities, exploits, and attack methodologies. Identify new equipment or capabilities required to prevent or respond to new or emerging threats and hazards, or to improve the ability to address existing threats. Inform Emergency Management Director of any major developments that could adversely affect response operations. RESPONSE PHASE Activate the EOC and appropriate DOCs and establish Incident Command. For larger events that cross multiple jurisdictions, participate in Unified Command. Conduct situational and periodic readiness assessments AGENDA ITEM # 8. a) October 2023 241 Execute contracts and procure goods and services to support cyber security. Ensure financial and property accountability for cyber security activities. Estimate emergency staffing levels and request personnel support. Develop work assignments for ICS positions (recurring). ICS Form 203: Organization Assignment List Notify supporting agencies (dependent on the type of incident) and the mayor/s city council. Determine the type, scope, and extent of the cyber security incident (recurring). Verify reports and obtain estimates of the area that may be affected. ICS Form 209: Incident Status Summary Ensure that all required notifications have been completed. Consider other local, regional, state, and federal agencies that may been affected by the incident. Notify them of the status. Determine the need for additional resources and request them as necessary through appropriate channels (recurring). Activate mutual aid agreements. Activation includes placing backup teams on standby and alerting resource suppliers of both potential and current needs. AGENDA ITEM # 8. a) October 2023 242 Major Cyber Incident Checklist Supplemental Action Items Information Formulate emergency public information messages and media responses utilizing “one message, many voices” concepts (recurring). Key messages are developed by the Information Officer (IO) working with the Policy Advisory Group. Any public information release from the EOC utilize those key messages, and the release will be reviewed and approved by the EOC Director before dissemination to the public and/or media partners. Record all EOC activity and completion of individual personnel tasks (recurring). All assignments, person(s) responsible, and significant actions taken should be document in an ICS 214 Unit Log. EOC Planning Section Position Checklist, ICS Form 214: Unit Log Record all incoming and outgoing messages (recurring). All messages, and the person sending or receiving them, should be documented as part of the EOC position log. Develop and deliver situation reports (recurring). At regular intervals, the EOC Director and staff will assemble a situation report. ICS Form 209: Incident Status Summary Develop an Incident Action Plan (recurring). This document is developed by the Planning Section and approved by the EOC Director. The Incident Action Plan should be discussed at regular intervals and modified as the situation changes. ICS Form 202: Incident Objectives, ICS Form 203: Organization Assignment List, ICS Form 204: Assignment List, ICS Form 205: Incident Radio Communications Plan, ICS Form 206: Medical Plan, Safety Message, Incident Map AGENDA ITEM # 8. a) October 2023 243 Implement objectives and tasks outlined in the IAP (recurring). Coordinate with private-sector partners as needed. RECOVERY/DEMOBILIZATION PHASE Ensure an orderly demobilization of emergency operations in accordance with current demobilization and community recovery plans. ICS Form 221: Demobilization Plan Activate, if necessary, the appropriate recovery strategies, continuity plans, and/or continuity of government plans. Continuity Plans /Continuity of Government Plan Release mutual aid resources as soon as possible. Conduct a post-event debriefing to identify success stories, opportunities for improvement, and development of the After- Action Report/Improvement Plan. Deactivate/demobilize the EOC. Correct any response deficiencies reflected in the Improvement Plan. AGENDA ITEM # 8. a) October 2023 244 Revise any applicable emergency response plans based on the success stories and/or lessons learned during the response. AGENDA ITEM # 8. a) October 2023 245 DAMAGE ASSESSMENT ANNEX Primary Agency: City of Renton Community and Economic Development Department Support Agencies: City of Renton Human Resources and Risk Management Department City of Renton Public Works Department City of Renton Police Department City of Renton Parks and Recreation Department City of Renton Equity, Housing, and Human Services Department All other City of Renton Departments Renton Regional Fire Authority King County Emergency Coordination Center Public Health – Seattle and King County Puget Sound Energy Seattle City Light Washington State Emergency Management Division Introduction Purpose The purpose of the Damage Assessment Annex is to establish guidelines for damage and response capability assessment following an emergency or disaster within the City of Renton’s service area. Disasters can cause injury to individuals, damage to public and private property, and damage to the environment. Damage assessment information will determine a priority of response activities and allocation of resources immediately following an event. Damage assessment information will also be used to determine eligibility and provide documentation for regional, state, or federal disaster aid. Eligibility for various forms of disaster aid will also be determined from the damage assessment efforts of this Annex. The following Core Capabilities support the roles and responsibilities of this annex. The primary and supporting core capabilities are defined to support the execution of damage assessment operations for this annex as follows: Primary Response Core Capabilities Planning Conduct a systematic process engaging the whole community as appropriate in the development of executable strategic, operational, and/or tactical-level approaches to meet defined objectives. AGENDA ITEM # 8. a) October 2023 246 Primary Response Core Capabilities Situational Assessment Provide all decision makers with decision-relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response. Operational Coordination Establish and maintain a unified and coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of core capabilities. Authorities & Policies Non-catastrophic Events Response Capability Assessment Completed within one hour. Following an event, all city departments will assess the condition of their personnel, structures, and equipment. From this assessment, determination will be made as to the capability of that department to operationally respond to the needs of the event and provide vital city services. This information will be forwarded to the Renton Emergency Operation Center (EOC) if activated and directly to Community and Economic Development Department if the Renton EOC is not activated to evaluate the need for outside assistance to replace those resources lost to the event. Performed by: • Renton Regional Fire Authority • Police • Public Works • Parks and Recreation • Community and Economic Development • Other available City of Renton personnel Initial Damage Assessment Completion time of three to six hours. The Initial Damage Assessment is conducted immediately following the Response Capability Assessment. It is used to further determine response capabilities by assessing response routes such as roadways and bridges. In addition to roadway assessment, the Initial Damage Assessment is used to do “drive-by triage” of high-hazard, high population areas and to provide a quick overview and assessment of the Renton area that will be used to correctly dispatch response units to the areas in the greatest need. Results of the Initial AGENDA ITEM # 8. a) October 2023 247 Damage Assessment may identify the need for appropriately trained outside personnel to assist in the Preliminary Damage Assessment, Detailed Damage Assessment, or General Building Damage Assessment This information will be forwarded to the Renton EOC if activated, to determine the need for mobilization of additional city resources and/or request outside resources. Additionally, this information will be used to provide the same quick overview of Renton’s condition to the King County EOC. Performed by: • Renton Regional Fire Authority • Police Department • Public Works Department • Parks and Recreation Department • Community and Economic Development Department • Human Resources and Risk Management Department • Other available City of Renton personnel Preliminary Damage Assessment (PDA) Target completion as requested by the county or state, often 5 days once notified. In the event an incident goes beyond the normal response capabilities of the City of Renton, and it becomes apparent that the city may be eligible for federal disaster assistance, a Preliminary Damage Assessment (PDA) may be requested by the county or the state. If requested, it must be completed and forwarded to the King County EOC. The PDA serves to further identify the impacts on Renton by providing more in-depth assessment of the population, structures, utilities, and other infrastructure. This assessment begins to determine monetary loss values and identifies hazardous areas and structures unable to be documented by the Initial Damage Assessment. The data collected from this assessment is an important element of the resource request process. Resources allocated by the county or state will be on a need and availability basis with those jurisdictions having the greatest damage or greatest need receiving the highest priority. Monetary loss values will also trigger federal assistance, making the timely assessment of the Renton area even more important. Targeted completion time for the PDA depends upon the time frame requested by the county or state. Information gathered during this time will be forwarded to the Renton EOC if activated and directly to Community and Economic Development Department if the Renton EOC is not activated. The Renton EOC will provide the compiled data to the King County EOC. AGENDA ITEM # 8. a) October 2023 248 Detailed City Damage Assessment Longer-term, "incident period" established by FEMA, potentially concurrent with PDA. If the PDA results in a Presidential Disaster Declaration authorizing "Public Assistance (PA)," then detailed damage assessments of City of Renton facilities, buildings, equipment, infrastructure, and systems must be completed by all city departments and submitted to the Renton EOC if activated or the Community and Economic Development (CED) Department otherwise. Teams of personnel from FEMA and the state will require an escort to view and verify damages as part of the PA process. Eligible costs include but are not limited to those activities specific to the event. Tracking and documentation of expenses, overtime and certain other eligible emergency work activities carried out by City of Renton personnel, the contracted cost of outside agencies, and the repair or restoration of damaged facilities and infrastructure to their pre-disaster condition may be among the reimbursable costs. There will be an "incident period" established by the Federal Emergency Management Agency (FEMA) which generally begins at the start of the event and will last as long as FEMA determines is necessary to include all normal damages from the event. Damage assessment reports will be completed jointly by the City of Renton, state, and federal personnel for these costs. Early and complete documentation of all staff time, contractor costs, equipment rentals, equipment use, and other expenses is vital to maximize the reimbursement following the event. General Building Damage Assessment Buildings or structures may be assessed for damage in the event that damage constitutes a probable hazard to life safety, or "Individual Assistance" is authorized by the Presidential Disaster Declaration. The Community and Economic Development (CED) Department will assemble teams comprised of: • CED Building Inspectors • CED Engineers • Fire Inspectors, • Public Works Engineers • Public Works Inspectors • And/or other personnel trained under ATC procedures to inspect and placard damaged structures. AGENDA ITEM # 8. a) October 2023 249 All structure assessments will utilize procedures as established under the Applied Technologies Council (ATC) structure assessment program known as ATC - 20. Inspection records will be kept in accordance with the ATC procedures. The inspection and placarding records created by these Inspectors will be compiled and submitted to the King County EOC through the Renton EOC, with duplicate copies being kept by the City of Renton for reference in recovery and reconstruction. Catastrophic Events The Response Capability Assessment and Initial Damage Assessment will be performed to the best of the city’s ability, dependent on local conditions. If the disaster is overwhelming and beyond the City of Renton’s resource capability to obtain a Preliminary Damage Assessment as requested by King County, the Washington State CEMP states "that the need for a Preliminary Damage Assessment is eliminated for those jurisdictions that are especially hit hard." In those cases, the City of Renton will request resources through the King County EOC to assess damage for Public and Individual Assistance in the city. Procedures Response Capability Assessment and Initial Damage Assessment Survey These procedures are to be performed as outlined in the Policies section of this Annex. In addition, city personnel should report areas of damage observed during response efforts to their supervisor or to their department representative in the Renton EOC. The Renton EOC will then coordinate with CED to determine which level of damage assessment is appropriate to perform and will request assignment of the appropriate personnel. Damage assessment needs to restart following every aftershock from a major earthquake or after any significant changes in the scope of another disaster. Damage Assessment If damages cannot be adequately assessed through the Initial Damage Assessment, the Renton EOC, if activated, or CED if not activated, will request detailed city damage assessments from all city departments/divisions. If determined to be necessary, appropriately trained personnel will conduct building damage assessments utilizing ATC-trained building inspectors and /or ATC-trained teams of fire inspectors, building inspectors, engineers, trained volunteers, and others. Individual inspectors or teams will: 1. Perform rapid surveys. 2. Place appropriate placards on the buildings. 3. Prepare building damage assessment reports. AGENDA ITEM # 8. a) October 2023 250 The damage assessment reports will be forwarded to the Renton EOC, if activated, or CED if not activated. These reports will be shared with neighboring jurisdictions and the King County EOC according to Renton EOC procedures. Damage Verification (Post Emergency, Collection of Information throughout) When the possibility of a Presidential Disaster Declaration is anticipated, the Renton EOC, if activated, or CED if the EOC is not activated will coordinate the collection of information within Renton for the PDA (Preliminary Damage Assessment), including repair estimates for damages incurred to public facilities, systems and infrastructure and all other costs incurred by city departments as a result of the incident. Teams of federal and state inspectors will determine the eligibility of the costs submitted. This follows the federal guidelines of the Public Assistance Program. Situation Overview Renton city officials have identified the primary hazards that could potentially impact the city. The potential effects of these hazards could disrupt public services, damage property, and cause injury or death of persons within affected areas, any of which could require the conduct of a damage assessment. The primary hazards are detailed in the King County Regional Hazard Mitigation Plan, and the Renton Annex to the plan, and include floods, winter storms, earthquakes, landslides and debris flows, volcanic hazards, coal mine hazards, hazardous materials releases, and acts of terrorism or civil disturbance. Additionally, the city is subject to major transportation disruptions and accidents, utility and infrastructure failures or collapses, public health emergencies, and mass casualty incidents from any cause. The emergency or disaster may cause enough damage to require assessment. However, not all damage will be immediately apparent. Roads and other infrastructure may be seriously damaged and hamper the ability of personnel to conduct timely and complete damage assessments. It is assumed that the Renton EOC will activate and provide a resource and information sharing coordination. Concept of Operations Response Capability Assessments, Initial Damage Assessment and Preliminary Damage Assessments (PDAs) are tools used to determine the safety and recovery needs of the residents, workers, and visitors in Renton as well as to determine the eligibility for disaster assistance. The City of Renton Community and Economic Development (CED) Department is the lead agency for coordinating damage assessment throughout the City of Renton and will provide assistance and information to state or federal damage assessment teams, if requested. AGENDA ITEM # 8. a) October 2023 251 The compiled damage assessments for the City of Renton will be forwarded by the City of Renton EOC (if activated) or by CED to King County Emergency Operations Center (KC EOC) and on to Washington State Emergency Management Division to seek federal disaster assistance. Whole Community The “Whole Community” includes individuals, families, households, communities, the private and nonprofit sectors, faith-based organizations, and local, tribal, state, and Federal governments. The Damage Assessment Annex includes communicating with the Whole Community during transportation and critical infrastructure preparedness, response, recovery, and mitigation activities. The Whole Community includes populations with Limited English Proficiency (LEP), individuals with disabilities, and Access and Functional Needs (AFN). This annex has been reviewed by the Whole Community through a public input process that included online (virtual) and in-person access. Organization Damage assessment is coordinated by the Community and Economic Development (CED) Department in conjunction with the City of Renton EOC. The CED Services Division will provide building damage assessment data to EOC to separate the private and public damage and forward the results to the King County EOC. The results (or anticipated results) of the damage assessment may determine if the city seeks a local emergency proclamation by the Mayor of the City of Renton. Notification This Annex can be activated for Renton EOC Support through the following agencies: • Renton Community and Economic Development • Renton Public Works • Renton Police Department • Renton Regional Fire Authority (RFA) • Renton EOC Duty Officer or EOC Director Activation may occur due to the severity of the event or perceived threat; unmitigated risk to the Renton community; or in support of mutual aid partners. Information Collection The following categories are a baseline list which should be considered to create a common operating picture for Essential Elements of Information (EEIs) which help guide the collection and dissemination of information. AGENDA ITEM # 8. a) October 2023 252 This list is not exhaustive. As an event progresses, information, population needs, available resources and support, and situational awareness will develop and change. EEI Description Collection Dissemination Response Capability Status of city department’s staffing. Status of city department’s capabilities and resources. All City of Renton Departments Renton EOC Condition of City Infrastructure How is city hall doing? Are city buildings usable? How is that information being collected? Shared? Renton Public Works Renton Police Renton CED Renton EOC Condition of City Buildings Consider private property as well. Number of residential structures Minor damage? Major damage? Destroyed? Impact to employees? Impact to major employers? Renton CED Renton Police Renton Regional Fire Authority Renton EOC Responsibilities Preparedness Statement of Purpose: Develop and maintain primary and alternative damage assessment procedures and resources that can be implemented in the event of a disaster or other disruption. Core Capability Activity Responsible Agency(s) Planning • Prepare detailed administrative procedures to implement damage assessment programs for all city departments. • Supply damage assessment forms and placards for field use. • Provide training, drills, and exercises in support of this Annex to city departments/divisions and support agencies. • Follow established procedures to coordinate damage assessment of city facilities following an emergency or disaster. Renton Community and Economic Development Department Planning • Develop procedures to evaluate damage to public and private property, infrastructure utilities, etc. • Identify and train staff to conduct Response Capability Assessments, Initial Damage Assessment Surveys and Preliminary Damage Assessments. Renton Public Works Department AGENDA ITEM # 8. a) October 2023 253 • Participate in emergency management training, drills, and exercises in support of this Annex. • Identify and train staff to conduct Building Damage Assessments in accordance with ATC. Planning • Develop detailed administrative procedures to perform a Response Capability Assessment within the Department/Division. • Identify and train appropriate staff to conduct Response Capability Assessments, • Participate in emergency management training, drills, and exercises in support of this Annex. All departments • Develop detailed administrative procedures to conduct damage assessment of department facilities and assets following an emergency or disaster. • Initial Damage Assessment Surveys and Preliminary Damage Assessments. CED Response Statement of Purpose: Coordinate and mobilize the resources including personnel and technology needed to support the assessment of damages to infrastructure within the City of Renton. Core Capability Activity Responsible Agency(s) Planning • Carry out a coordinated Damage Assessment process utilizing department personnel and other city staff and volunteers. • Coordinate the collection of damage information. • Assemble damage assessment information and provides it to the EOC. Renton Community and Economic Development • Follow procedures in accordance with the Applied Technologies Council (ATC) Standards to conduct building damage assessments. • Follow established procedures to conduct damage assessment of city facilities following an emergency or disaster. Renton Public Works Situational Assessment • Request detailed city damage assessments from all city departments/divisions. • Determine the ability to provide service to the community. Renton Community and Economic Development • Determine the ability to provide service to the community. • Analyze and disseminate damage information in situation reports through the Renton EOC. Renton Executive Services AGENDA ITEM # 8. a) October 2023 254 • Provide damage or impact assessment information to the City of Renton EOC according to established communication procedures. • Report completed damage assessment results to the Community and Economic Development Department or the EOC, if activated. • Determine the ability to provide service to the community. Renton Public Works Renton Regional Fire Authority Renton Police Renton Human Resources and Risk Management • Provide damage or impact assessment information to the City of Renton EOC according to established communication procedures. Puget Sound Energy Seattle City Light Operational Coordination • Request Response Capability Assessments, Initial Damage Assessment Surveys and Preliminary Damage Assessment to determine initial damage reports. • Coordinate the process of conducting building damage assessments. • Provide available ATC trained staff to conduct building damage assessments of public and private buildings and structures as needed. Renton Community and Economic Development • Provide completed damage assessments to the Community and Economic Development Department or the EOC, if activated. • Conduct damage assessments for city facilities through completion of the Response Capability Assessment. • Coordinate information and resource sharing through the Renton EOC. Renton Executive Services • Conduct damage assessments for city facility infrastructure and utilities through completion of the Response Capability Assessment and Initial Damage Assessment Survey. • Provide available ATC trained staff to conduct building damage assessments of public and private buildings and structures as needed. Renton Public Works • Conduct an evaluation of damage to city facilities infrastructure and utilities through completion of the Response Capability Assessment and the Initial Damage Assessment Survey. Renton Regional Fire Authority Renton Police Renton Human Resources and Risk Management AGENDA ITEM # 8. a) October 2023 255 Recovery Statement of Purpose: In a coordinated manner, continue to share damage reports and other collected information to prioritize the restoration of city infrastructure systems, in alignment with the Renton Recovery Framework. Core Capability Activity Responsible Agency(s) Situational Awareness • Continue to conduct impact assessments and share damage information with the Renton EOC. Puget Sound Energy Seattle City Light Renton Regional Fire Authority • Prepare damage assessment reports and share with the Renton EOC, if activated. Forward to King County EOC as necessary. Renton Regional Fire Authority Renton Community and Economic Development • Notify the mayor of impacts to the city from the emergency or disaster. • Arrange for an escort, if requested, to accompany State or FEMA inspectors on a tour of damaged areas within the city. Renton Community and Economic Development Operational Coordination • Continue to provide coordination of damage assessment resources and reporting processes. Renton Community and Economic Development Planning • Maintain city copies of building damage assessment reports. Renton Community and Economic Development Mitigation Statement of Purpose: Determine mitigation strategies to increase the integrity of transportation and other critical infrastructure systems thus reducing damage potential within the City of Renton. Core Capability Activity Responsible Agency(s) Planning • Identify opportunities to increase building infrastructure resiliency. Renton Community and Economic Development Resource Requirements • Damage assessment resources are provided to CED, or EOC if activated. o Damage assessment forms and placards located in Fire and Building Inspection vehicles with additional resources in the EOC. AGENDA ITEM # 8. a) October 2023 256 o Electronic Platform through which Damage Assessment Forms are submitted, reviewed, accessed, and stored. (Platform TBD- CED platform Energov, LaserFiche, Origami, etc.) o Personnel tasked with performing damage assessments will need ATC training. o Building, construction, and fire inspector vehicles will be utilized first, and additional vehicles will be requested from Engineering, Equipment Rental or Facilities Division Motor Pool. o Office space for the damage assessment personnel during the recovery process. • Other resource requirements are to be requested through the City of Renton EOC. References • Washington State Public Assistance Manual, December 2010 and April 2017 • Washington State Comprehensive Emergency Management Plan, 2011 and 2016 • FEMA Publication P262, Guide to Federal Aid in Disasters, July 2008 and 2013 • ATC-20 Post Earthquake Safety Evaluation of Buildings • ATC-45 Field Manual: Safety Evaluation of Buildings after Windstorms and Floods • City of Renton Emergency Operations Center Procedures Manual Terms and Definitions See Basic Plan. Appendices None AGENDA ITEM # 8. a) October 2023 257 EVACUATION ANNEX Primary Agency: City of Renton Police Department Support Agencies: City of Renton Public Works Department City of Renton Parks and Recreation Department City of Renton Executive Services Department Renton Regional Fire Authority Introduction Purpose of Plan The purpose of the Evacuation Annex is to establish strategies for the City of Renton to ensure the safe and orderly evacuation of residents who are threatened by an emergency or disaster. These strategies are developed using an all-hazards approach to be applied to an incident regardless of the threat or hazard to move people, animals, and resources to safety. This document does not recommend a specific evacuation plan but identifies evacuation tools and resources that could be utilized during an evacuation incident. It is understood that the Incident Commander and/or designee will direct the development of an incident-specific evacuation plan and route at the time of incident. Core Capabilities Planning Conduct a systematic process engaging the whole community as appropriate in the development of executable strategic, operational, and/or tactical-level approaches to meet defined objectives. Public Information and Warning Deliver coordinated, prompt, reliable, and actionable information to the whole community through the use of clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay information regarding any threat or hazard, as well as the actions being taken, and the assistance being made available, as appropriate. Operational Coordination Establish and maintain a unified and coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of Core Capabilities. Environmental Response/Health and Safety Conduct appropriate measures to ensure the protection of the health and safety of the public and workers, as well as the environment, from all hazards in support of responder operations and the affected communities. Operational Communications Ensure the capacity for timely communications in support of security, situational awareness, and operations, by any and all means available, among and between affected communities in the impact area and all response forces. AGENDA ITEM # 8. a) October 2023 258 Core Capabilities Situational Assessment Provide all decision makers with decision-relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response. Authorities and Policies The Evacuation Annex is part of the City of Renton’s Comprehensive Emergency Management Plan (CEMP) and was developed pursuant to relevant local, county, state and federal statutes and regulations. Every effort has been made to ensure that the Annex is compatible with the Federal Emergency Management Agency (FEMA) guidelines and the Revised Code of Washington, Chapter 38.52, as well as other local plans. The authority to issue an evacuation order is held at the county and city levels of government. Local In the City of Renton an evacuation may be initiated by any of the following city officials or their designated alternates: • Mayor or delegate. • Chief Administrative Officer or delegate. • Department administrator of the primary incident command department, typically Police, Public Works, Parks and Recreation or their delegate. • Regional Fire Authority Fire Chief or their delegate, if in the incident commander role. • Emergency Management Director or delegate. County If an evacuation is necessary in or through unincorporated areas outside city limits, the King County Sheriff’s Office has the authority to recommend an evacuation of residents. In this case, extra coordination may be needed from the Renton Regional Fire Authority which provides fire and emergency services to some unincorporated areas under contract and may assist with evacuation efforts. State During a state of emergency, the Governor can issue such orders as they deem necessary for the security of persons or property (Chapter 38.08, RCW, Powers and Duties of Governor). The Evacuation Annex is intended to be applicable and adaptable across all types and scopes of hazards that would necessitate an evacuation. It has also been vetted with evacuation plans from neighboring jurisdictions in the event an evacuation affects more than the City of Renton. Hazards which pose specific risk to the City of Renton have been identified in the city’s annex to the King County Regional Hazard Mitigation Plan and the CEMP. AGENDA ITEM # 8. a) October 2023 259 This annex will be used in conjunction with the City of Renton’s Emergency Support Functions (ESFs) found within the CEMP. Evacuation(s) will be conducted in accordance with the National Incident Management System (NIMS) and the National Response Framework (NRF) and will utilize the Incident Command System (ICS) to manage the control and coordination of an emergency response. Incident Command System (ICS) The Incident Commander (IC) will determine the necessary sections, branches, and groups required for an emergency evacuation specific to the circumstances and incident hazards known at the time of the event. Depending on the scale and complexity of the event the following command structures may be used: • Local, discrete site incident with an evacuation managed by the Incident Command Post (Single Command, IC). • Local evacuation within City of Renton boundaries involving multiple departments (Single Command/IC or Unified Command). • Local to small regional evacuation requiring coordination with other affected jurisdictions and King County (Single Command/IC or Unified Command). • Large regional evacuation requiring coordination at the local, state or federal level (Single Command/IC, Unified, Command, or Incident Management Team). References The City of Renton recognizes the following plans, policies, and authorities as they apply to evacuations set forth by the Federal, state, and local governments: Federal o Code of Federal Regulations Title 44, Part 205 and 205.16. o Public Law 920, Federal Civil Defense Act of 1950, as amended. o Public Law 100-707, Robert T. Stafford Disaster Relief and Emergency Assistance Act. o Public Law 93-288, Disaster Relief Act of 1974, as amended. o Public Law 96-342, Improved Civil Defense 1980. o Public Law 99-499, Superfund Amendments and Reauthorization Act (SARA) of 1986, Title III, Emergency Planning Community Right-to-Know Act (EPCRA). o Public Law 105-19, Volunteer Protection Act of 1997. o Homeland Security Act of 2002. o Homeland Security Presidential Directive/HSPD-5. o Homeland Security Presidential Directive/HSPD-8. o National Response Framework of 2019, as amended. o Pets Evacuation and Transportation Standards Act of 2006. State of Washington o Chapter 38.52, Revised Code of Washington (RCW), Emergency Management. o Chapter 38.08, RCW, Powers and Duties of Governor. AGENDA ITEM # 8. a) October 2023 260 o Chapter 38.12, RCW, Militia Officers. o Chapter 38.54, RCW, Fire Mobilization. o Chapter 35.33.081 and 35.33.101, RCW, as amended. o Chapter 34.05, RCW, Administrative Procedures Act. o Chapter 43.06, RCW, Governor's Emergency Powers. o Chapter 43.105, RCW, Washington State Information Services Board (ISB). o Chapter 118-04, Washington Administrative Code (WAC), Emergency Worker Program. o Title 118, WAC, Military Department, Emergency Management. o Washington State CEMP. Local o King County Comprehensive Emergency Management Plan. o Regional Coordination Framework for Disasters and Planned Events for Public and Private Organizations in King County, Washington o City of Renton Comprehensive Emergency Management Plan. Situation Overview Geographic Scope All areas covered in this annex are located in King County. However, while the City of Renton is not primarily responsible for evacuation of unincorporated areas, evacuations in these areas may occur related to a widespread hazard, such as a wildfire. The King County Sheriff’s Office provides law enforcement and safety services to these unincorporated areas therefore, coordination of evacuations for the unincorporated areas would be in coordination with the King County Sheriff’s Office. In addition to unincorporated areas, Renton shares boundaries with the cities of Kent, Tukwila, and Newcastle. An evacuation that requires moving people out of city limits may require the involvement of King County and one or more of these cities. Additionally, moving people through other cities during the course of a large evacuation may require coordination with other cities as well. A map of the city and service areas is attached as Appendix A. There are Police, Fire/EMS and Public Works facilities located in the area covered by this annex. In addition to personnel, many of these facilities contain equipment and other resources that are needed to execute an evacuation. These resources may need to be moved to a different location if the facility is deemed to be within the hazard area. These areas or facilities could be appropriate for staging areas or equipment relocations sites during an evacuation. Natural Hazards AGENDA ITEM # 8. a) October 2023 261 Renton has the following known natural hazards that must be considered in evacuation planning: Flooding and/or Dam Failure - The Cedar River with inundation impact to mostly residential neighborhoods, and in the case of dam failure of the Cedar Falls dam complex, the entire downtown and Landing business districts. - The Green River with inundation impact to mostly commercial neighborhoods of the business district in the valley. - The Howard A. Hanson Dam located on the Green River East of Auburn could cause catastrophic flooding and inundation impacts in the event of a dam failure to mostly the commercial neighborhoods of the business district in the valley. - Inundation maps of the seasonal flood hazard areas for the Cedar and Green Rivers are attached as Appendix B. Hazardous Materials - Numerous natural gas pipelines, as well as a petroleum pipeline, traverse the city which may become a factor if destabilized by an earthquake, landslide, construction activity, or other disruptive events. - The City of Renton has several hazardous materials-using facilities that should be considered when planning an evacuation route. - A map of natural gas and petroleum pipelines is attached as Appendix C. Landslides - Renton has areas that have been identified for their potential landslide risks. If evacuation is necessary because of inclement weather this may become a factor. - A map of slide risk areas is attached as Appendix D. Wildfires - The City of Renton may be involved in an evacuation due to the increased risk of wildfires and wildfire smoke from within the King County area. - A map of wildfire risk areas is attached as Appendix E. Terrorism - The City of Renton may be involved in an act of terrorism that may require the rapid and safe evacuation of communities to guard against casualties. Refer to the Renton annex within the King County Regional Hazard Mitigation Plan for further details on hazards as well as risk assessments. Population Assessment According to the Washington Office of Financial Management the population for Renton is 107,900 as of April 2023. AGENDA ITEM # 8. a) October 2023 262 Renton is comprised of residential, business, commercial, industrial, and mixed-use areas. Land use is an important consideration in evacuation planning as the population numbers and density vary according to location and time of day and day of the week. The business, commercial, and industrial areas have large populations that come to Renton during business hours using both public and private transportation. Renton also has several businesses and a community college that employ large numbers of workers and/or experience a large influx of customers during their business hours. If evacuation is necessary while these businesses are open, extra coordination will be needed to avoid gridlock from private vehicles as well as to evacuate people who use public transportation. A map showing land use designations is attached as Appendix E. Maps showing City of Renton Arterial Streets (Principal, Minor and Collector) are attached as Appendix F. Special Populations The City of Renton’s Evacuation Annex assumes that special or vulnerable populations, and the people or facilities that care for them, prepare on their own for evacuations in order to assure that their needs are adequately met. These populations may include but are not limited to Limited English Proficiency (LEP), deaf/hard of hearing, blind and deaf- blind, incarcerated, low-income, refugees, those with cognitive and/or mobility impairments, those in hospice care, the homeless, children, those with (severe) medical dependencies/conditions, medically fragile, the addicted, the elderly, and those with other Access and Functional Needs (AFN). See the King County Inclusive Emergency Communication Plan and the Renton annex to the plan for additional guidance on communication. Communicating with Low/Limited English Proficiency (LEP) Populations Communicating with LEP populations can sometimes be challenging, therefore, responders should be advised to speak slowly and clearly, try re-wording messages if or when individuals do not understand, and use hand gestures or pictures to augment understanding. Short words (and phrases) such as “fire” or “flood” are much more useful than involved explanations. Often, one person in a larger family will be bi-lingual or able to translate even if the other family members don’t speak or understand enough English. Ask if there is a family member who does speak English. The use of young children as interpreters should be avoided, as this can be traumatizing. Even if individuals do not understand verbal instructions, handing them a map (if they are available) with a route or destination marked on it can be a solution. Ensuring good communication is one of the easiest ways to ensure safety. Communicating with the Deaf and Hard of Hearing (HOH) Responders communicating with the deaf and HOH should speak loudly and clearly, use a pen and paper and/or American Sign Language (ASL). It is tempting to tell them where to go and not explain the situation or assume they cannot be self-sufficient, but this leads to misunderstanding and fear. Additional effective modes of communication are enunciating so that an individual can read your lips and using calm and relevant (not AGENDA ITEM # 8. a) October 2023 263 panicky) hand gestures. Individuals who know ASL should be placed in roles where they can interact with evacuating populations to best serve the deaf and HOH. Deaf or HOH individuals may communicate their lack of hearing by moving their hand from their mouth to ear. Individuals who are deaf-blind may have communication devices called deaf-blind communicators which they may use to communicate. Deaf-blind individuals also communicate via tactile sign language. Boarding Homes/Assisted Living Facilities There are independent retirement communities as well as living facilities that combine independent living with assisted living in Renton. Facilities that provide assisted living are required to have disaster plans in place and trained staff on what to do in the event of an emergency (WAC 388-78A-2700). However, many of these facilities do not have the transportation resources to carry out a full-scale evacuation and while many residents have their own vehicles, coordinating routes and destinations could be difficult. Other issues that may arise include special needs of residents who require assisted living services (and would require transportation to an appropriate shelter) and a possible lack of medical supplies. Renton’s facilities in this category may be added at any time, as new businesses similar in nature are added to the city. Independent living facilities are not required to have evacuation, emergency plan, or emergency supplies. In Renton, these facilities include SHAG Cedar River Court, Houser Terrace, Golden Pines, Hillcrest Terrace, Evergreen Terrace (all maintained by Renton Housing Authority) Cedar River Terrace, and Divine Suites. Adult Family Homes Adult family homes are required by Washington State Law (388-76-10830) to have emergency plans to meet the needs of their residents and provisions for evacuating their residents and charges. These are individuals who, if there is a possible need for them to evacuate, should evacuate as soon as possible due to their special needs, frailty, and medical conditions. Washington State Law limits the number of residents in adult family homes to six (6), however there is often only one care giver on duty at a time taking care of these six (6) residents. Issues could arise with regard to lack of staff and lack of adequate transportation since the majority of residents have mobility issues (wheelchairs, walkers) or are bedridden. Adult family home providers and staff will need information about medical needs shelters if shelters are set up. Many adult family home providers and caregivers have Limited English Proficiency which could make understanding the need for evacuations, evacuation routes and procedures challenging. Adult family homes frequently come and go as businesses, but at any given time there may be up to 75-100 such facilities within the greater Renton area. A complete, current list of active adult family homes can be obtained from Public Health - Seattle King County. Nursing Homes & Hospitals Nursing homes and hospitals are required by law to have emergency plans, have their staff prepared, and be ready to aid in an emergency. Issues that may arise in the AGENDA ITEM # 8. a) October 2023 264 evacuation of nursing homes include a lack of beds, facilities to transport patients, or transportation resources appropriate for nursing home or hospital populations. Many of these individuals are mobility impaired, bedridden, or require the supervision of a medical professional. Most nursing homes do not have adequate transportation resources to independently perform a complete evacuation. In general, there are not enough beds in nearby hospitals to accommodate the number of patients from one evacuated facility. In certain types of disasters when even more people are in need of medical assistance it will be impossible to provide beds to all individuals who may require them in a hospital evacuation. Renton’s two nursing homes are: Talbot Center for Rehabilitation and Healthcare and Regency at Renton. Renton’s one hospital is Valley Medical Center. Rehabilitation Centers Renton has one residential rehabilitation facility Griffin Home, Friends of Youth for Youth (substance abuse, sexual behavior, conduct disorder and mental health) is located at 2500 Lake Washington Blvd N, 98056. Griffin Home, whose residents are solely male, has an emergency plan which includes the appropriate information per Washington State Law. There are four residential buildings on the campus and the staff have the flexibility to move residents from one building to another if necessary. The Griffin Home is prepared to be self-sufficient for a minimum of seven (7) days. If residents needed to be transferred, there are contracts with the State of Washington and the Federal Government to take on the responsibility of transferring residents to temporary or long- term housing. Concept of Operations Planning The Evacuation Annex was developed by Renton Emergency Management and Renton Police Department with planning input from other departments and agencies including Renton Regional Fire Authority, City of Renton Public Works, Community & Economic Development, and Parks and Recreation departments. Depending on the scale of an evacuation, involvement of the city’s regional public and private partners may be needed. The following is a list of participants who may be called upon for planning and resource support to an evacuation: • King County Office of Emergency Management (KCOEM) • The cities of Kent, Tukwila, Newcastle • Renton, Kent, and Issaquah School Districts • Washington Emergency Management Division (WA EMD) • American Red Cross (ARC) • Washington State Animal Response Team (WASART) Local Limitations AGENDA ITEM # 8. a) October 2023 265 The information and procedures included in this annex have been prepared utilizing the best information and planning assumptions available at the time of preparation. There is no guarantee implied by this annex that in major emergencies and disaster situations a perfect response to all incidents will be practical or possible. As Renton's response resources may be overwhelmed and essential systems may be nonfunctioning, the city can only endeavor to make every reasonable effort to respond based on the situation, information, and resources available at the time of the event. The following are some local limitations that were identified: • Evacuation will cause higher than normal traffic flows creating the need for traffic direction and control. • Available resources may be utilized to support evacuation and sheltering-in-place before being used in other capacities. • Obstructions and damage to transportation systems such as bridge failures, landslides, fallen debris, flooding or fire may limit evacuation routes. • The availability of resources such as buses and emergency workers may be compromised or non-existent, prompting the need to utilize mutual aid, private, zone, county, and state agencies for support. Agencies that commonly support these efforts may be unavailable as a result of the emergency. • Some people will be unwilling to evacuate. • People will evacuate with their pets. • Refueling of private and public vehicles will be an issue. • Multiple means of communication will be needed to inform the public of evacuation messaging. • It is assumed that city resources will be quickly overwhelmed. It is likely that the city’s Emergency Operations Center (EOC) will be requesting assistance from surrounding jurisdictions and various levels of government. • Schools, hospitals, and adult care facilities will need to have their own facility evacuation and relocation plans in place. • Sheltering for special needs or medically fragile people will need to be handled regionally. The lead agency for this is Public Health – Seattle & King County. • The ARC does not staff special needs shelters, but they may staff local shelters. Pets are not allowed in ARC shelters. Evacuation Operation Development The City of Renton is responsible for the development of a plan to evacuate and provide mass care services for residents in the event of an emergency and should be prepared, if necessary, to receive and care for people evacuated from an adjacent area directly impacted by a disaster. Mass care services are coordinated according to the CEMP’s Emergency Support Function (ESF) 6. AGENDA ITEM # 8. a) October 2023 266 Evacuation operations have four basic components: 1) Evacuation of the population; 2) Support of evacuees passing through the City of Renton; 3) Reception of evacuees; and 4) Support of agencies performing components 1-3. In the event an evacuation overwhelms the city’s resources, assistance may be requested from Emergency Management Zone 3 partners, King County and/or the State of Washington. The following sections are four types of evacuations that may occur in the City of Renton: Site Evacuation, Intermediate Level Evacuation, Large Scale Evacuation, and Mass Evacuation. Site Evacuation Site evacuation involves a small number of residents. This typically includes residents and/or workers at the site and people from adjacent occupancies or areas. The residents are evacuated and collected at a specified, generally upwind, perimeter location. Evacuation holding times are typically short, generally less than two hours and residents are permitted to return to their businesses or homes. Intermediate Level Evacuation Intermediate level evacuation involves a larger number of residents (generally greater than 100) and/or a larger geographic area. Evacuees may be displaced for two to four hours or more. Evacuation completion times will be somewhat longer than a site evacuation. Collecting, documenting, and controlling the evacuees may require more resources. Off-site collection sites and/or shelter areas may need to be established. Some evacuees may leave the area on their own or be sent home by employers. Site perimeters may become larger and perimeter security may require more resources. Close coordination between involved departments and agencies will be required. The EOC may be activated to support incident activities as the situation warrants. Large Scale Evacuation During a large-scale evacuation, thousands of residents may need to be evacuated. Rapid initiation of the evacuation process may be required, and evacuation completion time frames may be extended. Evacuees may be out of their homes and businesses for many hours or days. Off-site collection sites and/or shelter areas may need to be established and maintained for an extended time. Documentation and tracking of evacuees may become very resource intensive. Close coordination with all responding agencies may become more critical. Evacuation perimeters and security of the evacuated area may be expanded and require more resources to maintain. The Renton EOC will be activated to support the incident activities. Mass Evacuation A mass evacuation could be required due to a real or anticipated major disaster which may impact multiple jurisdictions, a large geographic area, and hundreds of thousands of people. The situation may require the implementation of regional evacuation and sheltering operations. Local resources will be exhausted, and significant state and federal assistance will be required to support the evacuation and sheltering operation. AGENDA ITEM # 8. a) October 2023 267 Communications Maintaining communications and redundant systems throughout an evacuation will allow all responding agencies to continue mission critical operations. Interagency communications systems and procedures as outlined in the City of Renton CEMP Emergency Support Function (ESF) 2: Communications, Information Systems, and Warning will be administered during evacuations. The Executive Services Department Communications Division is the primary agency responsible for external communications as identified in the City of Renton CEMP ESF 15: External Affairs. Evacuation Operations The sequence of an evacuation can be divided into six phases in the following order: 1. Incident Analysis 2. Warning 3. Preparation to Move 4. Movement and En Route Support 5. Reception and Support 6. Return This portion of the annex identifies tools and resources that could be utilized in an emergency evacuation situation. The IC will direct the development of specific evacuation plans and routes at the time of the emergency, specific to the incident hazards known at the time of the event. Incident Analysis Evacuation management involves the collection and processing of significant amounts of information from many sources. The Emergency Operations Center (EOC) will play a critical role in the information flow to and from incident command and/or unified command posts. Command and Control The decision to evacuate prior to, during or following an incident will be made on a case-by-case basis. The decision will depend upon the nature, scope and severity of the emergency. Factors to consider are the number of people affected, actions necessary to protect the public, and length of time available in which to effect evacuation. Activation of the Renton EOC will likely be necessary. Though it is preferable to have an evacuation order signed by the mayor (or designee) for any evacuation larger than a “Site Evacuation”, the safety of the residents of Renton is the foremost concern. Evacuations that are necessary to immediately protect lives will not be delayed due to the lack of such an order. There are three types of evacuations: AGENDA ITEM # 8. a) October 2023 268 • Alert - Affected areas are warned of current or projected threats. Businesses and residents with special needs, mobile property, business stock, and pets or livestock should begin precautionary movement. The decision to evacuate remains with the individual resident. • Warning – An evacuation warning is appropriate when a hazard is likely to affect residents and the certainty and severity of the hazard is moderate to high. Evacuation is highly recommended but the decision to evacuate remains with the individual. Residents are advised that there may be little to no advance notice before an evacuation Order is issued. This evacuation will require more resources to implement. • Order - Current conditions present specific and immediate threat(s) to the life and safety of persons within the identified area. Everyone must evacuate immediately. When an evacuation Order is issued the amount of time available to evacuate will be limited and depending on the events preceding and after the Order may not be sufficient. This type of evacuation is very resource intensive. Planning The Planning Section will gather needed situational awareness information which may include the following: • The nature of the incident. • Approximate number injured, if any. • Location. • Scale of evacuation area in terms of area and population. • Best approach routes. • Where responding units should report (staging area). • If hazardous materials are involved. • If evacuation and sheltering is necessary. • Additional resources that may be needed. • Weather and other conditions as events unfold. Based on the information gathered by the planning section recommendations will be made to the IC. Operations The Field IC will be responsible for assessing the situation and performing the following tasks as necessary: • Conduct rapid size-up and determine need to evacuate. • Determine initial evacuation boundaries. • Staff the command post and field ICS organization appropriately. • Order the alert of outside agencies and departments and request activation of the EOC. • Provide the EOC with current status and request support if needed. AGENDA ITEM # 8. a) October 2023 269 Logistics and Finance The Logistics Section will respond to all requested logistical needs and will look ahead to identify future resource needs and availability based on information provided by the Planning Section. The Finance Section will ensure compliance with existing disaster financial policies, make recommendations for emergency policies and establish administrative controls to manage the expenditure of funds, provide reasonable accountability, and secure necessary documentation for bill payment and reimbursement requests. They will assist the Logistics Section with purchasing and acquisition needs. Warning / Notification The decision whether to evacuate must be carefully considered in terms of timing and nature of the incident. An evacuation effort involves an organized and supervised effort to relocate people from an area of danger to a safe location. Although evacuation is an effective means of moving people out of a dangerous area, due to its complexity, length of time for implementation, and the stress it puts upon the population, it is considered a last resort option. Command and Control The authority to initiate an evacuation, or warn, or notify the public rests with the executive head of the jurisdiction, which may be delegated to a limited number of other officials, but most commonly the Incident Commander (IC) in order to act swiftly to save lives. The IC will immediately advise their administrator, who will advise the mayor and the EOC Duty Officer. Whenever possible these decisions will be made in conjunction with the mayor or designee. A Public Information Officer (PIO) will be added to the Command Staff if not already assigned in order to facilitate communications, warning and public Information requirements. Planning The Planning Section will be responsible for assembling the Incident Action Plan (IAP) which includes operational tactics for evacuation. Operations All planning associated with the evacuation, including identification of alternate routes, en route support and planning for re-entry. Communication efforts will follow the protocols outlined in ESF 2 and ESF 15. Decisions regarding methods of notification and warning will be made depending on the scale and immediacy of the evacuation and the resources available. Logistics and Finance The Logistics Section will respond to all requested logistical needs and will look ahead to identify future resource needs and availability based on information provided by the Planning section. AGENDA ITEM # 8. a) October 2023 270 The Finance Section will ensure compliance with existing disaster financial policies, make recommendations for emergency policies, establish administrative controls to manage the expenditure of funds, provide reasonable accountability, and secure necessary documentation for bill payment and reimbursement requests. They will assist the Logistics Section with purchasing and acquisition needs. Preparation to Move The third phase in the evacuation function is to prepare to move those in the affected area. To successfully implement a large-scale evacuation, it is essential that all affected communities, regions and the state work together prior to and during the evacuation process. An effective evacuation is closely dependent upon the provision and coordination of evacuation information and instructions. Command and Control Once the decision has been made to evacuate, the IC shall direct personnel to carry out the necessary activities and determine whether Unified Command (UC) with other organizations is necessary. The IC will also have the responsibility for approving the evacuation plan created by the Operations Section. Planning • The Planning Section will provide technical resources (e.g., GIS) to assist in evacuation planning for which pre-plans do not exist, in cooperation with all involved departments and agencies. Operations – Preparation to Move Any evacuation plan will be approved by the IC prior to implementation. Evacuation planning considerations include, but are not limited to: • Command structure: single jurisdiction, multiple jurisdiction or large area. • Communication needs and availability. Whenever possible, evacuation operations will be conducted on separate channels from response operations and routine traffic. ESF 2 addresses communications, information systems and warning. • Implementation of a building marking or recording system that incorporates three designations: 1) occupants have been informed and will evacuate; 2) occupants notified but refused to evacuate; and 3) notification attempted but no occupant available to receive (information should be posted on doors in that event). • Need for a mobile command post. • Procedures for security and admission to restricted areas. • Procedures to identify and credential those with authority to travel in restricted areas (emergency vehicles, essential personnel, etc.). AGENDA ITEM # 8. a) October 2023 271 • Number of buildings to be notified and number of personnel needed to conduct notification in a given time period. • Availability and issuance of personal protective equipment and devices when needed. • Ability to shelter-in-place versus evacuation as appropriate and ability to convey such information to building occupants. • Ability to brief all incident personnel on evacuation or shelter-in-place procedures, building marking or recording system and critical life safety information. • Criteria that must be met before re-entry will be allowed and identification that must be provided by occupants before they will be allowed to re-enter the impacted area. • Availability of neighboring jurisdiction, regional disaster plan, county, state and federal assets to assist in evacuation. The actual evacuation process would normally be managed in the Operations Section as an Evacuation Branch. Additional branches or divisions may be needed including but not limited to: • Medical Branch • Haz Mat Branch • Fire/Rescue Branch • Geographic Divisions within the Evacuation Branch Evacuation Branch Branch directors receive the plan and objectives from Command and direct groups in completing them. The Evacuation Branch must be provided with sufficient resources to effectively complete the task. Groups will also need to be established and report to the Evacuation Branch officer. Group assignments within the Evacuation Branch will be assigned as necessary. Groups to be considered include: • Transportation Group • Public Information Group • Geographic Divisions (Multiple Groups) • Police Liaison Group • Staging Group • Geographic Division • Reception Division • Shelter Division • Other Agency Liaison Groups • Other Divisions and Groups as necessary Logistics and Finance AGENDA ITEM # 8. a) October 2023 272 The Logistics Section will respond to all requested logistical needs and will look ahead to identify future resource needs and availability based on information provided by the Planning Section. The Finance Section will ensure compliance with existing disaster financial policies, make recommendations for emergency policies and establish administrative controls to manage the expenditure of funds, provide reasonable accountability and secure necessary documentation for bill payment and reimbursement requests. They will assist the Logistics Section with purchasing and acquisition needs. Movement and En Route Support Many modes of transportation may be used to facilitate movement of evacuees. Ideally evacuees will be responsible for providing their own transportation, but the city will assist with transportation to the extent resources are available. Priority will be given to evacuees who are physically unable to self-evacuate. Command and Control Command during the movement phase remains with the IC as described in the previous section. Planning The primary mode of transportation that will be used during evacuation efforts will be privately owned automobiles. However, it is critical that evacuation plans identify and provide other safe modes of transportation for those people who have special needs and/or cannot evacuate by private vehicle. The City of Renton owns limited transportation assets that could be used for evacuation. The Regional Coordination Framework allows for other local and regional transportation resources such as school districts, Sound Transit, King County Metro, and others to be made available. If transportation resources are needed, they may be requested through the King County EOC. However, if the evacuation is regional these assets may not be available or sufficient. Additional planning efforts will be needed to address the needs of a population in motion. It should be anticipated that evacuees en route may require fuel, towing, car repair, medical services, water, food, and other items. Plans will also be needed for staffing and security of evacuation pick-up and drop-off points. Evacuation Route Determination Primary evacuation routes consist of the major interstates, highways, and prime arterials within and adjoining the City of Renton. The city will work with neighboring jurisdictions, the county and state EOCs and other applicable agencies and departments to identify evacuation points, shelter locations, and transportation routes. AGENDA ITEM # 8. a) October 2023 273 It will be necessary to identify evacuation points before evacuation routes are announced to the public. Evacuation routes will be determined based on the location and extent of the incident and will include as many pre-designated transportation routes as possible. Important roadway characteristics and factors that should be considered when selecting an evacuation route include: • Shortest route to the designated destination areas. • Maximum capacity. • Ability to increase capacity and traffic flow using traffic control strategies. • Maximum number of lanes that provide continuous flow through the evacuation area. • Availability of infrastructure to disseminate real-time conditions and messages to evacuees in-route, such as variable message boards. • Minimal number of potentially hazardous points and bottlenecks, such as bridges, lane reductions, etc. • Access to needed in-route support such as fuel, medical care, food, and water. A map of the City of Renton arterial streets showing principal, minor and collector arterials is attached as Attachment F. Traffic conditions must be monitored along evacuation routes and operational adjustments should be made as necessary to maximize efficiency. These adjustments may include the identification of secondary evacuation routes. A multi-jurisdictional evacuation will require close coordination with all affected agencies to ensure that evacuation routes do not conflict. Operations If transportation resources are available, one or more staging areas may need to be established as well as support operations to keep transportation resources running the duration of the evacuation. Individuals who do not have their own transportation to leave the evacuation area will need to gather at identified pick-up points and be transported using alternate transportation resources. These pick-up points should be sufficiently large enough to safely accommodate the anticipated number of evacuees, out of imminent danger, must be easy to find, and must have sufficient access for the types of transportation resource that will be using it. Well-known locations such as schools, libraries, churches or shopping centers should be considered as pick-up points as they are places that are easily identifiable and where people tend to gather. Drop-off points to deliver evacuees will also need to be established outside the danger zone. These drop-off points may be shelters ready to receive evacuees or may serve as staging areas for evacuees to await future transportation to shelters. Pick-up and drop-off areas may need to be staffed and supplied to meet the short-term needs of evacuees including food, water, and medical services. AGENDA ITEM # 8. a) October 2023 274 Law enforcement resources may be needed at pick-up and drop-off points to facilitate the movement of in-route populations. Law enforcement may also be needed to secure the transportation resources staging area. It will be critical to maintain communication between the pick-up and drop-off points, transportation resource staging area, en route support, and Incident Command. Logistics and Finance/Administration The Logistics Section will respond to all requested logistical needs and will look ahead to identify future resource needs and availability based on information provided by the Planning Section. The Finance Section will ensure compliance with existing disaster financial policies, make recommendations for emergency policies, and establish administrative controls to manage the expenditure of funds, provide reasonable accountability and secure necessary documentation for bill payment and reimbursement requests. They will assist the Logistics Section with purchasing and acquisition needs. Reception and Support The requirements for mass care support will vary depending upon the scope of the evacuation. Shelter will initially be provided to evacuees through the establishment of evacuation pick-up and drop-off points. These evacuation points will serve as temporary safe zones for evacuees and will provide basic needs such as food, water and restrooms. The City of Renton may open shelters within the city if it is a localized event or participate in regional shelter operations during a larger scale event. ESF six (6) addresses mass care, emergency assistance, housing and human services. Command and Control The City of Renton Parks and Recreation Department is the primary agency responsible for ESF 6: Mass Care, Emergency Assistance, Housing, and Human Services but would likely seek support from regional resources such as the ARC and other non-profit or private organizations. Planning The ARC maintains a list of pre-approved shelters in the Renton area including capacity. During an emergency, it is probable that unofficial or private shelters will be activated and may request support or coordination from the city. Operations The city will partner will the ARC, when possible, to provide general population shelter facilities. The city may utilize city employees as shelter workers pursuant to ESF 6 or may utilize staffing with ARC staff and volunteers. Mass care supplies have been procured and pre-staged at several locations in partnership with the ARC and King County Parks. AGENDA ITEM # 8. a) October 2023 275 Logistics and Finance The Logistics Section will respond to all requested logistical needs and will look ahead to identify future resource needs and availability based on information provided by the Planning Section. The Finance Section will ensure compliance with existing disaster financial policies, make recommendations for emergency policies, establish administrative controls to manage the expenditure of funds, provide reasonable accountability, and secure necessary documentation for bill payment and reimbursement requests. They will assist the Logistics Section with purchasing and acquisition needs. Return Command and Control The decision to return evacuees to their homes will be the responsibility of the on-site IC. The IC will retain control of the incident as residents are allowed to return to their homes or workplaces. Planning - Return The Planning Section continues to gather information related to resource allocation and incident needs, working with the Safety Officer, Operations Section Chief, and Incident Commander to determine if and when to begin demobilization. Operations If re-entry is to be restricted or partial, the Operations Section must have procedures in place to properly identify residents, support personnel, first responders, contractors, insurance adjusters, media and others who have legitimate reasons to be in the previously closed area. Staffing for re-entry points must be obtained, including additional law enforcement personnel, if necessary. Transportation may need to be provided for those who were transported out of the area initially. The IC will be responsible for determining when re-entry has been completed and making appropriate notifications. At this point, Operations may become a primarily human services-oriented section and appropriate staff must be added to provide those services and related information. The planning section will jointly develop a return plan for evacuees coordinating with all involved agencies and ensuring effective communication. Priorities for re-entry include: • Safety • Security • Damage assessment • Restoration of services • Communication of information AGENDA ITEM # 8. a) October 2023 276 The impacted areas must be thoroughly investigated to ensure it is safe for residents to return. This assessment will include verification that: • Structures and trees are deemed safe. • Damage and safety assessments have been completed. • There are no leaking or ruptured gas lines or downed power lines. • Water and sewer lines have been repaired. • Search and rescue operations have been completed. • There are no hazardous materials that can threaten public safety or appropriate warnings have been issued. • Water has been deemed safe or appropriate warnings have been issued. • Major transportation routes are passable, and debris have been removed from public right-of-way. • There is no threat to public safety and other significant hazards have been eliminated. The public will be notified of the re-entry status using communication methods outlined in ESF 2 and ESF 15. Logistics and Finance The Logistics Section will respond to all requested logistical needs and will look ahead to identify future resource needs and availability based on information provided by the Planning Section. The Finance Section will ensure compliance with existing disaster financial policies, make recommendations for emergency policies, establish administrative controls to manage the expenditure of funds, provide reasonable accountability, and secure necessary documentation for bill payment and reimbursement requests. They will assist the Logistics Section with purchasing and acquisition needs. Administration This Plan is an annex to the City of Renton’s CEMP and should be considered part of the CEMP and updated accordingly. Many of the ESFs contained in the CEMP will be utilized during an evacuation and should be referenced in any evacuation. Resource Management Evacuations can be resource intensive. The resources needed to conduct an evacuation will depend on many factors. The city will use its available resources to conduct an evacuation until such time as the scope of the evacuation overwhelms existing resources. Resource requests will then be handled regionally through supportive agreements. Supportive Agreements AGENDA ITEM # 8. a) October 2023 277 It is likely that an evacuation will overwhelm existing city capabilities. For additional resources the city will look for support from mutual aid partners, neighboring jurisdictions and others as outlined in the King County Regional Disaster Plan. Emergency Funding Mechanisms All agreements and understandings entered in to for the purchase, lease or use of equipment and services will be in accordance with the provisions of Renton’s Municipal Code and Procedures. If The Agreement, a financial memorandum of understanding which accompanies the Regional Coordination Framework (RCF), is invoked to obtain resources from fellow signatories to the RCF, the city agrees to pay the providing agency for the resources without entering into normal contracting processes. An emergency proclamation issued by the mayor may also suspend select rules and regulations affecting purchasing. All costs incurred in conducting an evacuation must be stringently documented to seek reimbursement if eligible. Post-Evacuation After-Action Reports The city recognizes the value of conducting a debrief and creating an after-action report following an evacuation This allows for the review of how the evacuation was executed and helps to illustrate what can be done by involved parties to better prepare for the next event. Plan Review and Maintenance Planning is an ongoing process. The Evacuation Annex will need to be adapted to reflect growth and change of the city and its surrounding jurisdictions. This annex should be evaluated and updated along with the entire CEMP at least every five years. It may also be necessary to update this annex following an event in accordance with the after-action report or as new policies or programs are implemented that would impact an evacuation. Training and Exercise The Evacuation Annex will be incorporated in trainings and exercises in accordance with the city’s multi-year training and exercise schedule and the Homeland Security Exercise and Evaluation Program (HSEEP) guidelines. References The city maintains memorandums of understanding (MOUs) with a variety of other entities including businesses and non-governmental organizations for services during emergencies or disasters. A list is available at Q:\Emergency Management\Memorandums of Understanding. Additional department-specific MOUs may also be of use during an evacuation and can be obtained from department administrators. Many plans, reports and technical data were referenced and incorporated into the Evacuation Annex. The following is a comprehensive list of sources: AGENDA ITEM # 8. a) October 2023 278 • Cedar Falls Dam Failure Response Plan (draft) • Cedar Falls Project Emergency Action Plan • City of Renton Comprehensive Emergency Management Plan (CEMP) • City of Renton Annex to the King County Regional Hazard Mitigation Plan • City of Renton Land Use Code • Flood Studies for Cedar and Green Rivers • Howard A. Hanson Dam Emergency Action Plan • Mud Mountain Dam Master Plan • Olympic Pipeline Plan • King County Comprehensive Emergency Management Plan (KCCEMP) • King County UASI Evacuation Template • Washington State Enhanced Hazard Mitigation Plan • Washington State Comprehensive Emergency Management Plan • Regional Coordination Framework for Disasters and Planned Events for Public and Private Organizations in King County, Washington • Revised Code of Washington • National Incident Management System • National Response Framework Appendices • Appendix A: City Boundaries and Services Areas • Appendix B: Flood Hazards - Green and Cedar Rivers • Appendix C: Gas Pipelines • Appendix D: Landslide Map • Appendix E: Comprehensive Land Use • Appendix F: Arterial Streets • Appendix G: Evacuation Routes AGENDA ITEM # 8. a) October 2023 279 Appendix A: City Boundaries and Services Areas AGENDA ITEM # 8. a) October 2023 280 Appendix B: Flood Hazards - Green and Cedar Rivers AGENDA ITEM # 8. a) October 2023 281 Appendix C: Gas Pipelines AGENDA ITEM # 8. a) October 2023 282 Appendix D: Landslide Map AGENDA ITEM # 8. a) October 2023 283 Appendix E: Comprehensive Land Use AGENDA ITEM # 8. a) October 2023 284 Appendix F: Arterial Streets AGENDA ITEM # 8. a) October 2023 285 Appendix G: Evacuation Routes AGENDA ITEM # 8. a) 1 CITY OF RENTON, WASHINGTON RESOLUTION NO. _______ A RESOLUTION OF THE CITY OF RENTON, WASHINGTON ADOPTING BY REFERENCE THE CURRENT CAPITAL FACILITIES PLANS FOR ISSAQUAH, KENT, AND RENTON SCHOOL DISTRICTS, AND CURRENT CAPITAL FACILITIES PLAN FOR RENTON REGIONAL FIRE AUTHORITY; ADOPTING BY REFERENCE THE “TRANSPORTATION IMPACT FEE UPDATE – INDUSTRIAL LAND USES” MEMORANDUM DATED SEPTEMBER 23, 2022; AND AMENDING THE 2023/2024 CITY OF RENTON FEE SCHEDULE. WHEREAS, on November 23, 2009, the Council adopted Ordinance No. 5509, which removed many fees from the Renton Municipal Code and consolidated them into the 2010 City of Renton Fee Schedule brochure, which has been subsequently amended; and WHEREAS, on November 14, 2022, the City Council passed Resolution No. 4484, adopting an amended fee schedule for 2023 and 2024; and WHEREAS, the fee schedule for 2023 and 2024 was subsequently amended by Resolution Nos. 4492 and 4501; and WHEREAS, it is necessary to approve an amended fee schedule to make periodic updates as part of the City’s Mid-Biennial Budget amendment; and WHEREAS, under Renton Municipal Code (“RMC”) Section 4-1-190 of Chapter 1, Administration and Enforcement, of Title IV (Department Regulations), the City of Renton has heretofore collected school impact fees on behalf of the Issaquah, Kent, and Renton School Districts, and collected fire impact fees on behalf of the Renton Regional Fire Authority (RRFA); and WHEREAS, the Issaquah, Kent, and Renton School Districts, and Renton Regional Fire Authority (RRFA) each have requested that the City of Renton adopt the Districts’ and RRFA’s AGENDA ITEM # 8. b) RESOLUTION NO. _______ 2 current Capital Facilities Plans and adjust the school and fire impact fees as established in the Districts’ Capital Facilities Plans and RRFA’s Capital Facilities Plan; and WHEREAS, the City adopted impact fees for transportation, parks, and fire protection in 2011 based on extensive research reflected in the "Rate Study for Impact Fees for Transportation, Parks and Fire Protection," City of Renton, dated August 26, 2011, adopted by the City Council by Ordinance No. 5670 on October 8, 2012; and WHEREAS, the City adopted impact fees for transportation in 2016 based on research reflected in "Rate Study for Impact Fees for Transportation," City of Renton dated July 5, 2016, adopted by the City Council by Resolution No. 4299 on November 21, 2016; and WHEREAS, the City has again conducted extensive research measuring the impact of new growth and development on transportation public facilities and that research is reflected in a memorandum on the subject of "Transportation Impact Fee Update – Industrial Land Uses," City of Renton dated September 23, 2022; and WHEREAS, on October 2, 2023, the City Council passed Ordinance 6120 exempting early learning facilities, such as daycares, from eighty percent (80%) of the transportation impact fees, for consistency with State law; and WHEREAS, the City Council desires to amend the city’s transportation impact fees to ensure greater compatibility with other local jurisdictions; and to exempt uses within the Center Downtown (CD) from 80% of the transportation impact fees for that use; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DO RESOLVE AS FOLLOWS: AGENDA ITEM # 8. b) RESOLUTION NO. _______ 3 SECTION I. The fee schedule is amended and replaced with the 2023-2024 City of Renton Fee Schedule brochure, which is attached hereto as Exhibit A and adopted by this reference (“Fee Schedule”). An updated copy of the Fee Schedule shall at all times be filed with the City Clerk as required by Ordinance No. 5509. SECTION II. The City Council hereby adopts by reference as if fully set forth herein the following Capital Facilities Plans: A. The 2023 Capital Facilities Plan of Issaquah School District No. 411, dated June 2023, attached as Exhibit B; and B. The Kent School District Six-Year Capital Facilities Plan 2022-2023 – 2028-2029, dated June 2023, attached as Exhibit C; and C. The 2023 Capital Facilities Plan of Renton School District No. 403, dated July 2023, attached as Exhibit D; and D. The Renton Regional Fire Authority Capital Facilities Plan, dated August 2023, attached as Exhibit E. SECTION III. The City Council of the City of Renton hereby adopts by reference as if fully set forth herein the memorandum regarding "Transportation Impact Fee Update – Industrial Land Uses," City of Renton dated September 23, 2022, as it amends the "Rate Study for Impact Fees for Transportation," City of Renton dated July 5, 2016, as it amends the "Rate Study for Impact Fees for Transportation, Parks and Fire Protection," City of Renton, dated August 26, 2011, as that study relates to Transportation, but reaffirming its adoption of the 2011 study as it relates to Parks and Fire Protection. The memorandum is attached hereto as Exhibit F. AGENDA ITEM # 8. b) RESOLUTION NO. _______ 4 SECTION IV. The amended Fee Schedule adopted by Section I of this resolution shall be effective on January 1, 2024 and thereafter act as the City of Renton’s Fee Schedule for all fees or changes referenced therein. The Fee Schedule shall remain in effect until amended or otherwise replaced by the City Council. In the event the Fee Schedule is not amended prior to the year 2025, the fees specified for the year 2024 shall continue to apply into and beyond 2025 until amended by the City Council. PASSED BY THE CITY COUNCIL the day of , 2023. ______________________________ Jason A. Seth, City Clerk APPROVED BY THE MAYOR this day of , 2023. ______________________________ Armondo Pavone, Mayor Approved as to form: Shane Moloney, City Attorney RES-FIN:1955:10/31/23 AGENDA ITEM # 8. b) RESOLUTION NO. ________ EXHIBIT A 2023-2024 City of Renton Fee Schedule brochure AGENDA ITEM # 8. b) City of Renton Fee Schedule 2023‐2024 Rev. July 2023 AGENDA ITEM # 8. b) City of Renton Fee Schedule 2023‐2024 Table of Contents Page SECTION I. MISCELLANEOUS FEES 1 SECTION II. MAPLEWOOD GOLF COURSE 2 SECTION III. CITY CENTER PARKING FEES 2 SECTION IV. AQUATIC FEES 3 SECTION V. CARCO THEATER (REPEALED) 3 SECTION VI. PARKS AND FACILITIES USE AND RENTAL 3 SECTION VII. COMMUNITY CENTER PASS CARD & FEES 4 SECTION VIII. AIRPORT CHARGES 4 SECTION IX. ANIMAL LICENSES FEES* ‐ RMC 5‐4‐24 SECTION X. BUSINESS LICENSES 5 SECTION XI. ADULT ENTERTAINMENT LICENSES 5 SECTION XII. DEVELOPMENT FEES 6 Building Fees:6 Land Use Review Fees:8 Site Work, Utilities, and Right of Way Fees: 10 Technology Surcharge Fee 14 Impact Fees: 14 Miscellaneous Fees: 15 SECTION XIII. FIRE DEPARMENT FIRE MARSHAL FEES (RFA) 15 16SECTION XIV. MONETARY PENALTY SCHEDULE FOR INFRACTIONS ISSUED UNDER THE AUTHORITY OF CHAPTER 7.80 RCW  AGENDA ITEM # 8. b) City of Renton Fee Schedule 2023‐2024 SECTION I. MISCELLANEOUS FEES1 2023 2024 1. Maps: a.$4 $4 b.  $12 $12 c.  $4 $4 d.  $12 $12 e.  $5 $5 2. Plat: a.  $2 $2 b.  $1 $1 3. Photocopies:  a.  $0.15 $0.15 b.  $0.20 $0.20 c.  $0.25 $0.25 4. Budget: a.  $10 $10 b.  N/C N/C 5. Audio or Video Recording Copies: a.$2 $2 b.$2 $2 6. Regulations and Plans: a.Comprehensive Plan and Map $30 $30 b.Title IV, Development Regulations: (i) Text and Zoning Map $110 $110 (ii) Text only $100 $100 c.Individual Chapters of Development Regulations $10 $10 d. Renton Municipal Code (two volumes)$400 $400 e.Code Supplements, per year: (i) Titles I ‐ III and VI ‐ X $70 $70 (ii) Title IV $70 $70 7. Miscellaneous Services: a.Certification and Notary Fees ‐ Clerk's Certification $10 $10 b.Notary Public Attestation or Acknowledgement or as $10 $10 otherwise provided for in RCW 42.28.090, per signature c.Hold Harmless Agreements and other similar documents $20 $20 not otherwise provided for d.Lamination of licenses, pictures $6 $6 e.Community Development Block Grants (CDBG) Loan Program: (i) Application Fee $200 $200 (ii) Loan Origination Fee $150 or 0.25% of loan amount,  whichever is greater $150 or 0.25% of loan amount,  whichever is greater (iii) Closing Costs (including any legal fees)50% of total actual costs 50% of total actual costs 8. Miscellaneous Charges for Police Services: a.Police Reports per page $0.15 $0.15 b.Record Checks (Written Response) $5 $5 c.Photographs ‐ Digital on CD $2 $2 d.Photographs ‐ black & white or color ‐ Cost of developing film Cost Cost e.Fingerprint Cards $5 $5 (i) Each additional card $1 $1 9. Charges for Fire Documents: a.Fire reports per page $0.15 $0.15 b.Fire investigative report on CD $2 $2 c.First copy ‐ black & white or color ‐ Cost of developing film Cost Cost d.Additional copy ‐ black & white or color ‐ Cost of developing film Cost Cost 10. Computer Listings: a.City of Renton new business list $10 $10 b.List of all business licenses $20 $20 c.Copies requested to be faxed, local number $3 $3 d.Copies requested to be faxed, long distance number (i) Multi‐family: 2 units, Duplexes, & Accessory Dwelling Unit (ADU)1 $10 $10 (ii) Six (6) or more pages (ten (10) page limit)$20 $20 11. Utility Fee: a.Special Request Water Meter Reading $30 $30 b.Utility New Account Setup $25 $25 c.Utility Billing Account Transfer (tenant billing form)$5 $5 d.Water utility outstanding balance search requested by $25 $25 fax, messenger, or letter e Water turn off and turn on fee $60 $60 f Water utility shutoff list processing fee $60 $60 g Water delinquent late fee of 10% of past due charges but not less than fifty cents 10% 10% h Water after hours service charge to turn on water after 3 p.m. (additional fee)$90 $90 i Tenant notification fee for impending shutoff of water per tenant $5 $5 j Petition filing fee for stormwater appeal from category determination and assessment $75 $75 k Meter Accuracy Reading ‐ For testing 3/4" through 2" meter $40 $40 l Meter Accuracy Reading ‐ For testing meters larger than 2"Time & Materials, requires Time & Materials, requires a $60 refundable deposit a $60 refundable deposit prior to test prior to test 12. Schedule of Fines for False Alarms ‐ Security/Burglar: (effective February 1, 2019) a.$25 $25 b.N/C N/C c.N/C N/C d.$100 $100 e.$250 $250 f.$25 $25 g.$50 $50 1  A registration year shall mean January 1 thru December 31 each year. 13. NSF Check Fees $25 $25 SECTION I. MISCELLANEOUS FEES1 (CONTINUED)2023 2024 14. Veteran Park Tile: Three lines $75 $75 15. Electronic Records1,2,3: Late Payment Fee Unregistered Alarm System Fee First False Alarm in a registration year1 One‐time Registration Fee Annual Registration Renewal Second False Alarm in a registration year1 Third or more False Alarm in a registration year1 Audio recording, each copy Video recording, each copy City's Budget to other municipality or quasi‐municipal corporation or other nonprofit charitable or education organization City's Budget Zoning maps ‐ standard 11 x 17 Zoning maps ‐ large 24 x 36 Comprehensive Plan map ‐ standard 11 x 17 Comprehensive Plan map ‐ large 24 x 36 Precinct maps First page Each additional page Each 8.5" x 11" or 8.5" x 14" Each 11" x 17" Each 8.5" x 11" or 8.5" x 14" color AGENDA ITEM # 8. b) City of Renton Fee Schedule 2023‐2024 a.Photocopies or printed copies of electronic records, per page $0.15 $0.15 b.Scanning paper records, per page $0.10 $0.10 c.$0.05 $0.05 d.$0.10 $0.10 e.Body worn camera footage redaction, per minute of documented staff time, plus other documented costs of redaction $0.64 $0.64 16. Document Recording Fees: a.Actual Costs Actual Costs b.Actual Costs Actual Costs 17. Publication Fees: Actual Costs Actual Costs SECTION II. MAPLEWOOD GOLF COURSE 2023 2024 1. a.Weekday: (i) 18 Hole $43 $43 (ii) 9 Hole $32 $32 (iii) 18 Hole, Senior $34 $34 (iv) 9 Hole, Senior $26 $26 (v) 18 Hole, Junior $25 $26 (vi) 9 Hole, Junior $19 $20 b.Weekend: (i) 18 Hole $50 $50 (ii) 9 Hole $32 $35 2. Club Rental1: a.Regular $30 $35 b.Premium $60 $65 3. Golf Cart Fees1: a.18 Hole $36 $38 b.18 Hole Single Rider $28 $28 c.9 Hole $24 $26 d.9 Hole Single Rider $18 $18 e.Trail Fee $15 $15 f.Half Cart, 18 Hole $18 $19 g.Half Cart, 9 Hole $12 $13 4. Driving Range Fees1: a.Large Bucket $13 $14 b.Small Bucket $10 $11 c.Warm‐up Bucket $6 $7 5. Lesson Fees: a.1/2 Hour Private $55 $60 b.1 Hour Private $80 $90 c.1/2 Hour Series Private $200 $220 d.1 Hour Series Private $300 $330 e.Group Series $140 $160 f.1/2 Hour Private, Junior $35 $40 g.Playing Lesson(3‐hole minimum/9‐hole maximum) per hole $25 $30 1 Rates include Washington State Sales Tax (WSST) SECTION III. City CENTER PARKING FEES 2023 2024 1. City Center Parking Garage Fees: Parking rates for retail parking will be as follows: a.Zero (0) ‐ two (2) hours N/C N/C b.Two (2) ‐ four (4) hours $2 $2 c.Four (4) ‐ six (6) hours $4 $4 d.Six (6) ‐ (10) hours $6 $6 e. 10 hours or more $10 $10 f.Monthly pass‐holders, tax included $35 $35 Green Fees1:  Transmission of records in an electronic format or for the use of agency equipment to send the records electronically, per gigabyte (GB) Electronic files or attachments uploaded for electronic delivery (email, cloud‐based data storage service, or other means of electronic delivery), for each four (4) files The applicant shall pay all document recording fees charged by King county and all administrative fees charged by the title company for  processing. Payment in full shall by submitted to the City before documents are sent for recording 1  The charges identified in RCW 42.56.120(3)(b) (and referenced above) may be combined to the extent that more than one type of charge applies to copies produced in response to a particular request. The actual  cost of any digital storage media or device provided by the agency. Alternatively, the City may charge a flat fee of up to $2 for the entire request as long as the cost of uploading and transmitting the electronic  records is reasonably estimated to equal or exceed that amount. Only one $2 flat fee per request is authorized for electronic records produced in installments. When records are provided electronically on a CD,  DVD, thumb drive, flash drive, or other electronic device, the requestor will be charged for the cost of the electronic storage device. The City may charge an actual‐cost service charge for requests that require use  of IT expertise to prepare data compilations or provide customized electronic access services when not used by the City for other purposes. A cost estimate and explanation will be provided to the requestor before  incurring the costs. 2  Option to waive charges.  The City may waive charges associated with fulfilling a request.  The decision will be based on various factors, including the volume and format of the responsive documents. The  decision to assess fees for fulfilling a public records request shall be made on a consistent and equitable basis, dependent primarily upon the amount of staff time required for copying, scanning, shipping,  uploading, and/or transmitting the records associated with fulfilling a request. 3  Certified copies.  If the requestor is seeking a certified copy of a City record, an additional charge of $1.00 per each complete document may be applied to cover the additional expense and time required for  certification. 1  Should Section I fees due total less than $4.00 and no other fee is due to the City at the same time, the department administrator may authorize to waive the entire amount due at their discretion. For purposes of this section, "weekend" shall mean Friday, Saturday, and Sunday. "Weekday" shall mean the remaining four days of the week. "Junior" shall mean ages 17 and under, "Senior" shall mean ages  62 and over.  Off‐season and promotional rates determined by management; posted on website. The applicant shall pay all Publication fees charged by publication outlet used by the City (The Seattle Times or equivalent). Payment in full shall  be made to the City prior to public hearing, permit approval or issuance, whichever comes first Miscellaneous charges associated with document recording, such as courier fees AGENDA ITEM # 8. b) City of Renton Fee Schedule 2023‐2024 SECTION IV. AQUATIC FEES 2023 2024 1. Admission for the Aquatic Center shall be as follows: a.Regular Session: (i) Infants ‐ under 1 year N/C N/C (ii) Youth ‐ 1 to 4 years $8 $8 (iii) Ages 5 and up $16 $16 (iv) Lap swim ‐ water walking only $5 $7 (v) Locker Rental $0.25 $0.25 b.Canopy Rental Fees1: (includes canopy and admission for one leisure swim session): (i) Henry Moses Party Tent #1  (10' x 20' for up to twenty‐five (25) guests on wave pool): (1) Resident Rate, per session $600 $600 (2) Non‐resident Rate, per session $700 $700 (ii) Henry Moses Party Tent #2  (10' x 20' for up to twenty‐five (25) guests): (1) Resident Rate $500 $500 (2) Non‐Resident Rate $600 $600 (iii) Henry Moses Party Tent #3 (10' x 10' for up to ten (10) guests): (1) Resident Rate, per session $250 $250 (2) Non‐resident Rate, per session $300 $300 c.Resident Rate all inclusive1 $3,800 $3,800 d.Non‐resident Rate all inclusive1 $4,800 $4,800 e.Swim Lesson Program: Fees and associated descriptions are published in the "Let's Go Renton " Renton Activities Guide f.End‐of‐year School Party Rentals: (i) Renton School District (1) 001 ‐ 299 students $1,900 $1,900 (2) 300 ‐ 399 students $2,250 $2,250 (3) 400 ‐ 499 students $2,400 $2,400 (4) 500 ‐ 599 students $2,550 $2,550 (ii) Other Schools and Districts (1) 001 ‐ 299 students $2,450 $2,450 (2) 300 ‐ 399 students $2,850 $2,850 (3) 400 ‐ 499 students $3,150 $3,150 (4) 500 ‐ 599 students $3,360 $3,360 1  Sales tax not included in the rental fee 2. Boat Launch Rates: a.Daily resident ‐ 7 days a week $20 $20 b.Daily Non‐resident ‐ 7 days a week $25 $25 c.Overnight resident ‐ 7 days a week $25 $25 d.Overnight Non‐resident ‐ 7 days a week $45 $45 e.Annual parking boat launch permit ‐ resident $70 $70 f.Annual parking boat launch permit ‐ non‐resident $130 $130 g. (i) $110 $110 (ii) $115 $115 SECTION V. CARCO THEATER (REPEALED)2023 2024 SECTION VI. PARKS AND FACILITIES USE AND RENTAL 2023 2024 1. Outlying Picnic Shelters (Cedar River Trail, Liberty Park, Phillip Arnold Park, Teasdale Park and Heritage Park) Maximum of 50 people: a.Resident 10am‐7pm $150 $150 b.Non‐resident 10am‐7pm $290 $290 2. Gene Coulon Beach Park Shelters (South #1, South #2 and Creekside) Maximum of 75 people: a.Resident 10am‐7pm $150 $150 b.Non‐resident 10am‐7pm $290 $290 e.South Shelters 1 & 2 Resident rate $310 $310 f.South Shelters 1 & 2 Non‐resident rate $610 $610 3. Gene Coulon Beach Park Shelters (North Shelter): a.Resident 10am‐7pm $200 $200 b.Non‐resident 10am‐7pm $360 $360 4. Basketball court rate per hour (Tournament Play Only): a.Resident rate $25 $25 b.Non‐resident rate $30 $30 5. a.Resident rate per hour $25 $25 b.Non‐resident rate per hour $30 $30 c.Temporary Event Permit Fee $85 $85 6. Piazza Park Open Space Event Rental a.Full day rental  10am ‐ 7pm $500 $500 7. Photo Shoots per hour: a.Commercial Film and Photo Shoots per hour $300 $300 8. Electrical Spider Box rental: a.      Electrical spider box rental per box, per event, with special event approval $200 $200 Open Space Area in the Parks (Cascade, Teasdale, Phillip Arnold, Cedar River, Earlington, Gene Coulon, Glencoe, Kennydale Lions, Sunset, and  Riverview Parks): Fishing Tournaments at Coulon Beach (additional rental fee if using the Pavilion area for weigh in and or electricity at the current rental rate) per event Resident rate Non‐resident rate AGENDA ITEM # 8. b) City of Renton Fee Schedule 2023‐2024 SECTION VI. PARKS AND FACILITIES USE AND RENTAL (CONTINUED)2023 2024 9. Athletic Field Rental, Lights and Prep Fees: a.Sports field rental per hour ‐ resident $30 $30 b.Sports field rental per hour ‐ non‐resident $36 $36 c.Renton Area Youth Sports Agencies, per hour $8 $8 d.Field prep for softball/baseball ‐ resident per occurrence $35 $35 e.Field prep for soccer ‐ resident per occurrence $50 $50 f.Custom Field prep ‐ resident per occurrence $100 $100 g.Field prep for softball/baseball ‐ non‐resident per occurrence $35 $40 h.Field prep for soccer ‐ non‐resident per occurrence $50 $55 i.Custom Field prep ‐ non‐resident per occurrence $100 $100 j.Field lights all sports ‐ resident per hour $30 $30 k.Field lights all sports ‐ non‐resident per hour $36 $36 10. Banquet & Classroom Rental ‐ Community Center & Senior Activity Center: a.Friday evening 5 hour minimum ‐ resident $750 $750 b.Weekend Rates 10 hour minimum ‐ resident $1,500 $1,500 c.Extra hours ‐ per hour ‐ resident $150 $150 d.Friday 5 hour minimum ‐ non‐resident $900 $900 e.Weekend Rates 10 hour minimum ‐ non‐resident $1,800 $1,800 f.Extra hours ‐ per hour ‐ non‐resident $180 $180 g Banquet Room ‐ Mon ‐ Fri ‐ daytime ‐ resident/hr 3 hour min $100 $100 h Banquet Room ‐ Mon ‐ Fri ‐ daytime ‐ non‐resident/hr 3 hour min $90 $120 i.Damage deposit $550 $550 j Cancellation Fee ‐ Less than 90 days $550 $550 11. Classroom and Gymnasium Rental ‐ Renton Community Center: a.Resident single gym athletic ‐ per hour $50 $50 b.Non‐resident single gym athletic ‐ per hour $60 $60 c.Resident double gym athletic ‐ per hour $100 $100 d.Non‐resident double gym athletic ‐ per hour $120 $120 e.Resident single gym non‐athletic $1,000 $1,000 f.Non‐resident single gym non‐athletic $1,200 $1,200 g.Resident double gym non‐athletic $2,000 $2,000 h.Non‐resident double gym non‐athletic $2,400 $2,400 i.Carpet fee single gym ‐ resident & non‐resident $325 $325 j.Carpet fee double gym ‐ resident & non‐resident $650 $650 k.Classroom resident $40 $40 l.Classroom Non‐resident $48 $48 12. Facility Rental ‐ Neighborhood Center: a.Meeting room ‐ resident $35 $40 b.Gymnasium ‐ resident $35 $40 c.Meeting room ‐ non‐resident $40 $48 d.Gymnasium ‐ non‐resident $40 $48 13. Farmer's Market a.10x10 Lot $40 $40 b.Half Lot $20 $20 c.Application fee $30 $30 d.Electrical fee $5 $5 14. Parklet Rentals  a. Parklet Rental including Installation per Occurrence1 $500 $500 15. Outlying Park Buildings (Tiffany Park Building, Kennydale Park Building, Teasdale Park Building) a.6‐hour block ‐ resident $200 $200 b.6‐hour block ‐ non‐resident $240 $240 c.Deposit resident & non‐resident $250 $250 d.Non‐profit fee ‐ per hour (no deposit required)$40 $40 SECTION VII. COMMUNITY CENTER PASS CARD & FEES 2023 2024 Fees and associated descriptions are published and available in the "Let's Go Renton" Recreation Guide. SECTION VIII. AIRPORT CHARGES 2023 2024 1.Airport Fuel Flow Charge:  per gallon $0.08 $0.08 2.JetA Fuel Flow Charge:  per gallon $0.10 $0.10 4. 3.T‐Hangar Waitlist wait list, one time fee $100 $100 7. 4.T‐Hangar, Non‐Refundable Move‐in Fee (non‐refundable)$250 $250 5 T‐Hangar Rental Space (monthly) (plus leasehold excise tax)$409.43 $409.43 5. 6.Tie‐down Waitlist wait list, one time fee $25 $25 7 Tie‐down Rental Space (monthly) (plus leasehold excise tax)$106.43 $106.43 8.Penalty for violation of Minimum Standards/Airport Rules & Regulations (each occurrence)$500 $500 9.Penalty for Movement Area Incursions (each occurrence), assessed to sponsor/tenant $500 $500 6. 10.Lost gate card fee per occurrence $50 $50 3. 11.Transient airplane parking (daily)$8 $8 SECTION IX. ANIMAL LICENSES FEES1 ‐ RMC 5‐4‐2 2023 2024 1.Altered Animal Annual License $30 $30 2.Unaltered Animal Annual License $50 $50 3.Economically Qualified Resident Special Lifetime License $0 $0 4.Duplicate Tag $10 $10 1  Long‐Term Right of Way Permit will be required if located within the City Right of Way.  See Section XII, Development Fees, of the City of Renton Fee Schedule Brochure: Subsection e of subsection 3, Site Work,  Utilities, and Right of Way Fees 1  Please note, impounded animals are subject to license fees, microchipping costs, and other out‐of‐pocket costs as specified in RMC 6‐6‐2. AGENDA ITEM # 8. b) City of Renton Fee Schedule 2023‐2024 SECTION X. BUSINESS LICENSES 2023 2024 1. General Business License: a.Registration Fee $150 $150 b.Appeal of Business License Decision $250 $250 2. Penalties: a.The penalty to reinstate an expired business license $50 $50 b.The penalty  for failure to obtain a business license $250 $250 c. SECTION XI. ADULT ENTERTAINMENT LICENSES 2023 2024 1. Every person applying for a adult entertainment license  shall pay the applicable nonrefundable application fee: a.Adult Entertainment Business License $750 $750 b.Entertainer $75 $75 c.Manager $75 $75 d.License Replacement $10 $10 2. Penalties: a.Civil Penalty, per violation $1,000 $1,000 Failure to pay the license fee within one day after the day on which it is due and payable pursuant to subsection C7 of Chapter 5 of the RMC  shall render the business enterprise subject to a penalty of (5%) of the amount of the license fee for the first month of the delinquency and  an additional penalty of (5%) for each succeeding month of delinquency, but not exceeding a total penalty of (15%) of the amount of such  license fee. 5%‐15% 5%‐15% AGENDA ITEM # 8. b) City of Renton Fee Schedule 2023‐2024 SECTION XII. DEVELOPMENT FEES 2023 2024 1. a. (i)$42 $42 b. (i)$317 $317 (ii)$348 $348 (iii)$254 $254 (iv)$285 $285 (v)$285 $285 (vi)$348 $348 c. (i)65% of permit fee 65% of permit fee (ii)50% of initial plan Check Fee 50% of initial plan Check  d. (i)$25 $25 (ii) (1)$6.50 $6.50 (2)$2 $2 e. (i) (1) (a)$269 $269 (b)$285 $285 (2) (a)$209 $209 (b)$221 $221 (c)$26 $26 (d)$209 $209 (e)$93 $93 (ii) (1)$82 $82 (2)$82 + 4.89% of value $82 + 4.89% of value (3)$106.45 + 4.93% of value $106.45 + 4.93% of value Mult $303.78 + 2.58% of value $303.78 + 2.58% of value (5)$1,463.10 + 1.70% of value $1,463.10 + 1.70% of value (6)$4,870.92 + 1.45% of value $4,870.92 + 1.45% of value (7)$15,775.97 + 0.53% of value $15,775.97 + 0.53% of value (iii)$209 $209 (iv) (1)$209 $209 (2)$209 $209 (3)$209 $209 (5) (a)$135 $135  (b)$209 $209  f.$190 $190 Review Fee Temporary Electrical Services Miscellaneous Electrical Fees Multi‐Family, Commercial and Industrial Fees: Fees based on value of work. Residential Fees ‐ Single ‐Family and Duplex State Building Code Fee: Electrical Permit Fees2: Non‐residential projects $1.00 to $500.00 Signs per each Mobile Homes Low Voltage Work (e.g., alarm systems; thermostats; computer, data, or phone lines; fiber optics, cable  television, etc.) (4) Job Trailers Building Plan Check Fee1 Building and Demolition Permit Fees:1 Building Fees: (viii) (vii) (vi) (ii) (iii) (iv) (v) Base Fee/Valuation $1.00 to $500.00 Valuation $501.00 to $2,000.00 Valuation $2001.00 to 25,000.00 Valuation $25,001.00 to $50,000.00 Valuation $50,001.00 to $100,000.00 Valuation $100,001.00 to $500,000.00 Valuation $500,001.00 to $1,000,000.00   Valuation $1,000,001.00 and up Combination Building Permit Fees1,2 1  This fee shall be $0 for Accessory Dwelling Units (ADU). $500.01 to $1,000.00 $1,000.01 to 5,000.00 $5,000.01 to $50,000.00 $50,000.01 to $250,000.00 $250,000.01 to $1,000,000.00 House Moving1 ‐ minimum per hour Inspection Fee: $1,000,000.01 and up Cooling system circuit for new or replaced appliance  Up to 200 AMP Over 200  AMP 2  Exemption: Residential telephone communication systems, thermostats, security systems, and cable television installations are exempt from fees 1  This fee shall be $0 for Accessory Dwelling Units (ADU). 1  This covers only the Building Section inspection of the structure prior to move. There is a separate additional fee charged by the Public Works Department to cover the actual house  move permit. A building permit is also required in order to site the structure on the new site. Base Residential Fee Each additional unit after first unit Residential projects: Residential Photovoltaic (PV) Solar Panel Permit fee New Service ‐ Single Family and Duplex1 Service Changes/New Circuits ‐ Single Family and Duplex: Change up to 200 AMP Change over 200 AMP Any new circuits added to above price is per each up to a maximum of $80.00 Minimum fee for remodel/addition of new circuits without a service charge Initial Building Plan Check Fee2 Additional Building Plan Check Fee Plumbing up to 3,000 sq ft Plumbing over 3,000 sq ft Mechanical up to 3,000 sq ft Mechanical over 3,000 sq ft Electrical up to 3,000 sq ft Electrical over 3,000 sq ft 50% of commercial fees  Minimum $209 50% of commercial fees  Minimum $209 2  Building Plan Check Fee is in addition to the building permit fees, demolition permit fees, and combination building permit fees.  The plan check fee is equal to 65% of the building permit  fee, or the demolition permit fee, or the combination building permit fee.  Includes three (3) review cycles. 1  This fee shall be $0 for Accessory Dwelling Units (ADU). 1  This fee shall be $0 for Accessory Dwelling Units (ADU). 2 Combination Building Permit fees are required for each new single family residential structure. $42 + $4.70 x each  $100 value $42 + $4.70 x each  $100 value $112.57 + $21.63 x each  $1,000 value $112.57 + $21.63 x each  $1,000 value $610.06 + $15.57 x each  $1,000 value $610.06 + $15.57 x each  $1,000 value $999.31 + $10.85 x each  $1,000 value $999.31 + $10.85 x each  $1,000 value $1,541.81 + $8.63 x each  $1,000 value $1,541.81 + $8.63 x each  $1,000 value $4,993.81 + $7.33 x each  $1,000 value $4,993.81 + $7.33 x each  $1,000 value $8,659.81 + $5.66 x each  $1,000 value $8,659.81 + $5.66 x each  $1,000 value $190 on 1st unit / $24 each  add'l unit $190 on 1st unit / $24 each  add'l unit Inspection Fee For Condominium Conversionsg. AGENDA ITEM # 8. b) City of Renton Fee Schedule 2023‐2024 SECTION XII. DEVELOPMENT FEES (CONTINUED)2023 2024 1. h. (i)$190 $190 (ii)Building Permit Fees Building Permit Fees i. (i)$65 $65 (1)$26 $26 (2) Boiler or Compressor $26 $26 (3)$26 $26 (4) Ventilation/exhaust fan $26 $26 (5) Fuel Gas Piping (each gas piping system up to 6 outlets)$26 $26 (ii)$96 $96 (1)$45 $45 (2) Boiler or Compressor $96 $96 (3) Refrigeration System $96 $96 (4)$96 $96 (5) Incinerator: Installation or relocation of each  $127 $127 (6)$45 $45 (7) Fuel Gas Piping (each gas piping system up to 6 outlets)$45 $45 j. (i) Residential ‐ Plumbing Permit base fee plus itemized fees below $65 $65 (1)$12 $12 (2) Water Service: For meter to house $12 $12 (3) Per fixture for repair or alteration of drainage or vent piping $12 $12 (4) Per drain for rainwater systems   $12 $12 (5) Per lawn sprinkler system, includes backflow prevention $12 $12 (6) Per vacuum breaker or backflow protection device on tanks, vats, etc.$12 $12 (7) Per interceptor for industrial waste pretreatment $12 $12 (8) Fuel Gas Piping: (each gas piping system up to 6 outlets)$26 $26 (ii) Commercial or Multi‐Family: Plumbing Permit base fee plus itemized fees below $96 $96 (1)$19 $19 (2)$19 $19 (3)$19 $19 (4)$19 $19 (5)$19 $19 (6)$19 $19 (7)$19 $19 (8)$33 $33 (9)$96 $96 k. (i) (1)$317 $317 (2)$317 $317 (ii) (1)$96 $96 (2)$96 $96 (3)$63 $63 (4)$158 $158 (5)$96 $96 (6)$96 $96 l. (i) (1)$158 $158 (2)$158 $158 (3)$158 $158 (4)$175/hr $175/hr (ii) (1)40% 40% (2)50% 50% (3)$158/hr $158/hr (4)5% of Permit Fee 5% of Permit Fee (5)5% of Permit Fee 5% of Permit Fee  (iii)2 X Permit Fee 2 X Permit Fee 1  This fee shall be $0 for Accessory Dwelling Units (ADU). 2 Applies to inspection performed on Saturdays, Sundays, observed City of Renton holidays, and non‐holiday Monday‐Fridays  outside the hours of 7:00AM to 3:30PM Decorative Flags fee is per entrance and valid until flag(s) are removed Roof, projecting, awning, canopy, marquee, and wall signs Freestanding ground and pole signs   Temporary and Portable Signs: Per plumbing fixture (e.g., sink, shower, toilet, dishwasher, tub, etc.) or set of fixtures on one trap Water Service: For meter to building Mechanical Permit Fees:1 Residential ‐ Mechanical Permit base fee plus itemized fees below: Commercial or Multi‐Family ‐ Mechanical Permit base fee plus itemized fees below: Within a manufactured home park Manufactured/Mobile Home Installation Fees1: Appliance or piece of equipment regulated by this code but not classed in other appliance categories, or for  which no other fee is listed in this code Appliance or piece of equipment regulated by this code but not classed in other appliance categories, or for  which no other fee is listed in this code Outside of a manufactured home park Heating system (furnace, heat pump, suspended heater, fireplace, wood stove, etc.).  A/C system (air  conditioner, chiller or Air Handling Unit (VAV) including ducts and vents Site Plan/Zoning Review1 Engineering Review1 Fuel Gas Piping: (each gas piping system up to 6 outlets) Medical Gas Piping: (each gas piping system up to 6 outlets) Sign Permit Fees: Plumbing Permit Fees:1 Per fixture for repair or alteration of drainage or vent piping Per drain for rainwater systems    Per lawn sprinkler system, includes backflow prevention  Per vacuum breaker or backflow protection device on tanks, vats, etc. Per interceptor for industrial waste pretreatment Miscellaneous Fees: Minimum Housing Inspection Building Fees: (Continued) 1  This fee shall be $0 for Accessory Dwelling Units (ADU). 1  This fee shall be $0 for Accessory Dwelling Units (ADU). 1 Includes plan review and inspection fees for the foundation (electrical, plumbing, mechanical, sewer and water connection fees are in addition to the below amounts). WABO ‐ Adult Family Home; Misc building inspection Commercial Hood: Installation of each served by a mechanical exhaust, including the ducts for such hood each  Heating system (furnace, heat pump, suspended heater, fireplace, wood stove, etc.).  A/C system (air  conditioner, chiller or Air Handling Unit (VAV) including ducts and vents Reinspection Fee; Misc building inspection Electrical, Plumbing, or Mechanical Permits (percentage of permit fee) Additional Plan Review Fees: Over three review cycles (percentage of plan review fee) Miscellaneous Plan Review: hourly fee. Real Estate Directional Signs, pursuant to RMC 4‐4‐100J2, permit valid for a 12‐months period Grand Opening Event Signs, pursuant to RMC 4‐4‐100J6d(i)  Per plumbing fixture (e.g., sink, shower, toilet, dishwasher, tub, etc.) or set of fixtures on one trap Work commencing before permit Issuance:  Where work for which the permit is required is started prior to obtaining  the permit, a special investigation fee in an amount equal to twice the permit fee shall be charged. The special  investigation fee shall be paid in addition to the required permit fees Permanent Signs: Inspection Fees: Plan Review Fees: Event Signs, pursuant to RMC 4‐4‐100J6d(ii) and (iii) per sign, per promotion A‐Frame Signs, pursuant to RMC 4‐4‐100J5 Charge is for the first sign, all subsequent signs are $50.00 Commercial Property Real Estate Banner each sign permit is valid for 12 months. After hours inspection2 AGENDA ITEM # 8. b) City of Renton Fee Schedule 2023‐2024 SECTION XII. DEVELOPMENT FEES (CONTINUED)2023 2024 2. (i)$56 $56 (ii)$120 $120 (iii) (1)$5,900 $5,900 (2)$5,900 $5,900 (iv) (1)$560 $560 (2)$560 $560 (3)$560 $560 (v)$5,930 $5,930 (1)$2,965 $2,965 (2)$5,930 $5,930 (vi) (vii)$5,900 $5,900 (viii) (1)$3,710 $3,710 (2)$1,800 $1,800 (3)50% of Application Fee 50% of Application Fee (4)Application Fee Application Fee (ix)N/C N/C (x)$1,410 $1,410 (xii)$11,240 $11,240 (xiii)100% of cost 100% of cost (xiv)$1,800 $1,800 (xv)$1,800 $1,800 (xvi)$180 $180 (xvii)$6,080 $6,080 (xviii)$180 $180 (xix)N/C N/C (xx)$570 $570 (xxi)$1,230 $1,230 (xxii) (1)$1,230 $1,230 (2)$3,650 $3,650 (3)$1,800 $1,800 (xxiii)$170 $170 (xxiv) (1)$6,080 $6,080 (2)$3,040 $3,040 (3)$12,170 $12,170 (4)$6,080 $6,080 (5)50% of Application Fee 50% of Application Fee (6)Application Fee Application Fee (xxv) (1)$6,080 $6,080 (2)$3,030 $3,030 (xxvi) (1)$570 $570 (2)$1,730 $1,730 (xxvii)N/C N/C (xxviii)$5,900 $5,900 (xxix)$120 $120 (xxx) (1)N/C N/C (2)$3,030 $3,030 Mult $3,650 $3,650 (4)$3,650 $3,650 (xxxi) (1)$4,270 $4,270 (2)$3,030 $3,030 (3)50% of Application Fee 50% of Application Fee (4)Application Fees Application Fees (xxxii)$570 $570  (xxxiii)$3,030 $3,030 (xxxiv) (1)$280 $280 (2)$280 $280 (xxxv) (1)$120 $120 (2)$230 $230 (xxxvi)$1,490 $1,490 (xxxvii)$290 $290 (xxxviii)$540 $540 Preliminary  Final Waiver or Modification of Code Requirements cost is per request Zoning Compliance Letter Installation Temporary Use Permits: Tier 1 Tier 2 Variance (per each variance requested) Administrative or Hearing Examiner Application Conditional Use Permit Variance Hearing Examiner Review Administrative Review   Site Development Plan (Site Plan or Master Plan which includes design review fee for projects subject to RMC 4‐3‐100): Modification (minor, administrative)  Modification (major) required new application and repayment of fee required Small Cell Permit, per site4 Special Permit (Hearing Examiner)  Street Naming (Honorary) Substantial Development Permit  Planned Urban Development: Preliminary Plan Final Plan Reasonable Use Exception: In conjunction with land use permit Stand alone Public Arts Exemption Rezone   Routine Vegetation Management Permit without Critical Areas   Shoreline‐Related Permits: Shoreline Permit Exemption  Landscape Review Fee Legal Lot Segregation Lot Consolidation Major Plat Amendment  Manufactured/Mobile Home Park: Tentative Preliminary Final Open Space Classification Request Plats: Preliminary Short Plat  Final Short Plat  Preliminary Plat  Final Plat Minor Plat Amendment  Development Agreement Environmental Impact Statement Cost include the coordination, review and appeal. Draft and Final3 Environmental Checklist Review 100% of contract cost 100% of contract cost General Land Use Review1: Additional Animals Permit  Address Change Annexation: Less than 10 acres Administrative Appeal of: Hearing Examiner's Decision Administrative Decision Environmental Decision Binding Site Plan (total fee for both preliminary and final phases) Code Text Amendment Comprehensive Plan Map or Text Amendment (each) Conditional Use Permit: 10 acres or more Land Use Review Fees:  HEX Revision (minor, administrative)  Revision (major) Critical Areas Exemption Critical Areas Permit (xi) Critical Areas Review Fee:  for those projects that propose impacts to critical areas and will be billed at the cost of  contract biologist’s review.2 Lot Line Adjustment Environmental (SEPA) Addendum Fence Permit (special) Grading and Filling Permit (Hearing Examiner) AGENDA ITEM # 8. b) City of Renton Fee Schedule 2023‐2024 SECTION XII. DEVELOPMENT FEES (CONTINUED)2023 2024 2. a. b. (i) Land Use Review Fees:  (Continued) Miscellaneous Fees1: General Land Use Review1:  (Continued) SECTION XII. DEVELOPMENT FEES (CONTINUED ON THE NEXT PAGE) 1  Exception for Projects Vested in the County: For those projects that have vested to a land use permit under the development regulations of King County, the King County Land Use Review  Fee Schedule shall apply, and is hereby adopted by reference. A copy of that fee schedule has been filed with the City Clerk and is available at the City Clerk’s office for public review. 1  Exception for Projects Vested in the County: For those projects that have vested to a land use permit under the development regulations of King County, the King County Land Use Review  Fee Schedule shall apply, and is hereby adopted by reference. A copy of that fee schedule has been filed with the City Clerk and is available at the City Clerk’s office for public review. 2  Per RMC 4‐3‐050F7, the City may charge and collect fees from any applicant to cover costs incurred by the City in review of plans, studies, monitoring reports and other documents related to  evaluation of impacts to or hazards from critical areas and subsequent code‐required monitoring. 3  When the City is the lead agency for a proposal requiring an Environmental Impact Statement (EIS) and the Environmental Review Committee (ERC) determines that the EIS shall be  prepared, the City may charge and collect a reasonable fee from any applicant to cover costs incurred by the City in preparing the EIS. The ERC shall advise the applicant(s) of the projected  costs for the EIS prior to actual preparation; the applicant shall post bond or otherwise ensure payment of such costs. The ERC may determine that the City will contract directly with a  consultant for preparation of an EIS, or a portion of the EIS, and may bill such costs and expenses directly to the applicant. Such consultants shall be selected by mutual agreement of the City  and applicant after a call for proposals. If a proposal is modified so that an EIS is no longer required, the ERC shall refund any fees collected under this subsection which remain after incurred  costs are paid. The City may collect a reasonable fee from an applicant to cover the cost of meeting the public notice requirements of this Title relating to the applicant’s proposal. The City  shall not collect a fee for performing its duties as a consulted agency. The City may charge any person for copies of any document prepared under this Title, and for mailing the document, in a  manner provided by chapter 42.17 RCW. 4  Prior to issuance of a small cell permit, the applicant shall pay the actual administrative expenses incurred by the City that are directly related to the City's review of the application,  including plan inspection, and approval, as authorized by RCW 35.21.860(1)(b), as may be amended. Permit review staff overtime (applies only if permit review is requested by the applicant to be performed on  Saturdays, Sundays, observed City of Renton holidays, and non‐holiday Monday‐Fridays outside of the hours of  city  staff regular work schedule) $175/hr $175/hr AGENDA ITEM # 8. b) City of Renton Fee Schedule 2023‐2024 2023 2024 3. a. (i) Grade and Fill Quantity Cleared or Disturbed Area < 50 cy < 7,000 sf 50 cy ‐ 499 cy 7,000 sf ‐ < 3/4 acre 500 cy ‐ 4,999 cy 3/4 ac ‐ < 1 ac 5,000 cy ‐ 49,999 cy 1 ac ‐ < 2.5 ac 50,000 cy ‐ 99,999 cy 2.5 ac ‐ < 5 ac 100,000 cy and larger 5 ac and larger (1) (a)N/A N/A (b)$520 $520  (c)$700 $700  (d)$1,050 $1,050  (f)$1,400 $1,400  (e)$1,750 $1,750  (2) (a)N/A N/A (b)$500 $500  (c)$1,000 $1,000  (d)$1,330 $1,330  (f)$2,660 $2,660  (e)$3,990 $3,990  (3)1.5 x Review/Intake Fee 1.5 x Review/Intake Fee (4)1.5 x Review/Intake Fee 1.5 x Review/Intake Fee (ii) (1)6% of cost 6% of cost (2)$9,000 + 5% over $150,000 $9,000 + 5% over $150,000 (3)$17,500 + 4% over $350,000 $17,500 + 4% over $350,000 (iii)0.5% of cost 0.5% of cost (iv) $280 $280  (2)$1,700 $1,700  (v)$3,000 $3,000  b. (i) (1)$1,120 $1,120  (2)$2,250 $2,250  (3)$4,500 $4,500  (ii) (1)15% of total 15% of total (2)10% of total 10% of total (3)5% of total 5% of total (iii)$840 $840  c. (i) (1) (a)$4,850 $4,850 (b)$648 $648 (c)$3,650 $3,650 (2) (a)$24,250 $24,250 (b)$3,238 $3,238 (c)$18,250 $18,250 (3) (a)$38,800 $38,800 (b)$5,181 $5,181 (c)$29,200 $29,200 $150,000.00 or less Over $150,000.00 but less than $350,000.00 $350,000.00 and over Site Plan/Zoning Review and Inspection Fee6,7 1  Fees are based on the amount covered by the Latecomers'. Water service fee1,4 Fire sprinkler service fee 2,3 Wastewater fee1,4 $200,000 and over Annual Licenses of Solid Waste Fills Review Fee1,2:   SECTION XII. DEVELOPMENT FEES (CONTINUED) New or Replaced Hard Surface < 2,000 sf 2,000 sf ‐ 4,999 sf 5,000 sf ‐ < 1 ac 1 ac ‐ < 2.5 ac 2.5 ac ‐ < 5 ac 5 ac and larger Site Work, Utilities, and Right of Way Fees: Site Work and Civil Construction Fees:   Tier 0 1 2 3 4 5 Clearing, Grading, Excavation, and Mining Permits and License Fees: Fees shall be based on the highest tier  7  Cost of improvements shall be based on the City's bond quantity worksheet and shall include all project related improvements outside of the building envelopes, including, but not limited to, all costs required to construct the  following: paved parking lots, private sidewalks or walkways; private and public storm water management facilities; temporary erosion and sedimentation control facilities; water quality facilities; public and private streets;  public and private sanitary sewers; public water main improvements; required off‐site street, bike and pedestrian improvements; street lighting improvements; required landscaping and street tree improvements; and site  grading and mobilization costs.  The applicant may elect to submit a separate, itemized cost estimates for each item of improvement subject to the approval by the City. 1‐1/2 inch: Multi‐family: 2 units, Duplexes, & Accessory Dwelling Unit (ADU)1 $50,000 or less  Wastewater fee4 2 inch: Water service fee4 Water service fee4 Civil construction plan review and inspection fees6,7,8:  8  Fifty Percent (50%) of the fee is due at Civil Construction Permit Application and the remaining shall be due prior to permit issuance. Wet weather (annual fee) 5  If deemed necessary by the City in its sole discretion, the City will contract with one or more consultants to provide plan reviews and/or inspections with the related costs and expenses payable by the applicant. 3  All developers, municipal or quasi‐municipal entities, or utility corporations or companies, except those specifically exempted, shall pay fees under this Section. Exempted entities include City‐franchised cable TV, cable  modem, natural gas, telecommunications, and electrical power.  Plan Revision following Permit Issuance: (1)Minor (Results in a change 10% or less than the cost of improvements7. Excludes minor adjustments that are  approved by the City to be shown on record drawings.) Major (Results in a change of greater than 10% of the cost of improvements 7.) 6  The fee shall be based up percentage of the estimated cost of improvements.   1  The fee for a grading license authorizing additional work to that under a valid license shall be the difference between the fee paid for the original license and the fee shown for the entire project.  2  Any unused fee may be carried forward to the next year. If any work is done before the license is issued, the grading license fee shall be doubled. Segregation processing fee, if applicable  Over $50,000 but less than $200,000 4  Includes three (3) review cycles. Additional reviews will be charged $1,700 each. 5/8 x 3/4 inch and 1 inch: Water and Wastewater System Development Charges (SDC): Utility System Development Charges (SDC): 2  The administration and collection fee is deducted from each individual latecomer fee payment and the balance forwarded to the holder of the latecomer’s agreement pursuant to RMC 9‐5, Tender of Fee. Latecomers' Agreement Application Fees1: Processing fee2 (Nonrefundable)  $50,000 or less  Over $50,000 but less than $200,000 $200,000 and over Fire sprinkler service fee 2,3 Wastewater fee4 Fire sprinkler service fee 2,3 Solid Waste Fills Review Fee1: Inspection/Issuance Fee: Review/Intake Fee: Tier 0 (no permit required) Tier 1 Tier 2 Tier 3 Tier 4 Tier 5 Tier 0 (no permit required) Tier 1 Tier 2 Tier 3 Tier 4 Tier 5 AGENDA ITEM # 8. b) City of Renton Fee Schedule 2023‐2024 2023 2024 3. c. (4) (a)$77,600 $77,600 (b)$10,362 $10,362 (c)$58,400 $58,400 (5) (a)$121,250 $121,250 (b)$16,191 $16,191 (c)$91,250 $91,250 (6) (a)$242,500 $242,500 (b)$32,383 $32,383 (c)$182,500 $182,500 (7) (a)$388,000 $388,000 (b)$51,812 $51,812 (c)$292,000 $292,000 (ii) (1)$2,300 $2,300 (3)$0.920 per sq foot $0.920 per sq foot (iii)$840 + administrative costs $840 + administrative costs (iv) d. (i) (1) (a)$50 $50  (c)Time and materials Time and materials (d)$275 $275  (e)$95 $95  (f)$250 $250  (g)$560 $560  (h)$1,025 $1,025  (i)$80 $80  (k)$185 $185  (n)Time and materials Time and materials (o)$50 $50  (p)$200 $200  (2) (a) (i)$2,875 $2,875  (ii)$400 $400  (b) (i)$2,935 $2,935  (ii)$400 $400  (c) (i)$2,875 $2,875  (ii)$460 $460  (d) (i)$4,605 $4,605  (ii)$750 $750  6  Temporary connection may be granted for a one‐time, temporary, short‐term use of a portion of the property for a period not to exceed three (3) consecutive years.  Fee shall be paid annually (non‐prorated), and shall be  nonrefundable, nontransferable (from one portion of the property to another) and shall not constitute a credit to the system development charge due at the time of permanent use of the utility system. The application for  temporary connection shall consist of a detailed plan and a boundary line of the proposed development service area for use in the fee determination. (b) (j) $250 + $0.15 per lineal foot Cost of test +  $70 processing fee Cost of test +  $70 processing fee $60 deposit +  time and materials $60 deposit +  time and materials Water meter tests on meters 2" or larger Specialty water tests (lead, copper, etc) Water main connections $2,000 deposit +  time and materials Installation of isolation valve.  Open and close fire hydrants for fire flow tests conducted by others.  Water service disconnection (cut at main) Water Construction Permit Fees: Miscellaneous water installation fees.  Service size reductions Installation of stub service and meter setter only. 30% of SDC 30% of SDC 30% of SDC Fire sprinkler service fee 2,3 Wastewater fee4 4 inch: Storm Water System Development Charges (SDC): New single family residence (including mobile/manufactured homes) & Accessory Dwelling Unit (ADU)1 Storm Water Fee; Fee equal to thirty percent (30%) of the current SDC applicable to that portion of the  property. Water service fee4 6 inch: $0.920 per sq foot Wastewater Fee; Annual fee equal to thirty percent (30%) of the current SDC applicable to the size of the  temporary domestic water meter(s). Utility SDC Segregation Request5 Meter resets Repair of damage to service Water meter tests for 3/4” to 2" meter Water Testing, Construction, and Administration Fees: Drop in meter only Drop in meter only Drop in meter only Drop in meter only Water Fee; Annual fee equal to thirty percent (30%) of the current SDC applicable to the size of the temporary  water meter(s). (2) (3) (1) Utility Construction Permit Fees:   5  The applicant shall pay the City’s administrative costs for the preparation, processing and recording of the partial payment of the fee(s). If the same segregation is used for more than one utility’s special assessment district,  and/or latecomer’s charge, then only one administrative fee is collected. Utility System Development Charges (SDC):  (Continued) 30% of SDC 30% of SDC 30% of SDC Fire sprinkler service fee 2,3 Wastewater fee4 8 inch: $0.920 per sq footAddition to existing single family residence greater than 500 square feet (including mobile/manufactured  homes) Fee not to exceed $2,300 3 inch: Water service fee4 All other uses charge per square foot of new impervious surface, but not less than $2,300 Fire sprinkler service fee 2,3 Wastewater fee4 Water service fee4 Fire sprinkler service fee 2,3 Wastewater fee4 Water service fee4 2  Based upon the size of the fire sprinkler service (NOT detector bypass meter) Temporary Utility Connection6: (2) $2,000 deposit +  time and materials Water main cut and cap Installation of stub service and meter setter only. $250 + $0.15 per lineal foot Water meter installation fees – City installed:  Installation fees for ring and cover castings 1  This fee shall be reduced by fifty percent (50%) for Accessory Dwelling Units (ADU). 4  Any parcel that currently has water and or sewer service is eligible for a prorated system development charge is eligible for credit of the existing connection.  Fee(s) based upon meter(s) proposed for final project will be  reduced by the fee(s) based upon meter existing on site. 3  Unless a separate fire sprinkler service is provided, the system development charge(s) shall be based upon the size of the meter installed and a separate Fire sprinkler service fee will not be charged. (l) (m) Water quality/inspection/purity tests Water turn ons/offs after hours New water line chlorination fee. Fee plus $0.15 per lineal foot for any footage after the first two hundred  fifty (250) lineal feet Installation of stub service and meter setter only. 1” meter installed by the City.2 Installation of stub service and meter setter only. 1‐1/2" meter installed by the City. 3/4” meter installed by City outside City limits2 3/4” meter installed by City within City limits.2 SECTION XII. DEVELOPMENT FEES (CONTINUED) Site Work, Utilities, and Right of Way Fees:   (Continued) AGENDA ITEM # 8. b) City of Renton Fee Schedule 2023‐2024 2023 2024 3. d. (e) (i)$4,735 $4,735  (ii)$950 $950  (4) (a)$50 $50 (b) (i)$500 $500 (ii)$2,000 $2,000 (iii)$25 $25 (c) (i)$50 $50 (ii)$250 $250 (ii) (1) (a)$375 $375 (b)$375 $375 (2) (a)$375 $375 (b)$375 $375 (3) (a)$375 $375 (b)$375 $375 (4) (a)$375 $375 (b)$375 $375 (5) (a)$375 $375 (b)$375 $375 (6)$375 $375 $375 $375 (iv)$525 $525 (v) (1)$500 $500 (2)$1,000 $1,000 e. (i) (1)$5,620 $5,620  (2) (a)$670 $670  (b)$670 + Time and Materials $670 + Time and Materials (c)$670 $670  (3) (a)Time and Materials Time and Materials (b)$135 $135  (c)$850 deposit + Time and Materials $850 deposit + Time and Materials    (i) (1)$715.38 $715.38  (2)$1,430.76 $1,430.76  (3)$2,146.14 $2,146.14  (4)$2,861.51 $2,861.51  (5)$3,576.89 $3,576.89  (ii)Actual cost Actual cost (e)$270 $270  (f)Actual cost Actual cost (4) (a)$10.00 $10.00  (b)$20.00 $20.00  (c)$30.00 $30.00  (ii) (1)$370 $370 (2)$700 $700 (3)$375 $375 Surface water permit fee Repair or modification of any of the above Street light system fee, per new connection to power system  Utility Locate Refresh Fee (Fee is due each time excavator calls in for locate refresh during 45‐day locate ticket) Ground water discharge (temporary connection to wastewater system for discharge of contaminated ground  water over 50,000 gallons) Rate plus billed for current Renton and King County sewer rate on discharged  amount (meter provided by property owner) Drop in meter only Hydrant Meter fees: Hydrant meter permit fee Deposits: 2” meter installed by the City. $220 (3) Water meter processing fees – Applicant installed: For meters larger than 2”, the applicant must provide  materials and install the meter. $220  Installation of stub service and meter setter only. SECTION XII. DEVELOPMENT FEES (CONTINUED) Site Work, Utilities, and Right of Way Fees:   (Continued) Utility Construction Permit Fees:   (Continued) Large project locate Surface water permit fee 3/4” meter and backflow prevention assembly. 3” meter and backflow prevention assembly. Deposit processing charge, nonrefundable. Meter rental (begins on day of pickup): 3/4” meter and backflow prevention assembly. Per month. 3” meter and backflow prevention assembly. Per month. Wastewater and Surface Water Construction Permit Fees1: Residential: Wastewater permit fee Wastewater permit fee Right of Way (ROW) Use Permits Fees1 Small work, including trenching less than 60 linear feet or installation of 6 or less utility poles 1  This fee shall be $0 for Accessory Dwelling Units (ADU). Master Service Agreement Application Fee3 (7) 2  This fee shall be reduced by fifty percent (50%) for Accessory Dwelling Units (ADU). Cut and Cap/Demolition Permit: Wastewater permit fee Surface water permit fee Reinspection for Wastewater or Surface Water Permits All other reimbursement  Tier 2, conduit outside of planter strips excluding signalized intersection crossings, bridges and train tracks Short‐Term ROW Permit Fees  (duration 30 days or less)2,7: Public Reimbursement (any costs incurred by the City on behalf of the permit applicant for installation or  operation of site equipment) All other fees6 Tier 1, Daily peak kWh <20 Tier 2, Daily peak kWh 21 ‐ 40 Tier 3, Daily peak kWh 41 ‐ 60 Tier 4, Daily peak kWh 61 ‐ 80 Tier 5, Daily peak kWh >81 (d) Site License Addendum Rent Conduit Lease Rates per Lineal Foot (annual fee): Tier 1, conduit in existing planter strips Electrical service (annual fee)  Single family residence, one unit only All other uses, excluding those listed Wastewater or storm water service Tier 3, conduit within signalized intersection crossings, bridges and train tracks All other work, permit fee plus staff time per hour6  Other public agencies constructing utilities within City right‐of‐way Small Cell Master Lease Agreement including Site License Addendum and Small Cell Permits Master Lease Agreement Administrative Costs, Staff time per hour and/or cost of materials.6 Pole Reservation, per pole  Administrative Fee, Base plus time and/or cost of materials.6  plus King County sewer rate on discharged amount plus King County sewer rate on discharged  amount Franchise Permit Fees: 4,5 Surface water permit fee Commercial: Wastewater permit fee Surface water permit fee Industrial: Wastewater permit fee Standard locate Franchise Permit Fees: AGENDA ITEM # 8. b) City of Renton Fee Schedule 2023‐2024 2023 2024 3. e. (iii) (1) (b) (i)$1,025 $1,025 (ii)$1,025 $1,025 (2) (i) (iv)$10 $10 f. (i)$280 $280  (ii)$280 $280  g. (i)$560 $560  (ii) (1)$840 $840  (2)$1,410 $1,410  (3)$2,250 $2,250  h. (i) (1) (a)$130/LF $130/LF (b)$150/LF $150/LF (ii)$158 $158  (iii)$158 $158  (iv)$158/hr $158/hr (v)$175/hr $175/hr (vi)$175/hr $175/hr (vii)Actual cost Actual cost (viii)$670 $670  2  Unscheduled work includes, but is not limited to, site work that is found to be occurring, or did occur, for which an inspection was not scheduled. Fee is subject to be applied for each occurrence but does not replace a stop  work order or other code violation as determined applicable by the City. The fee is in addition to any other applicable inspection fees. The fee may provide day of inspection at the discretion and availablility of the City inspector. Street with existing conveyance ditch 2  Work and/or use of the right of way, including those associated with a Civil Construction Permit and excludes utilities from other public agencies and service providers which shall be considered under a franchise permit. Short‐Term ROW  Permit Fee + LET9 Short‐Term ROW  Permit Fee + LET9 Within City Limits8; Short‐Term ROW Permit Fee associated with use plus leasehold excise tax (LET)9 Service Installation Only Utility Extension per 100' of Length (Min 200' Length) All uses without public benefit; fee is a per month charge assessed annually based on property value 12  of land to be utilized, plus leasehold excise tax9, if applicable.  (a) Long Term ROW Permit Fees (duration over 30 days)2: SECTION XII. DEVELOPMENT FEES (CONTINUED) Site Work, Utilities, and Right of Way Fees:   (Continued) Right of Way Use Permits Fees1 (Continued) 10  Insurance Required: Public Liability and property damage insurance is also required pursuant to RMC 9‐2‐5B, Minimum Permit Requirements for Excess Right‐of‐Way Use. King County ROW Permits/Inspections: Single family and two family uses11; fee assessed annually plus leasehold excise tax (LET)9,  if  applicable Duration greater than thirty (30) days but no more than one (1) year: Duration greater than one (1) year8,10: 0.5% x Value12 + LET9 0.5% x Value12 + LET9(ii) $50 + LET9 $50 + LET9 5  Applies only if permit review is requested by the applicant to be performed on Saturdays, Sundays, observed City of Renton holidays, and non‐holiday Monday‐Fridays outside of the hours of  city staff regular work schedule 6  Any work performed by City forces or under City contract on behalf of a permit applicant to repair damage to the City infrastructure or caused by the permit applicant or contractor under its control, or any and all roadway or  right‐of‐way cleanup efforts performed by City forces or under City contract that resulted from the work performed by the permit applicant or contractors under its control. 1  Bond required pursuant to RMC 9‐10‐5 3  The fixed application fee established herein is intended to cover the City’s internal administrative costs in processing and administering the franchise.  In addition to the fixed application fee, the City may require applicants to  either directly pay or reimburse the City for external costs reasonably incurred to process the application and/or administer the franchise agreement.  The City may require applicants to deposit funds in advance to cover legal  and/or other professional services fees as they are incurred. 4  The City may decide to contract with a consultant to perform plan reviews and inspections and may bill such costs and expenses directly to the applicant. 5  If a franchise agreement does not specify the fee amount, the generic fee, as identified in this fee schedule, shall be collected. 6  Regular hours and standard after hour and overtime fees apply. 11  Except those single family and two family uses that utilize right of way along a waterfront. 12  Right‐of‐way value shall be based on the assessed value of the land adjoining the property as established by the King County Assessor. Street with existing storm drainage main line Public Works Reimbursement6 Standard or minor drainage adjustment review All eligible uses except Single Family Additions less than 1,160 sq ft: 7A no fee permit may be issued for the following: individual homeowners performing work in street ROW for street tree or parking strip irrigation systems; residential moving pods or moving trucks provided that they are in the  ROW for no more than three (3) days; use in CD zone provided ground disturbing activity is not proposed; and work associated with City of Renton capital improvement projects or City funded projects. 8  A no fee permit may be issued for the following: A public agency and when the proposed use of the right‐of‐way provides a direct service to the public (e.g., Metro applications for right‐of‐way for bus shelters); and work  associated with City of Renton capital improvement projects or City funded projects. 9  Leasehold excise tax (LET) imposed pursuant to Chapter 82.29A RCW on leasehold interests for the use of real or personal public property shall be collected from the permittee at a rate established by the State of Washington. 3  Applies only to those fees that are noted as time and materials and performed during city staff regular work schedule. Single Family Additions less than 1,160 Sq Ft:  Proportional share of the fee in lieu of all eligible uses fee based  on square footage of addition. (2)(Sq Ft of addition / 1,160 sq ft) of Fee‐in‐lieu (Sq Ft of addition / 1,160 sq ft) of Fee‐in‐lieu Permit review staff overtime5 Regular Staff Review and Inspection Hours3 4  Applies to inspections performed on Saturdays, Sundays, observed City of Renton holidays, and non‐holiday Monday‐Fridays outside the hours of 7:00am to 3:30pm. Inspection for Unscheduled Work2 After hours inspection4 1   This fee shall be $0 for Accessory Dwelling Units (ADU). Oversize Load Permits (iii)All other uses;  fee is a per year charge of assessed value of land adjoining the property12, plus  leasehold excise tax9, if applicable. In no case less than $50.00.  0.5% x Value12 + LET9 0.5% x Value12 + LET9 Processing and completion fee, payable upon Council approval of the vacation and upon administrative  determination of appraised value of vacated right‐of‐way.  Appraised Value of Vacated right‐of‐way: Street and Alley vacation Fees: The imposition, collection, payment and other specifics concerning this charge are detailed in  chapter 9‐14 RMC, Vacations. Release of easement fees: The imposition, collection, payment and other specifics concerning this charge are detailed in  chapter 9‐1 RMC, Easements. Filing fee Processing fee  Filing fee Less than $25,000 $25,000 to $75,000 Re‐inspection Fee Over $75,000 Street Frontage Improvements Fee‐In‐Lieu:1 Miscellaneous Fees: AGENDA ITEM # 8. b) City of Renton Fee Schedule 2023‐2024 2023 2024 4. 5.0% 5.0% 5. a.  (i) (1)$11,377 $11,377 $15,510 (2)$4,718 $4,718 $3,514 (ii) (1)$0.00 $0.00  (2)$0.00 $0.00  (iii) (1)$2,911 $2,911 $2,161 (2)$3,697 $3,697 $4,257 (iv)5% x School Impact Fee 5% x School Impact Fee b. ITE Land Use  Codes (i)$10.68 $10.68 (ii) (i)ITE LUC 220 7550.02 $0.00 7550.02 $0.00 (iii) (ii)ITE LUC 560 $6.02 6.02 $4.79 (iv) (iii)ITE LUC 936 $248.51 248.51 $175.21 (v) (iv)ITE LUC 937 $261.04 261.04 $211.59 (vi) $6,345.23 $6,345.23 (vii) (v)ITE LUC 851 $249.31 249.31 $207.87 (viii) (vi)ITE LUC 565 $54.94 54.94 $19.81 (ix) (vii)ITE LUC 975 $69.16 69.16 $14.58 (x) (viii)ITE LUC 912 $157.10 157.1 $120.84 (ix)ITE LUC 930 $68.10 (x)ITE LUC 933 $159.44 159.44 $180.23 (xi)ITE LUC 934 $203.13 203.13 $182.87 (xii)ITE LUC 945 $73,411.90 73411.9 $89,966.30 (xiii)ITE LUC 944 $98,150.27 798150.27 $87,536.72 (xiv)ITE LUC 110 $10.68 $6.36 (xv) (xv)ITE LUC 710 $16.39 16.39 $14.07 (xvi) (xvi)ITE LUC 492 $40.49 40.49 $35.23 (xvii)ITE LUC 157 $2.57 (xiii)ITE LUC 155 $2.33 (xix)ITE LUC 156 $10.12 (xx)ITE LUC 154 $1.61 (xvii) (xxi)ITE LUC 610 $8.76 8.76 $7.22 (xviii) (xxii)ITE LUC 310 $4,819.16 4819.16 $4,216.05 (xxiii)ITE LUC 130 $5.62 (xix) (xxiv)ITE LUC 140 $8.04 8.04 $10.36 (xx) (xxv)ITE LUC 420 $2,570.22 2570.22 $2,286.67 (xxi) (xxvi)ITE LUC 720 $37.02 37.02 $36.23 (xxii) (xxvii)$2.89 $2.89 (xxiii) (xxiii)ITE LUC 240 $7,228.75 7228.75 $7,068.11 (xxiv) (xxix)ITE LUC 320 $4,417.57 4417.57 $3,001.25 (xxv) (xxx)ITE LUC 445 $722.88 722.88 $786.04 (xxxi)ITE LUC 220 $7,550.02 7,550. 02 $6,184.59 (xxvi) (xxxii)ITE LUC 620 $2,007.98 2007.98 $1,285.11 (xxvii) (xxxiii)ITE LUC 932 $68.51 68.51 $56.02 (xxxiv)ITE LUC 151 $1.50 (xxviii) (xxxv)ITE LUC 251 $3,293.10 3293.1 $3,694.69 (xxix) (xxxvi)ITE LUC 820 $29.88 29.88 $24.37 (xxx) (xxxvii)ITE LUC 210 $12,208.54 12208.54 $11,485.67 (xxxi) (xxxiii)ITE LUC 850 $73.97 73.97 $63.17 (xxxix)ITE LUC 215 $6,345.23 6,345.23 $6,987.79 (xxxx)ITE LUC 150 $3.29 (xxxii) (xxxxii)$8,031.94 $8,031.94 c.   (i)$3,276.44 $3,276.44 (ii)$2,659.70 $2,659.70 (iii)$2,531.21 $2,531.21 (iv)$2,222.84 $2,222.84 (v)$2,325.63 $2,325.63 d. (i)$829.77 829.77 $421.98 (ii)$964.53 964.53 $579.41 (iii)$1.29 1.29 $346.22 (iv)$3.92 3.92 $1,052.00 (v)$0.26 0.26 $0.14 Condominium & Duplexes Townhouses, per dwelling Warehouse, per sq foot2 1  ITE LUC: Institutue of Transportation Engineers Land Use Codes defined in the 11th Edition ITE Trip Generation Handbook 2  Impact fees include a Passenger Car‐Equivalent (PCE) factor. 3  Applied fee reductions based on uses by percentage of Net New PM Peak Hour Person Vehicle Trip:  Early Learning Facilities  (i.e. Daycare) is 20% and Commercial/Retail/Industrial is 88.97% except uses with PCE factors which will remain at 100%. 4 All uses within the Center Downtown (CD) Zone shall be reduced to 20% of the assessed transportation impact fee. General Light Industrial, per sq foot High‐Cube Warehouse: Cold Storage, per sq foot2 High‐Cube Warehouse: Fulfillment Center (NS), per sq foot2 High‐Cube Warehouse: Parcel Hub, per sq foot2 High‐Cube Warehouse: Transload/Short‐Term, per sq foot2 Industrial Park, per sq foot2 Apartment, per dwelling Multifamily Housing, per dwelling Self‐service Storage, per sq foot Technology Surcharge Fee Impact Fees: SECTION XII. DEVELOPMENT FEES (CONTINUED) Transportation Impact Fees1,3,4: School Impact Fees: Issaquah School District Single Family Fee Multi Family, Duplex, & Accessory Dwelling Fee (ADU) Kent School District Single Family Fee Multi Family, Duplex, & Accessory Dwelling Fee (ADU) Renton School District Single Family Fee Multi Family, Duplex, & Accessory Dwelling Fee (ADU)1 School Impact Fee Administration An additional technology surcharge shall be required for all fees included in the  following Subsections of Section XII, Development  Fees, of the City of Renton Fee Schedule Brochure: Subsection 1, Building Fees; Subsection a, except for appeals, critical areas review  fee, and direct EIS costs, of subsection 2, Land Use Review Fees; Subsections a, b, c(iii), d, and e, except Master Franchise/Small Cell  Permit Application Fee and Long Term ROW Permit Fees (duration over one year), of subsection 3, Site Work, Utilities, and Right of Way  Fees; and Section XIII, Fire Department Fire Marshall Fees 1  This fee shall be $0 for Accessory Dwelling Units (ADU). Fast food, with drive‐up, per sq foot Light Industrial, per sq foot Apartment, per dwelling & Accessory Dwelling Unit (ADU)1, per dwelling Church, per sq foot Coffee/Donut Shop, no drive up, per sq foot Coffee/Donut Shop, with drive up, per sq foot Condominium & Duplexes per dwelling Convenience market ‐ 24 hour, per sq foot Daycare, per sq foot Drinking Place, per sq foot Drive‐in bank, per sq foot Fast food, no drive‐up, per sq foot Fast Casual Dining with 30 seat max, incl. only walk‐up window, per sq foot Park Impact Fees: Single family Multi‐family: 2 units, Duplexes, & Accessory Dwelling Unit (ADU)1 Motel, per room Gas station with convenience store, per pump Gas station, per pump General office, per sq foot Health/fitness club, per sq foot Hospital, per sq foot Hotel, per room Manufacturing, per sq foot2 Marina, per boat berth Medical office, per sq foot Mini‐warehouse, per sq foot Mobile home, per dwelling Movie theater, per seat Nursing home, per bed Restaurant: sit‐down, per sq foot Senior housing ‐ detached, per dwelling Shopping center, per sq foot Single family house, per dwelling Supermarket, per sq foot 1  This fee shall be $0 for Accessory Dwelling Units (ADU). Net New PM Peak Hour Person Vehicle Trip (Proposed ‐ Existing), per PM Peak Hour Person Vehicle Trip  Hotel/motel/resort, per sq foot room Medical care facility, per sq foot bed Office, per sq foot 1  This fee shall be $0 for Accessory Dwelling Units (ADU). Multi‐family: 5 or more units Mobile home Fire Impact Fees: Residential ‐ single family (detached dwellings & duplexes), per dwelling unit Residential ‐ multi family & Accessory Dwelling Unit (ADU)1, per dwelling unit Multi‐family: 3 or 4 units AGENDA ITEM # 8. b) City of Renton Fee Schedule 2023‐2024 2023 2024 5. (vi)$1.99 1.99 $0.61 (vii)$1.25 1.25 $0.66 (viii)$2.36 2.36 $0.42 (ix)$5.92 5.92 $1.44 (x)$0.15 0.15 $0.05 (xi)$0.56 0.56 $0.24 (xii)$0.72 0.72 $28.02 (xiii)$4.48 4.48 $0.13 e.$560 $560 f. (i)$100 $100 (ii)$100 $100 6. a.$1,000.00 $1,000.00  b. (i)$225.00 $225.00  (ii)$500.00 $500.00  SECTION XIII. FIRE DEPARMENT FIRE MARSHAL FEES (RFA)2023 2024 a. (i)$50 $50 (ii)$50 + 2% of the cost $50 + 2% of the cost (iii)$75 + 2% of the cost $75 + 2% of the cost (iv)$200 + 1.5% of the cost $200 + 1.5% of the cost (v)$450 + 1.2% of the cost $450 + 1.2% of the cost (vi)$950 + .75% of the cost $950 + .75% of the cost (vii) (viii) (ix) (x) (1)N/C N/C (2)$75 $75 (3)$150 $150 (xi)$35 $35 b. $150 $150 $75 $75 (iii)$250 $250 (vii)$200 $200 (ix)WFC Current Wage and  Equipment Rate WFC Current Wage and  Equipment Rate (x)$25 $25 $175 $150 $150 Multifamily Tax Exemption Application Tree Fee in lieu, credit replacement, and/or credit supplement  Per diameter inch measured at 4.5 feet above grade Labor cost for each 2" caliper (or 6ft tall) tree to be planted Miscellaneous Fees $250 $250 (xi) (viii) Underground tank removal or abandonment‐in‐ place permit (residential) (vi) Impact Fee Deferral Administration: Each Lot, Single Family Dwelling, or Condominium Each Multi‐family Building $175 Fire plan review and inspection fees: $100,000.00 and above  Construction Re‐inspection. Fee is per hour with a 2 hour minimum. The minimum may be assessed if the  requested inspection does not meet the approval of the inspector. $0 to $249.99 $250.00 to $999.99  $1,000.00 to $4,999.99  $5,000.00 to $49,999.99  $50,000.00 to $99,999.99  Independent Fee Calculation Review (or unless otherwise established by School District or Renton Regional Fire Authority) SECTION XII. DEVELOPMENT FEES (CONTINUED) Impact Fees: (Continued) Medical/dental office, per sq foot Retail, per sq foot Leisure facilities, per sq foot Industrial/manufacturing, per sq foot Church, per sq foot Education, per sq foot student Special public facilities, per sq foot *(i)‐(ii) is per unit *(v)‐(xi) is per square foot 1  This fee shall be $0 for Accessory Dwelling Units (ADU). Restaurant/lounge, per sq foot (iv) $175 $175 5% 5% Other requested inspection when not required by the fire code, or when requested for after hours inspections.  Fee is per hour with a minimum 1 2 hr hours when approved by the Fire Marshal, such as home daycares. RFA technology surcharge fee applied to Fire Department Fire Marshal Fees, subsection a. (i, ii, iii, iv, v, vi) and  subsection b. (iii) NSF check fees 20% of plan review fee ‐  Min. $75 20% of plan review fee ‐  Min. $75 $250 $250 See Fire plan review and  construction permit fees See Fire plan review and  construction permit fees Underground tank removal permit (commercial) Hazardous production materials permit (for businesses storing, handling, or using hazardous production materials  as regulated in the fire code) permit is yearly (v) (VIII) Non‐emergency Billable Services (ie: boat assists, etc) Rates published at:   www.washingtonfirechiefs.com Third and subsequent re‐Inspection/Pre‐Citation Follow‐Up Inspection when re‐inspections are required beyond  the first and second re‐inspections Construction permit:  Operational fire code permit (issued in accordance with Section 105.6 of the IFC) fee is yearly (includes items such  as fire special events, covered stages, mobile food facilities, hot works, etc.) Permits for Mobile food facilities that have passed a fire and life safety inspection in another jurisdiction that has  reciprocity with Renton RFA Hazardous materials and HPM facilities yearly Late Payment Penalty Violation/Second Re‐Inspection after 30‐day period (whenever 30 days or more have passed since Fire  Department notification of a violation, which required a first re‐inspection, and such violation has not been  remedied or granted an extension) Preventable Fire alarm fee: First, second, and third preventable alarms Fourth and fifth preventable alarms in a calendar year, fee is per each alarm. Sixth preventable alarm and successive preventable alarms in a calendar year, fee is per each alarm. Fire Permit type: (i) (ii) AGENDA ITEM # 8. b) City of Renton Fee Schedule 2023‐2024 2023 2024 3. a.RMC 2‐9‐8.C $73 $73 i. RMC 2‐9‐8.C.1 $73 $73 ii. RMC 2‐9‐8.C.2 $73 $73 iii. RMC 2‐9‐8.C.3 $73 $73 iv. RMC 2‐9‐8.C.4 $73 $73 v. RMC 2‐9‐8.C.5 $73 $73 vi. RMC 2‐9‐8.C.6 $73 $73 vii. RMC 2‐9‐8.C.7 $73 $73 viii. RMC 2‐9‐8.C.8 $73 $73 ix. RMC 2‐9‐8.C.9 $73 $73 x. RMC 2‐9‐8.C.10 $73 $73 xi. RMC 2‐9‐8.C.11 $73 $73 xii. RMC 2‐9‐8.C.12 $73 $73 xiii. RMC 2‐9‐8.C.13 $73 $73 xiv. RMC 2‐9‐8.C.14 $73 $73 xv. RMC 2‐9‐8.C.15 $73 $73 xvi. RMC 2‐9‐8.C.16 $73 $73 xvii. RMC 2‐9‐8.C.17 $73 $73 xviii. RMC 2‐9‐8.C.17 $73 $73 b.RMC 4‐5‐070.C.102 $49 $49 c.RMC 5‐4‐1 $49 $49 d.RMC 6‐14‐22 $50 $50 i. RMC 6‐14‐3 $50 $50 ii. RMC 6‐14‐4 $50 $50 iii. RMC 6‐14‐5 $50 $50 iv. RMC 6‐14‐6 $50 $50 v. RMC 6‐14‐7 $50 $50 vi. RMC 6‐14‐8 $50 $50 vii. RMC 6‐14‐10 $50 $50 viii. RMC 6‐14‐11 $50 $50 ix. RMC 6‐14‐12 $50 $50 x. RMC 6‐14‐13 $50 $50 xi. RMC 6‐14‐14 $50 $50 xii. RMC 6‐14‐15 $50 $50 xiii. RMC 6‐14‐16 $50 $50 xiv. RMC 6‐14‐17 $50 $50 xv. RMC 6‐14‐18 $50 $50 xvi. RMC 6‐14‐19 $50 $50 xvii. RMC 6‐14‐20 $50 $50 e.RMC 6‐6‐1.A $49 $49 f.RMC 6‐6‐5.A $49 $49 g.RMC 9‐17‐10 $100 $100 h.RMC 9‐3‐5 $42 $42 i.RMC 9‐3‐7 $42 $42 j.RMC 9‐3‐10 $122 $122 k.RMC 9‐3‐26 $42 $42 l.RMC 9‐3‐31 $42 $42 m.RMC 10‐12‐25 $67 $67 n.RMC 10‐12‐26 $42 $42 o.RMC 10‐12‐27 $42 $42 p.RMC 10‐12‐28.C $42 $42 q.RMC 10‐12‐28.D $42 $42 r.RMC 10‐12‐28.E.1 $42 $42 s.RMC 10‐12‐28.E.2 $42 $42 t.RMC 10‐12‐28.F $42 $42 u.RMC 10‐12‐28.G $42 $42 v.RMC 10‐12‐28.H $42 $42 w.RMC 10‐2‐5 $47 $47  $48 $48 Owner to Maintain Premises Free of Litter Litter of Vacant Lots Unsafe Use of Scooter Operating Scooter When Prohibited Use of Scooter Where Prohibited Use of Scooter Without a Helmet No Reflectors on Scooter No Muffler on Scooter Scooter Operator Under Age 13 Prohibiting Distribution of Handbills Where  Properly Posted Distributing Handbills at Inhabited Private Premises Dropping Litter from Aircraft Posting Notices Prohibited Litter on Occupied Private Property Truck Loads Causing Litter Litter in Lakes and Fountains Throwing/Distributing Commercial Handbills in  Public Places Placing Handbills on Vehicles Depositing Handbills on Uninhabited/Vacant  Premises Smoking in Park Litter in Public Spaces Placement of Litter in Receptacles Sweeping Litter in Gutters Merchants’ Duty Glass Container in Park with Swimming Area Group Rally/Special Use Permit Parking & Mooring Violation City Events Violation Alcohol in Park Vehicle/Boat Repair in Park Racing in Park SCUBA Diving in Park Camping/Overnight Stay in Parks Metal Detecting All other violations identified by Renton Municipal Code as an infraction not listed or otherwise specified by court rule or law. Animal Control – No License  Littering  Animal Control – Animal at Large  Animal Control – Animal/Fowl Habitual Noise  Violation of ATV Ordinance  Inattentive Driving  Truck Route Violation  Avoiding Intersection  Encroachment on Public Property  Negligent Operation of Watercraft  Speed Regulations of Watercraft  Obstructions of Waterways  Equipment Numbering Violation  Violation of Rules of the Road  Litter Thrown By Persons in Vehicles Violation of Park Rules (Civil Infraction)  Possession/Sale/Discharge of Fireworks  SECTION XIV. MONETARY PENALTY SCHEDULE FOR INFRACTIONS ISSUED UNDER THE AUTHORITY OF CHAPTER 7.80  Effect of Schedule. This schedule establishes default base penalties for violations of the Renton Municipal Code that are issued as infractions under the authority of RCW 7.80 RCW, but these  penalties do not include any state‐imposed statutory assessments. Except as otherwise prohibited by law or court rule, a court with jurisdiction over the infraction may impose on a defendant a lesser  penalty in an individual case. Provided that, whenever the base penalty plus mandatory statutory assessments results in a total payment that is not an even dollar amount, the base penalty is deemed  to be amended to a higher amount which produces the next greatest even dollar total Penalties Established by Court Rule or Specific Penalty Established by Law. This schedule does not apply to penalties established by state or local court rule or to a penalty that is established in law  with a specific amount (i.e. ordinance or statute setting a penalty equal to a specified amount rather than a penalty up to a maximum amount). To the extent a penalty scheduled herein conflicts with  a state or local court rule or a penalty that is established in law, this schedule shall be deemed preempted by the court rule or penalty established in law Penalties: The following violations shall carry the following listed default base penalty, not including statutory assessments: 1. 2. Fire/Barbeque in Park Activities Prohibited in a Park Disregard Park Trail Sign Unauthorized Vehicle in a Park Operating Motorized Vehicle on Park Trail Dismount Zone Violation Speeding on Trails AGENDA ITEM # 8. b) RESOLUTION NO. ________ EXHIBIT B 2023 Capital Facilities Plan of Issaquah School District No. 411 AGENDA ITEM # 8. b) Page 1 of 24 Issaquah School District No. 411 Issaquah, Washington Adopted: June 22, 2023 Resolution No: 1203 The Issaquah School District No. 411 hereby provides this Capital Facilities Plan documenting present and future school facility requirements of the District. The plan contains all elements required by the Growth Management Act and King County Council Ordinance 21-A. 2023 CAPITAL FACILITIES PLAN AGENDA ITEM # 8. b) Page 2 of 24 TABLE OF CONTENTS TABLE OF CONTENTS ................................................................................................................... 2 EXECUTIVE SUMMARY .................................................................................................................. 3 STANDARD OF SERVICE ............................................................................................................... 4 TRIGGER OF CONSTRUCTION ..................................................................................................... 5 DEVELOPMENT TRACKING AND STUDENT GENERATION RATES .......................................... 5 NEED FOR IMPACT FEES AND GROWTH-RELATED CAPACITY NEEDS ................................. 6 NEED FOR IMPACT FEES AND GROWTH-RELATED CAPACITY NEEDS (continued) .............. 7 ENROLLMENT METHODOLOGY ................................................................................................... 8 TABLE 1: ACTUAL STUDENT COUNTS & ENROLLMENT PROJECTIONS ................................ 9 TABLE 2: STUDENT FACTORS – SINGLE FAMILY & MULTI-FAMILY ...................................... 10 INVENTORY AND EVALUATION OF CURRENT FACILITIES ..................................................... 11 SITE LOCATION MAP ................................................................................................................... 12 URBAN GROW TH BOUNDARY MAP ........................................................................................... 13 ISSAQUAH SCHOOL DISTRICT'S SIX-YEAR CONSTRUCTION PLAN ..................................... 14 PROJECTED CAPACITY TO HOUSE ELEMENTARY SCHOOL STUDENTS ............................ 15 PROJECTED CAPACITY TO HOUSE MIDDLE SCHOOL STUDENTS ....................................... 16 PROJECTED CAPACITY TO HOUSE HIGH SCHOOL STUDENTS ............................................ 17 SCHOOL IMPACT FEE CALCULATIONS ..................................................................................... 18 BASIS FOR DATA USED IN SCHOOL IMPACT FEE CALCULATIONS ...................................... 19 APPENDIX A: 2022-23 ELEMENTARY SCHOOL CAPACITIES .................................................. 20 APPENDIX B: 2022-23 MIDDLE SCHOOL CAPACITIES ............................................................ 21 APPENDIX C: 2022-23 HIGH SCHOOL CAPACITIES ................................................................ 22 APPENDIX D: 2022-23 TOTAL SCHOOL CAPACITIES .............................................................. 23 APPENDIX E: 6-YEAR FINANCE PLAN ....................................................................................... 24 AGENDA ITEM # 8. b) Page 3 of 24 EXECUTIVE SUMMARY This Six-Year Capital Facilities Plan (the "Plan") has been prepared by the Issaquah School District (the “District”) as the District's primary facility planning document, in compliance with the requirements of Washington's Growth Management Act and King County Council Code Title 21A. This Plan was prepared using data available in April 2023. This Plan is an update of prior long-term Capital Facilities Plans adopted by the Issaquah School District. However, this Plan is not intended to be the sole Plan for all of the District's needs. The District may prepare interim and periodic Long Range Capital Facilities Plans consistent with board policies, taking into account a longer or a shorter time period, other factors and trends in the use of facilities, and other needs of the District as may be required. Any such plan or plans will be consistent with this Six- Year Capital Facilities Plan. In June 1992, the District first submitted a request to King County to impose and to collect school impact fees on new developments in unincorporated King County. On November 16, 1992, the King County Council first adopted the District's Plan and a fee implementing ordinance. This Plan is the annual update of the Six-Year Plan. King County and the cities of Issaquah, Renton, Bellevue, Newcastle and Sammamish collect impact fees on behalf of the District. Most of these jurisdictions provide exemptions from impact fees for senior housing and certain low-income housing. Pursuant to the requirements of the Growth Management Act, this Plan will be updated on an annual basis, and any charges in the fee schedule(s) adjusted accordingly. AGENDA ITEM # 8. b) Page 4 of 24 STANDARD OF SERVICE School facility and student capacity needs are dictated by the types and amounts of space required to accommodate the District’s adopted educational program. The educational program standards which typically drive facility space needs include grade configuration, optimal facility size, class size, educational program offerings, as well as classroom utilization and scheduling requirements and use of re-locatable classroom facilities (portables). Different class sizes are used depending on the grade level or programs offered such as special education or the gifted program. With the passage of Initiative 728 in November 2000, the Issaquah School Board established new class size standards for elementary grades K-5. The Board and District Administration will continue to keep class sizes near the levels provided by I -728; this will be done via local levy funds. There is also legislation that requires the State to fund Full-Day Kindergarten by 2018. The District provided Full-Day Kindergarten beginning in the 2016-2017 school year. A class size average of 20 for grades K-5 is now being used to calculate building capacities. A class size of 26 is used for grades 6-8 and 28 for grades 9-12. Special Education class size is based on 12 students per class. For the purpose of this analysis, rooms designated for special use, consistent with the provisions of King County Council Code Title 21A, are not considered classrooms. Invariably, some classrooms will have student loads greater in number than this average level of service and some will be smaller. Program demands, state and federal requirements, collective bargaining agreements, and available funding may also affect this level of service in the years to come. Due to these variables, a utilization factor of 95% is used to adjust design capacities to what a building may actually accommodate. Portables used as classrooms are used to accommodate enrollment increases for interim purposes until permanent classrooms are available. When permanent facilities become available, the portable(s) is either moved to another school as an interim classroom or removed. The King County decision to no longer allow schools to be built outside the Urban Growth Boundary Line (UGBL) means District owned property planned for a new elementary school and middle school could not be used for its long planned purpose. The District sold this planned site to a third party. The District has acquired one high school site, two elementary school sites and one middle school site inside the UGBL. The State does not provide funding for property purchases. The District’s voters approved the 2016 Bond to provide funding or a new high school, new middle school, two new elementary schools, a rebuild/expansion of an existing middle school and additions to six existing elementary schools. All of those projects are now complete with the exception of the new high school and one new elementary school, which are both discussed further in this Capital Facilities Plan and will require additional funding sources. The District’s voters recently passed a capital levy that will add, in part, funding for the high school. Additional funding for the elementary school is anticipated to be pursued during the six-year planning period. AGENDA ITEM # 8. b) Page 5 of 24 TRIGGER OF CONSTRUCTION The Issaquah School District Capital Facilities Plan proposes construction of a new high school and a new elementary school to meet capacity at the elementary and high school related to recent and ongoing enrollment growth needs. The District recently completed construction of a new elementary school, Cedar Trails Elementary School, a new middle school, Cougar Mountain Middle School, as well as additions at several elementary schools to help address recent growth needs. The need for new schools and school additions is triggered by comparing our enrollment forecasts with our permanent capacity figures. These forecasts are by grade level and, to the extent possible, by geography. The analysis provides a list of new construction needed by school year. The decision on when to construct a new facility involves factors other than verified need. Funding is the most serious consideration. Factors including the potential tax rate for our citizens, the availability of state funds and impact fees, the ability to acquire land, and the ability to pass bond issues determine when any new facility can be constructed. New school facilities are a response, in part, to new housing which the county or cities have approved for construction. The District's Six-Year Finance Plan is shown in Appendix E. DEVELOPMENT TRACKING AND STUDENT GENERATION RATES In order to increase the accuracy and validity of enrollment projections, a major emphasis has been placed on the collection and tracking data of known new housing developments. This data provides two useful pieces of planning information. First, it is used to determine the actual number of students that are generated from a single family or multi-family residence. It also provides important information on the impact new housing developments will have on existing facilities and/or the need for additional facilities. Developments that have been completed or are still selling houses are used to forecast the number of students who will attend our schools from future developments. The District used a third-party consultant to review recent development data and provide updated student generation rates for elementary school, middle school and high school student per new single-family residence and new multi-family housing. Updated rates are shown in Table 2. AGENDA ITEM # 8. b) Page 6 of 24 NEED FOR IMPACT FEES AND GROWTH-RELATED CAPACITY NEEDS The District relies on school impact fee revenue to help fund growth-related capacity needs. However, by law, impact fees can only be used to fund a portion of a capacity project. State funding and impact fees are also not reliable sources of revenue. As a result, the District must also rely on local funding to fund school construction. The District has two growth-related capacity projects included in this Capital Facilities Plan: a new high school and a new elementary school. The voters funded the projects as a part of the April 2016 bond and (for the high school) the April 2022 capital levy. The District utilized funds from the 2016 Bond to purchase property for the two schools and to engage in design and permitting work. Additional funding, aside from impact fee revenue and State School Construction Assistance Program dollars, is needed to construct the two schools. As demonstrated in Appendix A the District currently has a permanent capacity (at 95%) to serve 8,763 students at the elementary level. This leaves the District’s elementary enrollment under permanent capacity by 454 students (current enrollment is identified on page 9). As demonstrated in Appendix B the District currently has a permanent capacity (at 95%) to serve 4,946 students at the middle school level. This leaves the District’s middle school enrollment under permanent capacity by 321 students (current enrollment is identified on page 9). As demonstrated in Appendix C the District currently has a permanent capacity (at 95%) to serve 4,921 students at the high school level. This leaves the District’s high school enrollment over permanent capacity by 694 students (current enrollment is identified on page 9). Based on the District’s student generation rates (Table 2), the District expects that 0.589 students will be generated from each new single family home and 0.147 students will be generated from each new multi-family dwelling unit. Applying the enrollment projections contained on page 9 to the District’s existing permanent capacity (Appendices A, B, and C) and if no capacity improvements are made by the year 2028-29, and permanent capacity is adjusted to 95%, the District elementary population will be over its permanent capacity by 329 students, under permanent capacity at the middle school level by 284 students, and over permanent capacity by 776 students at the high school level. Importantly, the above figures incorporate recently completed growth-projects at the elementary and middle school levels. The District’s enrollment projections are developed using two methods: first, the cohort survival – historical enrollment method is used to forecast enrollment growth based upon the progression of existing students in the District; then, the enrollment projections are modified to include students anticipated from new developments in the District. AGENDA ITEM # 8. b) Page 7 of 24 NEED FOR IMPACT FEES AND GROWTH-RELATED CAPACITY NEEDS (continued) To address existing and future capacity needs, the District’s six-year construction plan includes the following capacity projects: Facility Expansions Projected / Final Completion Date Location Additional Capacity New High School #4 New Elementary #17 August 2027 August 2028 Issaquah Issaquah 1600 560 The District recently opened the new Cougar Mountain Middle School, with permanent capacity of 787, and the new Cedar Trails Elementary School, with permanent capacity of 471 students. Both schools were funded by the April 2016 bond and provide capacity to serve new growth. Based upon the District’s capacity data and enrollment projections, as well as the student generation data, the District has determined that the planned new high school and new elementary school are needed, in part, to provide capacity improvements necessary to serve students generated by recent and ongoing new residential development. The school impact fee formula ensures that new development only pays for the cost of the facilities necessitated by new development. The fee calculations examine the costs of housing the students generated by each new single family dwelling unit or each new multi-family dwelling unit and then reduces that amount by credits for the anticipated state match and future tax payments. The resulting impact fee is then discounted as required by local ordinances. Thus, by applying the student generation factor to the school project costs, the fee formula only calculates the costs of providing capacity to serve each new dwelling unit. The formula does not require new development to contribute the costs of providing capacity to address existing needs. The King County Council and the City Councils of the cities of Bellevue, Issaquah, Newcastle, Renton and Sammamish have created a framework for collecting school impact fees and the District can demonstrate that new developments will have an impact on the District. The impact fees will be used in a manner consistent with RCW 82.02.050-110 and the adopted local ordinances. Engrossed Senate Bill 5923, enacted in the 2015 Legislative Session, requires that developers be provided an option to defer payment of impact fees to final inspection, certificate of occupancy, or closing, with no fees deferred longer than 18 months from building permit issuance. The District adopts the positions that: (1) no school impact fee should be collected later than the earlier of final inspection or 18 months from the time of building permit issuance; and (2) no developer applicant should be permitted to defer payment of school impact fees for more than 20 dwelling units in a single year. The District’s recent and ongoing student growth, coupled with the need for the timely funding and construction of new facilities to serve this growth, requires strict adherence to this position. AGENDA ITEM # 8. b) Page 8 of 24 ENROLLMENT METHODOLOGY Two basic techniques are used, with the results compared, to establish the most likely range of anticipated student enrollment: 1. The student 3-2-1 cohort survival method. Examine Issaquah School District enrollments for the last 5 years and determine the average cohort survival for the consecutive five-year period. Because cohort survival does not consider students generated from new development it is a conservati ve projection of actual enrollment. For the same reason, these projections are also slow to react to actual growth. The cohort method is also hampered by the fact that it does account for anomalies affecting enrollment (for example, the Covid-19 pandemic, temporary remote learning and the variations in the transition back to in-person learning). 2. Based on information from King County, realtors, developers, etc., the District seeks to establish the number of new dwelling units that will be sold each year and converts those units to new students based on the following: a) The number of actual new students as a percentage of actual new dwellings for the past several years. (The student generation factors are shown in Table 2) b) Determine the actual distribution of new students by grade level for the past several years, i.e., 5% to kindergarten, 10% to first grade, 2% to 11th grade, etc. c) Based on an examination of the history shown by (a) and (b) above, establish the most likely factor to apply to the projected new dwellings. After determining the expected new students, the current actual student enrollments are moved forward from year to year with the arrived at additions. One of the challenges associated with all projection techniques is that, where new development is in the pipeline, they tend to always show growth because the number of houses and the general population always increases. Enrollments, however, can and do decrease even as the population increases. The reason is as the population matures, the number of kindergartners will go down as the number of 10th graders is still increasing. To adjust for this factor, the number of school age children per dwelling is examined. When this number exceeds expectations, it is probably because the District is still assuming kindergarten growth, while the main growth is actually moving into middle school. When this happens, a reduction factor is added to kindergarten to force it to decrease even though the general population continues to grow. A precise statistical formula has not been developed to make this adjustment. After all of the projections have been made and examined, the most likely range is selected. An examination of past projections compared with actual enrollment indicates the cohorts tend to be more accurate over a ten-year time span while dwelling units tend to be more accurate over a shorter period. The probable reason is that over a ten-year period, the projections tend to average out even though there are major shifts both up and down within the period. The Covid-19 pandemic has complicated projections in recent years. The District has experienced a return to in-person learning in the last two years but continues to monitor student enrollment closely. As with last year’s projections, this year’s projections are more conservative than in previous years to allow the District to gather additional data and experience. Like other districts, the District is also experiencing fewer students at the high school level enrolling in Running Start options and instead choosing to be fully enrolled in the District 9-12 program. Enrollment projections for the years 2023-2024 through 2036-2037 are shown in Table 1 (page 9). These projections are conservative in the near-term (within a 5 year period). The District assumes that a post- pandemic increase in enrollment will occur, but does not believe our historical peak enrollment will be reached within the next 7 years. The District however, could have a large uptick in enrollment depending upon land use decisions, housing and labor market, etc. The District will monitor these matters and include updated information in future updates to the Capital Facilities Plan. AGENDA ITEM # 8. b) Page 9 of 24 TABLE 1: ACTUAL STUDENT COUNTS & ENROLLMENT PROJECTIONS AGENDA ITEM # 8. b) Page 10 of 24 TABLE 2: STUDENT FACTORS – SINGLE FAMILY & MULTI-FAMILY AGENDA ITEM # 8. b) Page 11 of 24 INVENTORY AND EVALUATION OF CURRENT FACILITIES Currently, using the 95% utilization factor, the District has the capacity to house 18,630 students in permanent facilities and 4,290 students in portables. While portables are critical for interim capacity needs, they are not desirable nor long-term capacity solutions. The District looks to its permanent capacity, as adjusted for utilization, for purposes of determining growth-related needs and addressing school capacity. The projected student enrollment for the 2023-2024 school year is expected to be 18,549 which leaves a permanent capacity overage of 80. Enrollment projections indicate permanent capacity needs at the elementary and high school levels over the six-year planning period. Calculations of elementary, middle school and high school capacities are shown in Appendices A, B and C. Totals are shown in Appendix D. Below is a list of current facilities. These facility locations and sites are shown on the District Site Location Map. EXISTING FACILITIES LOCATION GRADE SPAN K-5: Apollo Elementary 15025 S.E. 117th Street, Renton Briarwood Elementary 17020 S.E. 134th Street, Renton Cascade Ridge Elementary 2020 Trossachs Blvd. S.E., Sammamish Cedar Trails Elementary 4399 Issaquah-Pine Lake Rd S.E. , Sammamish Challenger Elementary 25200 S.E. Klahanie Blvd., Issaquah Clark Elementary 335 First Ave. S.E., Issaquah Cougar Ridge Elementary 4630 167th Ave. S.E., Bellevue Creekside Elementary 20777 SE 16th Street, Sammamish Discovery Elementary 2300 228th Ave. S.E., Sammamish Endeavour Elementary 26205 S.E. Issaquah-Fall City Rd., Issaquah Grand Ridge Elementary 1739 NE Park Drive, Issaquah Issaquah Valley Elementary 555 N.W. Holly Street, Issaquah Maple Hills Elementary 15644 204th Ave. S.E., Issaquah Newcastle Elementary 8440 136th Ave S.E., Newcastle Sunny Hills Elementary 3200 Issaquah-Pine Lake Rd. S.E., Sammamish Sunset Elementary 4229 W. Lk. Sammamish Pkwy. S.E., Issaquah GRADE SPAN 6-8: Beaver Lake Middle School 25025 S.E. 32nd Street, Issaquah Cougar Mountain Middle School 1929 NW Talus Dr, Issaquah Issaquah Middle School 600 2nd Ave. Ave. S.E., Issaquah Maywood Middle School 14490 168th Ave. S.E., Renton Pacific Cascade Middle School 24635 SE Issaquah-Fall City Rd, Issaquah Pine Lake Middle School 3095 Issaquah-Pine Lake Rd., Sammamish GRADE SPAN 9-12: Issaquah High School 700 Second Ave. S.E., Issaquah Liberty High School 16655 S.E. 136th Street, Renton Skyline High School 1122 228th Ave. S.E., Sammamish Gibson Ek High School 379 First Ave. S.E., Issaquah SUPPORT SERVICES: Administration Building 5150 220th Ave S.E., Issaquah Holly Street Early Learning Center 565 N.W. Holly Street, Issaquah May Valley Service Center 16404 S.E. May Valley Road, Renton Transportation Center 805 Second Avenue S.E., Issaquah Transportation Satellite 3402 228th Ave. S.E., Sammamish AGENDA ITEM # 8. b) Page 12 of 24 SITE LOCATION MAP AGENDA ITEM # 8. b) Page 13 of 24 URBAN GROWTH BOUNDARY MAP AGENDA ITEM # 8. b) Page 14 of 24 THE ISSAQUAH SCHOOL DISTRICT'S SIX-YEAR CONSTRUCTION PLAN The District's Six-Year Finance Plan is shown in Appendix E. Shown in Table 3 is the District's projected capacity to house students, which reflects the additional facilities as noted. Voters passed a $533 million bond in April 2016 to fund the purchase of land for and construction of a new high school, a new middle school, two new elementary schools, the rebuild/expansion of an existing middle school and additions to six existing elementary schools. The voters also funded an April 2022 capital levy to provide additional funding for the high school project as well as other projects. The District does anticipate receiving State matching funds for High School #4 project that would reduce future bond sale amounts or be applied to new K-12 construction projects included in this Plan. The District will need additional funding to construct the new high school and new elementary school. The District anticipates seeking additional funding within six years. Secured funding will be identified in future updates to this CFP. The District also anticipates that it will receive $500,000 in impact fees and mitigation payments that will be applied to capital projects. The District projects 18,549 FTE students for the 2023-2024 school year and 19,451 FTE students in the 2028-2029 school year. Growth will be accommodated by the planned facilities. Per the formula in the adopted school impact fee ordinance, half of the unfunded growth-related need is assigned to impact fees and half is the local share. AGENDA ITEM # 8. b) Page 15 of 24 PROJECTED CAPACITY TO HOUSE ELEMENTARY SCHOOL STUDENTS AGENDA ITEM # 8. b) Page 16 of 24 PROJECTED CAPACITY TO HOUSE MIDDLE SCHOOL STUDENTS AGENDA ITEM # 8. b) Page 17 of 24 PROJECTED CAPACITY TO HOUSE HIGH SCHOOL STUDENTS AGENDA ITEM # 8. b) Page 18 of 24 SCHOOL IMPACT FEE CALCULATIONS AGENDA ITEM # 8. b) Page 19 of 24 BASIS FOR DATA USED IN SCHOOL IMPACT FEE CALCULATIONS SCHOOL SITE ACQUISITION COST: • The District previously purchased sites for the new elementary school and high school. SCHOOL CONSTRUCTION COST: • Elementary $52,500,000 is the estimated construction cost of the project providing additional elementary capacity • High School $187,500,000 is the estimated construction cost of the project providing additional high school capacity PERCENTAGE OF PERMANENT AND TEMPORARY SQUARE FOOTAGE TO TOTAL SQUARE FOOTAGE: Total Square Footage 2,935,397 Permanent Square Footage (OSPI) 2,744,580 Temporary Square Footage 190,817 STATE MATCH CREDIT: Current Area Cost Allowance $246.83 Percentage of State Match 36.09% AGENDA ITEM # 8. b) Page 20 of 24 APPENDIX A: 2022-23 ELEMENTARY SCHOOL CAPACITIES AGENDA ITEM # 8. b) Page 21 of 24 APPENDIX B: 2022-23 MIDDLE SCHOOL CAPACITIES AGENDA ITEM # 8. b) Page 22 of 24 APPENDIX C: 2022-23 HIGH SCHOOL CAPACITIES AGENDA ITEM # 8. b) Page 23 of 24 APPENDIX D: 2022-23 TOTAL SCHOOL CAPACITIES AGENDA ITEM # 8. b) Page 24 of 24 APPENDIX E: 6-YEAR FINANCE PLAN AGENDA ITEM # 8. b) RESOLUTION NO. ________ EXHIBIT C Kent School District Six-Year Capital Facilities Plan 2022-2023 – 2028-2029 AGENDA ITEM # 8. b) Six-Year Capital Facilities Plan 2022-2023 through 2028-2029 June 2023 Kent School District No. 415 12033 SE 256th Street Kent, Washington 98030-6643 (253) 373-7526 BOARD of DIRECTORS Mr. Joe Bento, President Ms. Meghan Margel, Vice Director Ms. Leslie Hamada, Legislative Representative Mr. Awale Farah, Director Mr. Tim Clark, Director ADMINISTRATION Israel Vela Superintendent of Schools Dr. Wade Barringer, Associate Superintendent Strategic Initiatives & Operations Dave Bussard, Executive Director Operations & Facilities Sara Dumlao, Assistant Director of Business Services AGENDA ITEM # 8. b) Six-Year Capital Facilities Plan Table of Contents I - Executive Summary ............................................................................................ 1 II - Six - Year Enrollment Projection ......................................................................... 3 III - Current Kent School District “Standard of Service" ............................................ 7 Current Standards of Service for Elementary Students ............................................... 7 Current District Standards of Service for Secondary Students .................................... 8 IV - Inventory and Capacity of Existing Schools ........................................................ 9 V - Six-Year Planning and Construction Plan .......................................................... 14 VI - Portable Classrooms ....................................................................................... 19 VII - Projected Six-Year Classroom Capacity ........................................................... 20 VIII - Finance Plan ................................................................................................. 26 IX – Summary of Changes to June 2022 Capital Facilities Plan .............................. 34 X Appendices ..................................................................................................... 35 AGENDA ITEM # 8. b) I - Executive Summary This Six-Year Capital Facilities Plan has been prepared by the Kent School District as the organization's capital facilities planning document, in compliance with the requirements of Washington's Growth Management Act, King County Code K.C.C. 21A.43 and Cities of Kent, Covington, Renton, Auburn, Black Diamond, Maple Valley, and SeaTac. This annual Plan update was prepared using data available in the spring of 2023 for the 2023-2024 school year. This annual update of the Plan reflects no new major capital projects. This Plan is consistent with prior long-term capital facilities plans adopted by the Kent School District. This Plan is not intended to be the sole planning document for all the district's needs. The district may prepare interim and periodic Long-Range Capital Facilities Plans consistent with Board Policies, considering a longer or shorter period, other factors and trends in the use of facilities, and other needs of the district as may be required. Prior Capital Facilities Plans of the Kent School District have been adopted by Metropolitan King County Council and Cities of Kent, Covington, Auburn, and Renton and included in the Capital Facilities Plan element of the Comprehensive Plans of each jurisdiction. This Plan has also been submitted to the cities of Black Diamond, Maple Valley, and SeaTac for their information and inclusion in their Comprehensive Plans. In order for impact fees to be collected in the unincorporated areas of Kent School District, the Metropolitan King County Council must adopt this Plan and a fee- implementing ordinance for the District. For impact fees to be collected in the incorporated portions of the District, the cities of Kent, Covington, Renton and Auburn must also adopt this Plan and their own school impact fee ordinances. This Capital Facilities Plan establishes a standard of service in order to ascertain current and future capacity. While the State Superintendent of Public Instruction establishes square footage guidelines for capacity, those guidelines do not account for local program needs in the District. The Growth Management Act, King County and City codes and ordinances authorize the District to make adjustments to the standard of service based on specific needs for students of the District. This Plan includes the standard of service as established by Kent School District. Functional capacity is based on an average capacity and updated to reflect changes to special programs served in each building. Portables in the interim capacity calculation use the same standard of service as the permanent facilities. 1 AGENDA ITEM # 8. b) The capacity of each school in the District is calculated based on the District’s standard of service and the existing inventory of permanent facilities. The District's program capacity of permanent facilities reflects program changes and the state’s mandated reduction of class size to meet the standard of service for Kent School District. Portables provide additional interim capacity. Kent School District is the fifth largest (FTE basis) district in the state. Enrollment is electronically reported monthly to the Office of the Superintendent of Public Instruction (“OSPI”) on Form P-223. Although funding apportionment is based on Annual Average Full Time Equivalent (AAFTE), enrollment on October 1 is a widely recognized “snapshot in time” that is used to report the District’s enrollment for the year as reported to OSPI. The District's standard of service, enrollment history and projections, and use of interim facilities are reviewed in detail in various sections of this Plan. The District plans to continue to satisfy concurrency requirements through the interim use of portables. This Plan currently represents projects in process funded primarily by the Kent School District’s 2016 Bond, as well as the 2018 Capital Levy. Additional information about these projects can be found on the District’s capital projects homepage (link). Additionally, project updates sent to our community of stakeholders can be accessed on the KSD website (link). Based on revised student generation rates, our capacity and enrollment projections, the District will stay current with non-collection of student impact fee rate for the coming year. For a short overview, see Section IX (Summary of Changes to the June 2022 Capital Facilities Plan). 2 AGENDA ITEM # 8. b) II - Six - Year Enrollment Projection For capital facilities planning, enrollment growth projections are based on cohort survival and student yield from documented residential construction projected over the next six years (See Table 2). For this Plan, the district relied substantially on the results from Dr. Les Kendrick’s study of long-range enrollment forecasts for the Kent School District in the Winter of 2022. King County live births and the District's relational percentage average were used to determine the number of kindergartners entering the system (See Table 2). 7.49% of 24,337 King County live births in 2018 is projected for 1,824 students expected in Kindergarten for October 1, 2023. This is a decrease of 937 live births in King County over the previous year. Early Childhood Education students (also identified as “ECE”), “Early Childhood Special Education (“ECSE”) students are forecast and reported to OSPI separately on Form P-223H for Special Education Enrollment. Capacity is reserved to serve students in the ECE programs at elementary schools. In addition to live birth data, enrollment projections for October 1, 2023 going forward rely upon the results of the enrollment study by Dr. Kendrick, utilizing the “medium growth” methodology. Within practical limits, the District has kept abreast of proposed developments. The District will continue to track new development activity to determine impact to schools. Information on new residential developments and the completion of these proposed developments in all jurisdictions will be considered in the District's future analysis of growth projections. The Kent School District serves eight permitting jurisdictions: unincorporated King County, the cities of Kent, Covington, Renton, and Auburn and smaller portions of the cities of SeaTac, Black Diamond, and Maple Valley. 3 AGENDA ITEM # 8. b) STUDENT GENERATION FACTOR "Student Factor" is defined by King County code as "the number derived by a school district to describe how many students of each grade span are expected to be generated by a dwelling unit" based on district records of average actual student generated rates for developments completed within the last ten years. Following these guidelines, the student generation rate for Kent School District is as follows: Single Family Elementary .248 Middle School .085 Senior High .107 Total .440 Multi-Family Elementary .130 Middle School .049 Senior High .056 Total .235 The student generation factor is based on 1,728 new SFD (Single Family Detached) units built between 2017 and 2021. The student generation factor is based on 1,526 new MF (Multi- Family) units built during the same period. The multi-family units consisted of 1,222 apartment units and 340 townhome units. The District sees an average of 44 students for every 100 single family units that are built and an average of 24 students for every 100 multi-family units that are built. The rate for apartment units is higher than for townhome units. The District sees an average of 29 students for every 100 apartment units. The student generation rate also varies among apartment developments, based on the number of bedrooms in the unit. Units with three plus bedrooms have much higher student generation rates than units that have two or fewer bedrooms. Noting these differences can help the District when planning for future growth from housing. In preparing the 2022-2023 to 2028-2029 Capital Facilities Plan the District contracted with Educational Data Solutions, LLC led by Dr. Les Kendricks, a noted expert in demographic studies for school districts, to analyze and prepare the student generation factor. Within the district’s borders there are several income-based and multi-family housing projects coming on-line in 2022/2023. Once developed with occupancy occurring the District does recognize that the student generation for multi-family housing may impact future Capital Facilities Plan updates. One multi-family project worth noting, Covington Commons which appears to have many units with three-plus bedrooms and is likely to show better student growth than the medium project once completed. 4 AGENDA ITEM # 8. b) KENT SCHOOL DISTRICT No. 415 OCTOBER REPORT 1251H (HEADCOUNT) ENROLLMENT HISTORY LB = Live Births LB in 2008 LB in 2009 LB in 2010 LB in 2011 LB in 2012 LB in 2013 LB in 2014 LB in 2015 LB in 2016 LB in 2017 October HC Enrollment 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 King County Live Births 1 25,222 25,057 24,514 24,630 25,032 24,910 25,348 25,487 26,011 25,274 Incr/(Decr)323 (165)(543)116 402 (122)438 139 524 (737) Kindergarten / Birth % 1 8.40%8.34%8.34%8.17%8.14%7.98%7.93%6.68%7.06%7.42% Kindergarten 2,119 2,090 2,045 2,013 2,037 1,989 2,010 1,703 1,837 1,875 Grade 1 2,186 2,127 2,131 2,067 2,056 2,061 2,036 1,882 1,768 1,945 Grade 2 2,055 2,190 2,163 2,163 2,077 2,008 2,091 1,980 1,817 1,840 Grade 3 1,922 2,070 2,176 2,195 2,143 2,043 1,995 2,001 1,938 1,887 Grade 4 2,087 1,956 2,089 2,195 2,218 2,118 2,038 1,912 1,924 1,953 Grade 5 2,008 2,116 1,958 2,103 2,189 2,169 2,120 1,937 1,872 1,953 Grade 6 2,079 2,023 2,058 1,952 2,120 2,184 2,164 2,024 1,894 1,962 Grade 7 Middle School 2,046 2,104 1,974 2,021 1,922 2,044 2,166 2,010 1,925 1,906 Grade 8 " "2,121 2,091 2,100 2,021 2,043 1,882 2,073 2,086 1,937 1,956 Grade 9 Senior High 2,483 2,428 2,093 2,105 2,006 2,004 1,888 2,006 2,043 2,011 Grade 10 " "2,046 2,151 2,165 2,099 2,080 1,946 2,035 1,813 1,959 2,050 Grade 11 " "1,873 1,802 1,818 1,865 1,823 1,732 1,663 1,744 1,583 1,677 Grade 12 " "1,539 1,576 1,742 1,730 1,810 1,654 1,634 1,484 1,656 1,467 Total Enrollment 2 26,564 26,724 26,512 26,529 26,524 25,834 25,913 24,582 24,153 24,482 Yearly Headcount Incr/(Decr)(48)160 (212)17 (5)(690)79 (1,331)(429)329 Cumulative Incr/(Decr)(267)(107)(319)(302)(307)(997)(918)(2,249)(2,678)(2,349) For 2023 CFP - Headcount Enrollment History 1 This number indicates actual births in King County 5 years prior to enrollment year as updated by Washington State Department of Health, Center for Health Statistics. Kent School District percentage based on actual Kindergarten enrollment 5 years later. 2 Enrollment reported to OSPI on Form P-223 generates basic education funding and excludes Early Childhood Special Education ("ECSE" & "B2" or Birth to 2 Preschool Inclusive Education) and excludes College-only Running Start students. Change to Full Day Kindergarten for all schools Kent School District Six-Year Capital Facilities Plan Table 1 May 2023 5 AGENDA ITEM # 8. b) KENT SCHOOL DISTRICT No. 415 SIX - YEAR ENROLLMENT PROJECTION Full Day Kindergarten at all Elem LB in 2017 LB in 2018 LB in 2019 LB in 2020 LB in 2021 Est LB in 2022 Est. LB in 2023 ACTUAL ENROLLMENT October 2022 2023 2024 2025 2026 2027 2028 King County Live Births 25,274 24,337 24,090 23,686 23,428 23,583 23,973 Incr/(Decr)(213)(937)(247)(404)(258)155 390 Kindergarten / Birth % 7.42%7.49%7.53%7.60%7.60%7.75%7.75% FD Kindergarten 1,875 1,824 1,814 1,801 1,781 1,827 1,858 Grade 1 1,945 1,937 1,893 1,902 1,888 1,849 1,897 Grade 2 1,840 1,967 1,960 1,945 1,954 1,930 1,890 Grade 3 1,887 1,871 2,003 2,016 2,000 2,009 1,985 Grade 4 1,953 1,874 1,861 2,012 2,025 2,009 2,018 Grade 5 1,953 1,964 1,887 1,893 2,047 2,060 2,044 Grade 6 1,962 1,995 2,008 1,949 1,955 2,114 2,128 Grade 7 Middle School 1,906 1,939 1,975 2,007 1,948 1,954 2,113 Grade 8 " "1,956 1,903 1,936 1,991 2,024 1,964 1,970 Grade 9 Senior High 2,011 1,993 1,941 1,995 2,051 2,085 2,024 Grade 10 " "2,050 2,009 1,991 1,959 2,013 2,070 2,104 Grade 11 " "1,677 1,798 1,763 1,765 1,736 1,784 1,834 Grade 12 " "1,467 1,585 1,691 1,675 1,677 1,649 1,695 Total Enrollment Projection 24,482 24,659 24,723 24,910 25,099 25,304 25,560 Yearly Incr/(Decr)(100)177 64 187 189 205 256 Yearly Incr/(Decr) %-0.41%0.72%0.26%0.76%0.76%0.82%1.01% Total Enrollment Projection*24,482 24,659 24,723 24,910 25,099 25,304 25,560 Projection Source: Les Kendrick Demographic Study Dec '22 ("Medium Growth Model") 2022 - 2028 Enrollment Projections PROJECTED ENROLLMENT Live births for King County are estimates for year 2022 & 2023 *Does not include iGrad, RS Kent School District Six-Year Capital Facilities Plan Table 2 May 2023 6 AGENDA ITEM # 8. b) III - Current Kent School District “Standard of Service" In order to determine the capacity of facilities in a school district, King County Code 21A.06.1225 references a "standard of service" that each school district must establish in order to ascertain its overall capacity. The standard of service identifies the program year, the class size, the number of classrooms, students and programs of special need, and other factors determined by the District which would best serve the student population. This Plan includes the standard of service as established by Kent School District. The District has identified schools with significant special needs programs as “impact” schools and the standard of service targets a lower-class size at those facilities. Portables included in the capacity calculation use the same standard of service as the permanent facilities. The standard of service defined herein will continue to evolve in the future. Kent School District is continuing a long-term strategic planning process combined with review of changes to capacity and standard of service. This process will affect various aspects of the District's standard of service and future changes will be reflected in future capital facilities plans. Current Standards of Service for Elementary Students •Class size ratio for grades K - 3 is planned for an average of 23 students per class, not to exceed 26. •Class size ratio for grades 4 - 6 is planned for an average of 27 students per class, not to exceed 29. Some special programs require specialized classroom space and the program capacity of some of the buildings housing these programs is reduced. Some students, for example, leave their regular classroom for a short period of time to receive instruction in special programs and space must be allocated to serve these programs. Students may also be provided with music instruction and physical education in a separate classroom or facility. Some identified students will also be provided educational opportunities in classrooms for special programs such as those designated as follows: Multilingual Learner Education (MLE) Education for Disadvantaged Students (Title I) – Federal Program Learning Assisted Programs (LAP) – State Program 7 AGENDA ITEM # 8. b) Highly Capable Students – State Program Reading, math or science Labs Dual Language Programs in four elementary schools and one middle school Inclusive Education Service for Elementary and Secondary students with disabilities may be provided in a separate or self-contained classroom sometimes with a capacity of 10-15 students, depending on the program. Current District Standards of Service for Secondary Students The standards of service outlined below reflect only those programs and educational opportunities provided to secondary students which directly affect the capacity of the school buildings per the negotiated collective bargaining agreement with KEA. •The average class size ratio for grades 7–8 is 30 students per class and 143 students per day, with a maximum daily class load/enrollment of 150 based on five class periods per day. •The average class size ratio for grades 9-12 is 32 students per class and 153 students per day, with a maximum daily class load/enrollment of 160 based on five class periods per day. Like Inclusive Education Programs listed above, many other secondary programs require specialized classroom space which can reduce the functional capacity of the permanent school buildings, such as technology labs, performing arts activities, a variety of career and technical education programs, and other specialized programs. Space or Classroom Utilization As a result of scheduling conflicts for student programs, the need for specialized rooms for certain programs, and the need for teachers to have a workspace during their planning periods, it is not possible to achieve 100% utilization of regular teaching stations at secondary schools. Based on the analysis of actual utilization of classrooms, the Kent School District has determined that the standard utilization rate is 95% for secondary schools. Functional capacity at elementary schools reflects 100% utilization at the elementary level. 8 AGENDA ITEM # 8. b) IV - Inventory and Capacity of Existing Schools Currently, the District has permanent functional capacity to house 33,847 students and interim (portable) capacity to house 4,161. This capacity is based on the District's Standard of Service as set forth in Section III. Included in this Plan is an inventory of the District's schools by type, address and current capacity (See Table 3). The ratio between permanent capacity and portable capacity is 87.8% - 12.2%. The functional capacity is periodically updated for changes in the programs, additional classrooms, and new schools. Functional capacity has been updated in this Plan to reflect program changes implemented in the Fall of 2022. Calculation of Elementary, Middle School and Senior High School capacities are set forth in Appendices A, B, and C. Maps of existing schools are included. For clarification, the following is a brief description of some of the non-traditional programs for students in Kent School District: iGrad - Kent School District has developed the Individualized Graduation and Degree Program or “iGrad”. iGrad is an Open Door (Drop-out Reengagement) School that offers a second plus chance to students aged 16-21 who have dropped out of high school or are at risk of not earning a high school diploma by age 21. iGrad is not included in this Capital Facilities Plan, because it is served as a leased space at the Kent Hill Plaza Shopping Center. Over the past three years, enrollment in the iGrad program has averaged over 250 students. Kent Virtual Academy - The Kent Virtual Academy is open to grades 6-12 and is currently serving 171 students. The virtual school offers a flexible learning experience designed to engage students when and where they work best. Each school day will include a combination of live (synchronous) virtual instruction and on-demand (asynchronous) learning opportunities outside of a traditional bell schedule. Students can attend live virtual lessons with their teachers and classmates, participate in live virtual class or small group discussions, check-in or meet with teachers, watch recorded video lessons, work independently on projects and lessons, participate in learning experiences outside the school setting for credit or to meet competencies. Virtual school students may also attend their boundary school for select classes and services. 9 AGENDA ITEM # 8. b) 2022 - 2023 Year Opened Carriage Crest Elementary 1990 CC 18235 - 140th Avenue SE, Renton 98058 550 Cedar Valley Elementary 1971 CV 576 Covington Elementary 2018 CO 25811 156th Avenue SE, Covington 98042 620 Crestwood Elementary 1980 CW 504 East Hill Elementary 1953 EH 9825 S 240th Street, Kent 98031 626 Emerald Park 1999 EP 11800 SE 216th Street, Kent 98031 602 Fairwood Elementary 1969 FW 16600 - 148th Avenue SE, Renton 98058 490 George T. Daniel Elementary 1992 DE 11310 SE 248th Street, Kent 98030 446 Glenridge Elementary 1996 GR 19405 - 120th Avenue SE, Renton 98058 602 Grass Lake Elementary 1971 GL 28700 - 191st Place SE, Kent 98042 564 Horizon Elementary 1990 HE 27641 - 144th Avenue SE, Kent 98042 578 Jenkins Creek Elementary 1987 JC 596 Kent Elementary 1999 KE 24700 - 64th Avenue South, Kent 98032 550 Lake Youngs Elementary 1965 LY 19660 - 142nd Avenue SE, Kent 98042 658 Martin Sortun Elementary 1987 MS 12711 SE 248th Street, Kent 98030 580 Meadow Ridge Elementary 1994 MR 27710 - 108th Avenue SE, Kent 98030 522 Meridian Elementary 1939 ME 25621 - 140th Avenue SE, Kent 98042 608 Millennium Elementary 2000 ML 11919 SE 270th Street, Kent 98030 580 Neely-O'Brien Elementary 1990 NO 6300 South 236th Street, Kent 98032 522 Panther Lake Elementary 2009 PL 12022 SE 216th Street, Kent, 98031 546 Park Orchard Elementary 1963 PO 11010 SE 232nd Street, Kent 98031 642 Pine Tree Elementary 1967 PT 27825 - 118th Avenue SE, Kent 98030 648 Ridgewood Elementary 1987 RW 18030 - 162nd Place SE, Renton 98058 578 River Ridge Elementary 2021 RR 00000 - 22420 Military Rd S SeaTac, WA 858 Sawyer Woods Elementary 1994 SW 554 Scenic Hill Elementary 1960 SH 26025 Woodland Way South, Kent 98030 600 Soos Creek Elementary 1971 SC 12651 SE 218th Place, Kent 98031 508 Springbrook Elementary 1969 SB 20035 - 100th Avenue SE, Kent 98031 564 Sunrise Elementary 1992 SR 22300 - 132nd Avenue SE, Kent 98042 578 Elementary TOTAL 16,850 Cedar Heights Middle School 1993 CH 19640 SE 272 Street, Covington 98042 1,112 Mattson Middle School 1981 MA 16400 SE 251st Street, Covington 98042 922 Meeker Middle School 1970 MK 12600 SE 192nd Street, Renton 98058 1,154 Meridian Middle School 1958 MM 23480 - 120th Avenue SE, Kent 98031 884 Mill Creek Middle School 2005 MC 620 North Central Avenue, Kent 98032 1,058 Northwood Middle School 1996 NW 17007 SE 184th Street, Renton 98058 1,090 Canyon Ridge Middle School 1966 CR 11000 SE 264th Street, Kent 98030 0 Middle School TOTAL 6,220 Kent-Meridian High School 1951 KM 10020 SE 256th Street, Kent 98030 2,211 Kentlake Senior High School 1997 KL 21401 SE 300th Street, Kent 98042 2,516 Kentridge Senior High School 1968 KR 12430 SE 208th Street, Kent 98031 2,940 Kentwood Senior High School 1981 KW 2,608 Senior High TOTAL 10,275 Kent Laboratory Academy 2021 KA 00000 - 208th St Kent, WA 98030 502 Kent Virtual Academy KVA No hard Building i-Grad Program IG Not a KSD Building DISTRICT TOTAL 33,847 26500 Timberlane Way SE, Covington 98042 25225 - 180th Avenue SE, Covington 98042 26915 - 186th Avenue SE, Covington 98042 25800 - 164th Avenue SE, Covington 98042 Functional CapacitySCHOOLABRADDRESS 31135 - 228th Ave SE, Black Diamond 98010 10 AGENDA ITEM # 8. b) Kent-Meridian High School Kentlake High School Kentridge High School Kentwood High School King County, WA State Parks GIS, Esri, HERE, Garmin, SafeGraph, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, USDA Kent School District 2022/23 School Year High School Boundaries Legend High School Buildings Kent-Meridian High School Kentlake High School Kentridge High School Kentwood High School ± 0 4 82 Miles 11 AGENDA ITEM # 8. b) Kent School District 2022/23 School Year Middle School Boundaries Cedar Heights Middle School Mattson Middle School Meeker Middle School Meridian Middle School Mill Creek Middle School Northwood Middle School King County, WA State Parks GIS, Esri, HERE, Garmin, SafeGraph, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, USDA 0 4 82 Miles Legend Cedar Heights Middle School Mattson Middle School Meeker Middle School Meridian Middle School Mill Creek Middle School Northwood Middle School Middle Schools ± 12 AGENDA ITEM # 8. b) Kent School District 2022/23 School Year Elementary School Boundaries Carriage Crest Elementary Cedar Valley ElementaryCovington Elementary Crestwood Elementary East Hill Elementary Emerald Park Elementary Fairwood Elementary Daniel Elementary Glenridge Elementary Grass Lake Elementary Horizon Elementary Jenkins Creek Elementary Kent Elementary Lake Youngs Elementary Martin Sortun Elementary Meadow Ridge Elementary Meridian Elementary Millennium Elementary Neely O Brien Elementary Panther Lake Elementary Park Orchard Elementary Pine Tree Elementary Ridgewood Elementary Sawyer Woods Elementary Scenic Hill Elementary Soos Creek Elementary Springbrook Elementary Sunrise Elementary River Ridge Elementary King County, WA State Parks GIS, Esri, HERE, Garmin, SafeGraph, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, USDA 0 4 82 Miles Legend Carriage Crest Elementary Cedar Valley Elementary Covington Elementary Crestwood Elementary Daniel Elementary East Hill Elementary Emerald Park Elementary Fairwood Elementary Glenridge Elementary Grass Lake Elementary Horizon Elementary Jenkins Creek Elementary Kent Elementary Lake Youngs Elementary Martin Sortun Elementary Meadow Ridge Elementary Meridian Elementary Millennium Elementary Neely O Brien Elementary Panther Lake Elementary Park Orchard Elementary Pine Tree Elementary Ridgewood Elementary River Ridge Elementary Sawyer Woods Elementary Scenic Hill Elementary Soos Creek Elementary Springbrook Elementary Sunrise Elementary Elementary Schools ± 13 AGENDA ITEM # 8. b) V - Six-Year Planning and Construction Plan In November 2016, the voters of the Kent School District approved a bond measure for $252 million. This bonding authority provided for the replacement of Covington Elementary school, which opened in August of 2018, the new River Ridge Elementary school, and our new Kent Laboratory Academy, which both opened in August 2021. As a critical component of capital facilities planning, county and city planners and decision - makers are encouraged to consider safe walking conditions for all students when reviewing applications and design plans for new roads and developments. This should include sidewalks for pedestrian safety to and from school and bus stops as well as bus pull -outs and turn- arounds. Included in this Plan is an inventory of potential projects and sites identified by the District which are potentially acceptable site alternatives in the future (See Table 4 & Sitemap). Voter approved bond issues have included funding for the purchase of sites for some of these and future schools, and the sites acquired to date are included in this Plan. Some funding is secured for the purchase of additional sites, but some may be funded with impact fees as needed. Not all undeveloped properties meet current school construction requirements, and some property may be traded or sold to meet future facility needs. The Board will continue an annual review of standards of service and those dec isions will be reflected in each update of the Capital Facilities Plan. Our District went out for a Bond Measure in April of 2023 and did not receive enough votes for approval. We are currently re-evaluating district needs and looking at next steps that align with the Strategic Plan which continues to make a priority to revitalize, rejuvenate and rebuild our aging schools as well as begin a process to remove interim classroom portables and find room or create permanent structures to reduce and eventually eliminate the more than 166 portable classrooms in our district. We will continue to determine capacity versus enrollment as well as programs to ensure this goal to reduce and or eliminate all portables in our district is obtained in the next several years. As a part of the planning process, the District has been tracking a few major development projects which have affected enrollment and will continue to increase students' forecasts. On Meeker Street in Kent we have seen several major apartment complexes, ETHOS and Midtown 64 Apartments. These continue to have an impact on enrollment as they fill up their newly built facilities. Alexian Gateway Project is located on the corner of Military Road and Veterans Drive in Kent and will begin occupying its 283 planned units in 2023-2024. In Covington, we are tracking a multi-family house development which has been approved and construction has begun. The 1700-unit Lakepointe Urban Community will fall within our 14 AGENDA ITEM # 8. b) enrollment boundary and proposed completion of Phase 4 is shown to be 2027 . Construction in the Kent School District boundaries have been steadily rising over the last four years and planned communities are now being recognized through the planning teams in multiple city and county jurisdictions we serve. 15 AGENDA ITEM # 8. b) ccccccccccccc cc cccccccccccccccccc c c c c c c c c c c c cVETERANS DRIVEO L D M IL IT A R Y R O A D S O U T HAMENITY SPACETRASH ENCLOSURESTRASH ENCLOSURESTRASH ENCLOSURESTRASH ENCLOSURESTRASH ENCLOSURES2101220123012401210422042304240421052205230524052108220823082408210922092309240921122212231224122113221323132413211622162316241621022202230224022103220323032403------220623062406------220723072407------221023102410------221123112411------221423142414------221523152415MAINTENANCE SHEDM0011. UNIT NUMBERS READ TOP TO BOTTOM (FLOOR 1-4) AS INDICATED ON THE UNIT STACK ONE BEDROOM UNITSTWO BEDROOM UNITSTHREE BEDROOM UNITSLEGEND31023202330234023101320133013401310332033303340331043204330434043106320633063406310532053305340531073207330734073108320833083408311032103310341031093209330934093112321233123412311432143314341431113211331134113101320133013401TYPE A UNITS31153215331534153116321633163416------32173317341731183218331834183119321933193419------322033203420------32213321342131223222332234223123322333233423------3224332434241105120513051405NO UNIT - GARAGE ONLY-----*******BUILDING SIGNAGE------120413041404------12011301------------------1302------------120313031403110612061306140611071207130714071110121013101410110812081308140811091209130914091112121213121412111512151315141511161216131614161117121713171417------121813181418------121513151415------12141314141411111211131114111120122013201420112112211321142111241224132414241125122513251425112812281328142811291229132914291132123213321432113312331333143311361236133614361137123713371437------121913191419------122213221422------122313231423------122613261426------122713271427------123013301430------123113311431------123413341434------1235133514351138123813381438APARTMENT PROJECTS WITH MULTIPLE BUILDINGS SHALL HAVE MONUMENT SIGNS -------SHOWING THE STREET ADDRESSES OF EACH BUILDING AT EACH VEHICLE ENTRANCE TO THE SITE. EACH ETHICAL ENTRANCE SHALL ALSO HAVE AN ILLUMINATED SITE PLAN AND / OR DIRECTLY SIGNS. THE SIGNS SHALL SHOW THE LOCATION OF THE SIGN (THE VIEWER'S CURRENT LOCATION) AND ALL BUILDING ADDRESSES. DWELLING NUMBERS SHALL BE INCLUDED. THE MONUMENT SIGNS SHALL HAVE A CONTRASTING BACKGROUND COLOR.ALL SITE SIGNAGE TO BE PER OWNERS SPECIFICATION AND DESIGN AND UNDER SEPARATE PERMIT. * INDICATE APPROXIMATE LOCATION OF ILLUMINATED BUILDING ADDRESS SIGNAGE. SIGNAGE FOR BUILDINGS MUST INCLUDE THE ENTIRE BUILDING ADDRESS AND STREET NAME. THE BUILDING ADDRESS SHALL BE NO LESS THAN SIX (6) INCHES IN HEIGHT. THE BUILDING SIGN SHALL HAVE A CONTRASTING BACKGROUND COLOR.542 1st AVE. SOUTH, FLOOR 4SEATTLE, WASHINGTON 98104© 2019 KATERRA ARCHITECTURE LLC© 2019 KATERRA ARCHITECTURE II LLC© 2019 KATERRA ARCHITECTURE III PLLC© 2019 KATERRA ARCHITECTURE IV LLCALL DRAWINGS, SPECIFICATIONS, PLANS, IDEAS, ARRANGEMENTS AND DESIGNS REPRESENTED OR REFERRED TO ARE THE PROPERTY OF AND ARE OWNED BY KATERRA INC. WHETHER THE PROJECT FOR WHICH THEY ARE MADE IS EXECUTED OR NOT. THEY WERE CREATED, EVOLVED, DEVELOPED AND PRODUCED FOR THE SOLE USE ON AND IN CONNECTION WITH THIS PROJECT AND NONE OF THE ABOVE MAY BE DISCLOSED OR GIVEN TO OR USED BY ANY PERSON, FIRM OR CORPORATION FOR ANY USE OR PURPOSE WHATSOEVER INCLUDING ANY OTHER PROJECT, EXCEPT UPON WRITTEN PERMISSION AND DIRECTION OF KATERRA INC. OwnerConsultantBLDG. 1BLDG. 2BLDG. 3Key plan RevisionsMarkDateDescriptionN10/30/2020UNITNUMBERING/ADDRESSINGSHEET(1,2,3)G.00.014ALEXANGATEWAYAPARTMENTS23000 MILITARY RD S,KENT, WA 98032RMRM075-1800112/13/19IFC SETDrawn ByProject ManagerJob NumberDate Of OriginalProfessional SealSCALE: 3/64" = 1'-0"1UNIT NUMBERING PLANNORTH0 06/12/2019 PERMIT SET2 01/09/2020 REV.3 ITCDUPDATES6 05/22/2020 PC1 CORRECTIONS16AGENDA ITEM # 8. b) Phase 1BPhase 2Phase 3SE 260th St189th Ave SE 188th Ave SE191st Pl SE SE 259th Pl193r d P l S E 196 t h A v e S E SE 259th StSE 260th St19 9 t h A v e S E SE Timberlane Blvd198th Pl SESE 256th StSR 18 204th Ave SE2 0 1 s t A v e S E SE 258th St203rd Ave SE SE 258th PlPhase 4Phase 1APhasing LegendPhasing MapLakepointe Urban VillagePhasing MapLakepointe Urban Village200400400'0100SCALE: 1" = NNOTE:THE LOCATION OF DEVELOPMENT, INCLUDINGS ROADWAYS ANDTRAILS, IS APPROXIMATE AND DOES NOT VEST TO THIER SPECIFICLOCATION. THE LOCATION OF ALL DEVELOPMENT WILL BE BASEDON EXISTING CONDITIONS AT THE TIME OF APPLICATION AND THETERMS OF THE PLANNED ACTION, THE DEVELOPMENT AGREEMENT,AND APPLICABLE LOCAL, STATE, AND FEDERAL LAWS.January 30, 2017Phase 1B - Approximate Years 2019-2024Phase 2 - Approximate Years 2020-2025Phase 3 - Approximate Years 2023-2028Establishment of final grade, construction of Covington Connector toSoutheast boundary, construction of first phase of commercialdevelopment.Establishment of final lake perimeter, construction of 191st Place SEextension and associated R-12 residential development, construction ofsecond phase of commercial development on peninsula.Construction of third phase of commercial development.Preliminary Plat approval in third quarter 2021. Construction and FinalPlat Recording 2022.Phase 1A - Maple Hills Division 5Phase 4 - Approximate Years 2020-2027Completion of gravel pit reclamation, construction of MR andR-12 residential developmentUpdated September 15, 2021119108817AGENDA ITEM # 8. b) 191st Pl SE Jenkins CreekSE 260th St189th Ave SE 188th Ave SE191st Pl SE SE 259th Pl19 3 r d P l S E 19 6 t h A v e S E SE 259th StSE 260th St19 9 t h A v e S E SE Timberlane Blvd198th Pl SESE 256th StSR 18 204th Ave SE2 0 1 s t A v e S E SE 258th St203rd Ave SE SE 258th PlBRCMU PARKS24,956 SF0.57 ACRCMU PARKS97,621 SF2.24 ACMR PARKS110,686 SF2.54 ACR-12 PARKS14,185 SF0.33 ACR-12 PARKS12,500 SF0.29 ACMR PARKS128,425 SF2.95 ACR-12 PARKS32,553 SF0.75 ACR-6 PARKS14,112 SF0.32 ACR-12 PARKS7,254 SF0.17 ACR-6 OPEN SPACE1,880,037 SF43.16 ACR-12 OPEN SPACE572,210 SF13.14 ACR-12 OPEN SPACE4,549 SF0.10 ACR-12 OPEN SPACE34,788 SF0.80 ACRCMU OPENSPACE86,894 SF1.99 ACR-6 PARKS9,908 SF0.23 ACMR PARKS12,799 SF0.29 ACMR OPEN SPACE22,507 SF0.52 ACR-12 OPEN SPACE5,687 SF0.13 ACR-6 OPEN SPACE139,837 SF3.21 ACR-6 OPEN SPACE57,182 SF1.31 ACPC o v i n g t o n C o n n e c t o r Master Development PlanLakepointe Urban VillageMaster Development PlanLakepointe Urban VillageJanuary 30, 2017WetlandWetland BufferUndisturbed Open SpacePublicly Accessible Parks and PlazasMedium Density Residential (R-6)Central Pond FeatureCovington Highlands TrailTrails / Offsite Trail ConnectionsStop LightProposed Park and Ride FacilityTransit StopProposed Truck and Bus Return RoutePublic StreetsHigh Density Residential (R-12)Mixed Residential (MR)Mixed Use / Commercial (RCMU)LegendBBike RouteCENTRAL POND FEATUREGateway ElementSteep Slope and Buffer200400400'0100SCALE: 1" = NProposed Trail ParkingFocal Point / Public Gathering SpotLandscape AreasJenkins CreekPPedestrian / Wildlife UndercrossingNOTE:THE LOCATION OF DEVELOPMENT, INCLUDINGS ROADWAYS ANDTRAILS, IS APPROXIMATE AND DOES NOT VEST TO THIER SPECIFICLOCATION. THE LOCATION OF ALL DEVELOPMENT WILL BE BASEDON EXISTING CONDITIONS AT THE TIME OF APPLICATION AND THETERMS OF THE PLANNED ACTION, THE DEVELOPMENT AGREEMENT,AND APPLICABLE LOCAL, STATE, AND FEDERAL LAWS.Mix of Multi-Family and Commercial isEncouraged within Peninsula AreaUpdated September 15, 2021Disturbed (Graded) Open SpaceSPECIAL PAVEMENTPARKS TABLERCMUMRR-12R-6ZONE SQ FOOTAGE ACREAGE122,577 SF251,910 SF66,492 SF24,020 SF2.81 AC5.78 AC1.53 AC0.55 ACTOTAL464,999 SF 10.67 ACPOND TABLERCMUMRR-12R-6ZONE SQ FOOTAGE ACREAGE366,128 SF106,040 SF334,094 SF0 SF8.41 AC2.43 AC7.67 AC0.00 ACTOTAL806,262 SF 18.51 ACOPEN SPACE TABLERCMUMRR-12R-6ZONE SQ FOOTAGE ACREAGE86,984 SF22,507 SF617,234 SF2,077,056 SF1.99 AC0.52 AC14.17 AC47.68 ACTOTAL2,803,691 SF 64.36 ACCOMBINED OPEN SPACE TABLERCMUMRR-12R-6ZONEPARKS2.81 AC5.78 AC1.53 AC0.55 ACTOTAL10.67 AC91.25 AC34.00 AC35.34 AC53.51 AC214.10 ACOPEN SPACE* POND8.41 AC2.43 AC7.67 AC0.00 AC18.51 AC*OPEN SPACE INCLUDES CRITICAL AREAS, BUFFERS, AND OTHER GREEN SPACES13.21 AC8.73 AC23.37 AC48.23 AC93.55 ACNET ACRES**78.03 AC25.27 AC11.98 AC5.27 AC120.55 AC1.99 AC0.52 AC14.17 AC47.68 AC64.36 ACGROSSACREAGETOTALAMENITIESWILDLIFE /PEDESTRIANUNDER-CROSSING**NET ACRES EQUALS GROSS ACREAGE MINUS TOTAL AMENITIESFUTURE CONNECTIONBEYOND PROPERTY BYOTHERS3646125718AGENDA ITEM # 8. b) VI - Portable Classrooms The Plan references use of portables as interim capacity for facilities. Currently, the District utilizes portables to house students more than functional capacity and for program purposes at some school locations (Please see Appendices A, B, C). Based on enrollment projections, implementation of full day kindergarten programs, lower state mandated class sizes, functional capacity, and no need for additional interim capacity, the District anticipates no need to purchase or lease additional portables during the next six - year period to ensure capacity requirement (Noted in section V. Six Yr. Planning Construction). During the time period covered by this Plan, the District does not anticipate that all of the District’s portables will be replaced by permanent facilities. During the useful life of some of the portables, the school-age population may decline in some communities and increase in others, and these portables provide the flexibility to accommodate the immediate needs of the community. Portables may be used as interim facilities: 1. To prevent overbuilding or overcrowding of permanent school facilities. 2. To cover the gap between the times of demand for increased capacity and completion of permanent school facilities to meet that demand. 3. To meet unique program requirements. Portables currently in the District’s inventory are continually evaluated resulting in some being improved and some replaced or when possible, be removed due to life expectancy. The Districts goal is to reduce and or eliminate all portables so we may provide an equitable learning environment for all. The Plan projects that the District will use portables to accommodate interim housing needs for the next six years and beyond. The use of portables, their impacts on permanent facilities, life cycle and operational costs, and the interrelationship between portables, emerging technologies, and educational restructuring will continue to be examined. 19 AGENDA ITEM # 8. b) VII - Projected Six-Year Classroom Capacity As stated in Section IV, the functional capacity study is periodically updated for changes in special programs and reflects class size requirements, class size fluctuations etc. As shown in the Inventory and Capacity chart in Table 3, the functional capacity is also reflected in the capacity and enrollment comparison charts (See Tables 5 & 5 a-b-c). Enrollment is electronically reported to OSPI on Form P-223 on a monthly basis and funding apportionment is based on Annual Average FTE (AAFTE). The first school day of October is widely recognized as the enrollment “snapshot in time” to report enrollment for the year. Kent School District continues to be the fifth largest district (both FTE and headcount basis) in the state of Washington. The P-223 Headcount for October 2022 was 24,482 with kindergarten students counted at 1.0 and excluding ECSE and college-only Running Start students. In October 2022, there were an additional 877 students in 11th and 12th grade participating in the Running Start program at different colleges and receiving credits toward both high school and college graduation. Of these students, 486 attended classes only at the college (“college-only”) and are excluded from FTE and headcount for capacity and enrollment comparisons. Kent School District has one of the highest Running Start program participation rates in the state. Based on the enrollment forecasts, permanent facility inventory and capacity, current standard of service, portable capacity, and future additional classroom space, the District plans to continue to satisfy required capacity through the interim use of portables (See Table 5 and Tables 5 a-b-c). While the district currently shows available capacity to address projected need on a purely statistical basis, there are variety of extenuating factors that need to be considered. The Kent School District currently makes significant use of portables, which we do not consider as part of our permanent standard of service. We have included portable space in our interim capacity figures, and we do not count that as a permanent space solution. Kent is unusual in that it incorporates neighborhoods intersecting with at least 6 municipalities, including Kent , Auburn, Black Diamond, Maple Valley, Renton, and SeaTac. The district covers 73 square miles and includes over 40 schools. Within this large geographic area, we expect to have pockets of localized capacity need that are not necessarily reflected in the aggregate figures. As one example, the Lakepointe Urban Village development in Covington may require new classroom capacity even as space may exist in schools on the far other end of the district’s boundaries. 20 AGENDA ITEM # 8. b) KENT SCHOOL DISTRICT No. 415 PROJECTED ENROLLMENT and CAPACITY TOTAL DISTRICT SCHOOL YEAR 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 Actual Permanent Functional Capacity 1 33,847 34,529 34,529 34,529 34,529 34,529 34,529 Changes to Permanent Capacity 1 Capacity Increase (F) Additional Permanent Classrooms 0 0 0 0 0 0 0 Permanent Program Capacity Subtotal 33,847 34,529 34,529 34,529 34,529 34,529 34,529 Interim Portable Capacity Elementary Portable Capacity Required 3,240 3,192 3,192 3,192 3,192 3,192 3,192 Middle School Portable Capacity Required 336 308 308 308 308 308 308 Senior High School Portable Capacity Required 654 540 540 540 540 540 540 Interim Portable Capacity Total 4,230 4,040 4,040 4,040 4,040 4,040 4,040 TOTAL CAPACITY 1 38,077 38,569 38,569 38,569 38,569 38,569 38,569 TOTAL ENROLLMENT/ PROJECTION 2 24,482 24,659 24,723 24,910 25,099 25,304 25,560 DISTRICT AVAILABLE CAPACITY 13,595 13,910 13,846 13,659 13,470 13,265 13,009 1 Capacity is based on standard of service for programs provided and is updated periodically to reflect program changes. 2 Projection Source: Les Kendrick Demographic Study, 2022 ("Medium Growth Model") P R O J E C T E D Kent School District Six-Year Capital Facilities Plan Table 5 May 2023 21 AGENDA ITEM # 8. b) KENT SCHOOL DISTRICT No. 415 PROJECTED ENROLLMENT and CAPACITY SCHOOL YEAR 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 Actual Senior High Permanent Capacity 1 10,275 10,097 10,097 10,097 10,097 10,097 10,097 Changes to High School Capacity 0 0 0 0 0 0 0 Subtotal 10,275 10,097 10,097 10,097 10,097 10,097 10,097 Portables Interim Capacity 1 654 540 540 540 540 540 540 TOTAL CAPACITY 1 10,929 10,637 10,637 10,637 10,637 10,637 10,637 ENROLLMENT / PROJECTION 3 7,205 7,385 7,386 7,394 7,477 7,588 7,657 SURPLUS (DEFICIT) CAPACITY 3,724 3,252 3,251 3,243 3,160 3,049 2,980 1 Capacity is based on standard of service for programs provided and is updated periodically to reflect program changes. 3 Projection Source: Les Kendrick Demographic Study, 2022 ("Medium Growth Model") P R O J E C T E D No Classroom Portables required at this time. Some Portables used for classroom and program purposes. SENIOR HIGH SCHOOLS: Grades 9 - 12 Kent School District Six-Year Capital Facilities Plan Table 5 C May 2023 22 AGENDA ITEM # 8. b) KENT SCHOOL DISTRICT No. 415 PROJECTED ENROLLMENT and CAPACITY 7-8 SCHOOL YEAR 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 Actual Middle School Permanent Capacity 1 6,220 7,216 7,216 7,216 7,216 7,216 7,216 Changes to Middle School Capacity 0 0 0 0 0 0 0 Subtotal 6,220 7,216 7,216 7,216 7,216 7,216 7,216 Portable Interim Capacity 1 336 308 308 308 308 308 308 TOTAL CAPACITY 1 & 3 6,556 7,524 7,524 7,524 7,524 7,524 7,524 ENROLLMENT / PROJECTION 2 3,862 5,837 5,919 5,947 5,927 6,032 6,211 SURPLUS (DEFICIT) CAPACITY 2,694 1,687 1,605 1,577 1,597 1,492 1,313 1 Capacity is based on standard of service for programs provided and is updated periodically to reflect program changes. MIDDLE SCHOOL: Grades 7 - 8 2022-23 **Middle School: Grades 6-8 2023-24 and Beyond** 2 Projection Source: Les Kendrick Demographic Study, 2022 ("Medium Growth Model") P R O J E C T E D G r a d e 6 / 8 2 0 2 3 / 2 4 a n d b e y o n d Middle School Grade 6-8 No Classroom Portables required at middle schools at this time. Some Portables used for classroom and program purposes. Kent School District Six-Year Capital Facilities Plan Table 5 B May 2023 23 AGENDA ITEM # 8. b) KENT SCHOOL DISTRICT No. 415 PROJECTED ENROLLMENT and CAPACITY K-6 SCHOOL YEAR 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 Actual Elementary Permanent Capacity 1 16,850 16,696 16,696 16,696 16,696 16,696 16,696 Additional Permanent Classrooms 2 0 0 0 0 0 0 0 Subtotal 16,850 16,696 16,696 16,696 16,696 16,696 16,696 Interim Portable Capacity 3,240 3,192 3,192 3,192 3,192 3,192 3,192 TOTAL CAPACITY 1 / 2 20,090 19,888 19,888 19,888 19,888 19,888 19,888 ENROLLMENT / PROJECTION 3 13,415 11,437 11,418 11,569 11,695 11,684 11,692 SURPLUS (DEFICIT) CAPACITY 6,675 8,451 8,470 8,319 8,193 8,204 8,196 1 Capacity is based on standard of service for programs provided and is updated periodically to reflect program changes. 2 Additional classrooms will be placed at schools with the greatest need for aleve overcrowding 3 Projection Source: Les Kendrick Demographic Study, 2022 ("Medium Growth Model") Enrollment & Projections reflect FULL Day Kindergarten at ALL Elementary schools @ 1.0 & exclude ECSE Preschoolers. P R O J E C T E D G r a d e K / 5 2 0 2 3 / 2 4 a n d b e y o n d Elementary Grade K-5 ELEMENTARY: Grades K - 6 Thru 2022-23 **ELEMENTARY: Grades K - 5 2023-24 and Beyond** Kent School District Six-Year Capital Facilities Plan Table 5 A May 2023 24 AGENDA ITEM # 8. b) VIII - Finance Plan The finance plan shown on Table 6 demonstrates how the Kent School District plans to finance improvements for the years 2022-2023 through 2028-2029. The financing components include secured and unsecured funding and impact fees. The plan is based on future bond issues, state school construction assistance, collection of impact fees under the State Growth Management Act and voluntary mitigation fees paid pursuant to State Environmental Policy Act. In November 2016, the District held a special election to approve the authorization of $252,000,000 in bonding authority. The projects described below are part of this authorization. The first series of bonds ($80 million) were issued in February 2017, which funded the Covington Elementary Replacement School, as well as other infrastructure projects. Impact fees were used at both River Ridge Elementary School and Kent Laboratory Academy projects due to escalation in construction pricing across the Pacific Northwest. According to RCW 82.02.090, the definition of an impact fee is ". . . a payment of money imposed upon development as a condition of development approval to pay for public facilities needed to serve new growth and development, and that is reasonably related to the new development that creates additional demand and need for public facilities, that is a proportionate share of the cost of the public facilities, and that is used for facilities that reasonably benefit the new development. `Impact fee' does not include a reasonab le permit or application fee." Mitigation or impact fees can be calculated on the basis of "unhoused student need" or "the maintenance of a district's level of service" as related to new residential development. A mitigation/impact fee may be imposed based upon a determination of insufficient existing permanent and/or interim portable school space or to pay for permanent and/or newly acquired interim portable school space previously constructed as a result of growth in the district. A district's School Board must first approve the application of the mitigation or impact fees and, in turn, approval must then be granted by the other general government jurisdictions having responsibility within the district, counties, cities and towns. (Kent, Covington, Renton, Auburn, Black Diamond, Maple Valley, SeaTac, and Unincorporated King County) Though the current enrollment projections increase for both elementary and secondary schools are relatively flat, the ongoing need to provide permanent instructional facilities to house students is a driving need as the shifts in our family populations continue, due to ongoing development. Previously collected Impact fees may be used to support and address the challenges related to the number of interim instructional facilities currently in use, the replacement of some of these aged facilities, the maintenance of the district's level of services, and the potential expansions to existing facilities in future years. The Kent School District 2022-2023 CFP update includes continued execution of the 2016 Capital Bond Projects, the 2018 Levy Projects, and the data collection and review of our Facility Assessment Reports. The District Facilities and Capital Planning Teams have come together and joined the Capital 25 AGENDA ITEM # 8. b) Bond Planning Task Force (CBPTF) which included District personnel, design professionals, teaching staff, student voices, as well as community members who collaborated and discussed district needs. Our initial plan revealed priorities including school replacement due to age, and the need for added permanent facilities to (1) reduce and eliminate our need for portables and (2) accommodate future growth as housing in the Kent region continues to expa nd. We started with a list of 2 billion in needs and through itemizing and prioritizing, we brought the list of essential projects to 495 million. This list was brought before the District’s Board of Directors for comments, discussion, and approval. A Capital Bond Measure followed and went out to vote in April 2023 and did not pass with voter approval. We are now re-evaluating needs and figuring out next steps. Future updates to this Capital Facilities Plan will include details of any adopted planning . With the opening of Canyon Ridge Middle School, our sixth grade moving from elementary to middle school, and our boundary change, we are advancing opportunities to even out capacity at each site to accommodate our programs and student-based needs. For the Six-Year Finance Plan, costs of future schools are based on estimates from Kent School District Capital Planning Team. Please see pages 13-14 for a summary of the cost basis. Cost Basis Summary For impact fee calculations, construction estimated costs are based on the last elementary school built in Kent, adjusted for inflation, and projected cost future elementary school, as well as average pricing of nearby school districts recently built new middle and new high school projects. Project Projected Cost New Elementary School $68,000,000 New Middle School $155,000,000 New High School $220,000,000 Site Acquisition Cost The site acquisition cost is based on an average cost of sites purchased or built on within the last ten years. Please see Table 7 for a list of site acquisition costs and averages. District Adjustment The impact fee calculations on Appendix B & C result in a zero-dollar impact fee total for this year but may be adjusted if needed per RCW 36.70A.130(2)(b) provision. 26 AGENDA ITEM # 8. b) KENT SCHOOL DISTRICT No. 415 SIX-YEAR FINANCE PLAN Secured Unsecured Impact SCHOOL FACILITIES *2022 2023 2024 2025 2026 2027 2028 TOTAL Local & State State 2 or Local 3 Fees 5 Estimated Estimated PERMANENT FACILITIES No School Projects at this time.$0 TEMPORARY FACILITIES Additional portables 3 - 4 $0 OTHER N / A Totals $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 * F = Funded U = Unfunded NOTES: 2 The District anticipates receiving some State Funding Construction Assistance for some projects. 3 Facility needs are pending review. Some of these projects may be funded with impact fees. 4 Cost of portables based on current cost and adjusted for inflation for future years. 5 Fees in this column are based on amount of fees collected to date and estimated fees on future units. Kent School District Six-Year Capital Facilities Plan Table 6 May 2023 27 AGENDA ITEM # 8. b) KENT SCHOOL DISTRICT No. 415 Site Acquisitions & Costs Average of Sites Purchased, Sold or Built on within last 10 Years Type & # on Map School / Site Year Open / Purchased Sold Location Acreage Cost/Price Avg cost-price/acre Total Average Cost / Acre Elementary No Acquisitions for Elemenary Schools 0.00 $0 Elementary Site Subtotal 0.00 $0 $0 Elem site average Middle School No Acquisitions for Middle Schools 0.00 $0 Middle School Site Subtotal 0.00 $0 $0 Middle Schl Site Avg. Senior High No Acquisitions for Senior Highs 0.00 $0 $0 Senior High Site Subtotal 0.00 $0 $0 Sr Hi Site Average Note: All rural sites were purchased prior to adoption of Urban Growth Area. Numbers correspond to locations on Site Bank & Acquisitions Map on Page 35. Properties purchased prior to 2010 1 / Urban Site - Covington area North (So of Mattson MS)1984 2 / Rural Site - Ham Lake east (Pollard)1992 4 / Urban Site - Shady Lake (Sowers-Blaine-Drahota-Paroline)1995 0.00 $0 5 / Rural Site - SE of Lake Morton area (West property)1993 0 0 0 9 / Rural Site - McMillan Assemblage (South of MC)98 - 04 10 / Urban Site - Yeh-Williams (W of 132 Ave SE at SE 288)1999 12 / Urban Site - SE 256th Covington (Halleson)2000 12a / Urban Site - 156th Ave. SE Covington (Wikstrom)2004 12b / Urban Site - SE 256th St. Covington (West of CO)2004 Total Acreage & Cost Total Average Cost / Acre #DIV/0! Kent School District Six-Year Capital Facilities Plan Table 7 May 2022 28 AGENDA ITEM # 8. b) KENT  SCHOOL  DISTRICT FACTORS  FOR  ESTIMATED  IMPACT  FEE  CALCULATIONS  Student Generation Factors - Single Family Student Generation Factors - Multi-Family Elementary (Grades K - 6) 0.248 Elementary 0.130 Middle School (Grades 7 - 8) 0.085 Middle School 0.049 Senior High (Grades 9 - 12) 0.107 Senior High 0.056 Total 0.440 Total 0.235 Projected Increased Student Capacity OSPI - Square Footage per Student, see side char Elementary 0 Elementary 115 Middle School 850 Middle School 148 Senior High (Academy)0 Senior High 173 Special Education ?? Required Site Acreage per Facility Elementary (required)12 Average Site Cost / Acre Middle School (required)25 Elementary $161,678 Senior High (required)40 Middle School $0 Senior High $0 New Facility Construction Cost Elementary $68,000,000 Temporary Facility Capacity & Cost Middle School $155,000,000 Elementary @ 24 $315,000 Senior High $220,000,000 Middle School @ 29 $315,000 Senior High @ 31 $315,000 Temporary Facility Square Footage State Funding Assistance Credit Elementary 123,702 District Funding Assistance Percentage 51.86% Middle School 10,256 Senior High 21,296 Total 4.4% 155,254 Construction Cost Allocation CCA - Cost/Sq, Ft. $246.83 Permanent Facility Square Footage Elementary 1,567,594 Middle School 760,483 District Average Assessed Value Senior High/Other 1,077,315 Single Family Residence $653,485 Total 95.6%3,405,392 Total Facilities Square Footage District Average Assessed Value Elementary 1,691,296 Multi-Family Residence $220,293 Middle School 770,739 Senior High/Other 1,098,611 Total 3,560,646 Bond Levy Tax Rate/$1,000 $1.02 Current Rate / 1,000 Tax Rate 0.0010 Developer Provided Sites / Facilities Value 0 General Obligation Bond Interest Rate Dwelling Units 0 Current Bond Interest Rate 3.58% CPI Inflation Factor 5.20% Budget Preparations | OSPI (www.k12.wa.us) Kent School District Six‐Year Capital Facilities Plan (APPENDIX A)May 2023 29 AGENDA ITEM # 8. b) KENT SCHOOL DISTRICT IMPACT FEE CALCULATION for SINGLE FAMILY RESIDENCE Site Acquisition Cost per Single Family Residence Formula: ((Acres x Cost per Acre) / Facility Capacity) x Student Generation Factor Required Site Acreage Average Site Cost/Acre Facility Capacity Student Factor A 1 (Elementary)12 $161,678 0 0.248 A 2 (Middle School)25 $0 850 0.085 $0.00 A 3 (Senior High)40 $0 0 0.107 Total 77 $161,678 850 0.440 A $0.00 Permanent Facility Construction Cost per Single Family Residence Formula: ((Facility Cost / Facility Capacity) x Student Factor) x (Permanent/Total Square Footage Ratio) Construction Cost Facility Capacity Student Factor Footage Ratio B 1 (Elementary)$68,000,000 0 0.248 0.903 B 2 (Middle School)$155,000,000 850 0.085 0.984 $15,252.00 B 3 (Senior High)$220,000,000 0 0.107 0.998 Total $443,000,000 850 0.440 B $15,252.00 Temporary Facility Cost per Single Family Residence (Portables) Formula: ((Facility Cost / Facility Capacity) x Student Factor) x (Temporary / Total Square Footage Ratio) Facility Cost Facility Capacity Student Factor Footage Ratio C 1 (Elementary)$315,000 24 0.248 0.097 $315.74 C 2 (Middle School)$315,000 29 0.085 0.016 $14.77 C 3 (Senior High)$315,000 31 0.107 0.020 $21.75 Total $945,000 84 0.440 C $352.25 State Funding Assistance Credit per Single Family Residence (formerly "State Match") Formula: Area Cost Allowance x SPI Square Feet per student x Funding Assistance % x Student Factor Construction Cost Allocation SPI Sq. Ft. / Student Assistance %Student Factor D 1 (Elementary)$246.83 115 0.5186 0.248 $3,650.73 D 2 (Middle School)$246.83 148 0.5186 0.085 $1,610.32 D 3 (Senior High)$246.83 173 0.5186 0.107 $2,369.52 D $7,630.57 Tax Credit per Single Family Residence Average SF Residential Assessed Value (AAV)$653,485 Net Present Value (per EQ) (NPV)8.77 Current Debt Service Rate / 1,000 ( r )0.10%TC $5,848.83 (Below used to calculate NPV) Current Bond Interest Rate 3.58% Years Amortized (10 Years)- Used in NPV Calculation 10 Developer Provided Facility Credit Facility / Site Value Dwelling Units 0 0 FC 0 Fee Recap ** A = Site Acquisition per SF Residence $0.00 B = Permanent Facility Cost per Residence $15,252.00 C = Temporary Facility Cost per Residence $352.25 Subtotal $15,604.25 D = State Match Credit per Residence $7,630.57 TC = Tax Credit per Residence $5,848.83 Subtotal $13,479.40 Total Unfunded Need $2,124.85 50% Developer Fee Obligation $1,062 FC = Facility Credit (if applicable)$0 District Adjustment ($1,062) Net Fee Obligation per Residence - Single Family ($0.00) Kent School District Six-Year Capital Facilities Plan (APPENDIX B)May 2023 30 AGENDA ITEM # 8. b) KENT SCHOOL DISTRICT IMPACT FEE CALCULATION for MULTI-FAMILY RESIDENCE Site Acquisition Cost per Multi-Family Residence Unit Formula: ((Acres x Cost per Acre) / Facility Capacity) x Student Generation Factor Required Site Acreage Average Site Cost/Acre Facility Capacity Student Factor A 1 (Elementary)12 $161,678 0 0.13 A 2 (Middle School)25 $0 850 0.049 $0.00 A 3 (Senior High)40 $0 0 0.056 Total 77 $161,678 850 0.235 A $0.00 Permanent Facility Construction Cost per Multi-Family Residence Unit Formula: ((Facility Cost / Facility Capacity) x Student Factor) x (Permanent / Total Square Footage Ratio) Construction Cost Facility Capacity Student Factor Footage Ratio B 1 (Elementary)$68,000,000 0 0.13 0.903 B 2 (Middle School)$155,000,000 850 0.049 0.984 $8,792.33 B 3 (Senior High)$220,000,000 0 0.056 0.998 Total $443,000,000 850 0.235 B $8,792.33 Temporary Facility Cost per Multi-Family Residence Unit Formula: ((Facility Cost / Facility Capacity) x Student Factor) x (Temporary / Total Square Footage Ratio) Facility Cost Facility Capacity Student Factor Footage Ratio C 1 (Elementary)$315,000 24 0.13 0.097 $165.51 C 2 (Middle School)$315,000 29 0.049 0.016 $8.52 C 3 (Senior High)$315,000 31 0.056 0.020 $11.38 Total $945,000 84 0.235 C $185.40 State Funding Assistance Credit per Multi-Family Residence (formerly "State Match") Formula: Area Cost Allowance x SPI Square Feet per student x Funding Assistance % x Student Factor Area Cost Allowance SPI Sq. Ft. / Student Equalization %Student Factor D 1 (Elementary)$246.83 115 0.5186 0.13 $1,913.69 D 2 (Middle School)$246.83 148 0.5186 0.049 $928.30 D 3 (Senior High)$246.83 173 0.5186 0.056 $1,240.12 D $4,082.11 Tax Credit per Multi Family Residence Average MF Residential Assessed Value (AAV)$220,293 Net Present Value (per EQ) (NPV)8.77 Current Debt Service Rate / 1,000 ( r )0.10%TC $1,971.67 (Below used to calculate NPV) Current Bond Interest Rate 3.58% Years Amortized (10 Years)- Used in NPV Calculation 10 Developer Provided Facility Credit Facility / Site Value Dwelling Units 0 0 FC 0 Fee Recap ** A = Site Acquisition per Multi-Family Unit $0.00 B = Permanent Facility Cost per MF Unit $8,792.33 C = Temporary Facility Cost per MF Unit $185.40 Subtotal $8,977.73 D = State Match Credit per MF Unit $4,082.11 TC = Tax Credit per MF Unit $1,971.67 Subtotal $6,053.78 Total Unfunded Need $2,923.95 50% Developer Fee Obligation $1,462 FC = Facility Credit (if applicable)0 District Adjustment ($1,462) Net Fee Obligation per Residential Unit - Multi-family ($0.00) Kent School District Six-Year Capital Facilities Plan (APPENDIX C)May 2023 31 AGENDA ITEM # 8. b) KENT SCHOOL DISTRICT No. 415 Site Acquisitions and Projects Planned to Provide Additional Capacity Projected Projected % for SCHOOL / FACILITY / SITE LOCATION Type Status Completion Program new Date Capacity Growth Approximate Approximate # on Map ELEMENTARY MIDDLE SCHOOL & SENIOR HIGH TEMPORARY FACILITIES Additional Capacity # on Map 2 OTHER SITES ACQUIRED Land Use Designation Type 12 256th - Covington (Halleson)25435 SE 256th, Covington 98042 Rural To be sold 12a 156th - Covington (Wikstrom)25847 156th Ave. SE, Covington 98042 Rural To be sold Notes: None King County King County Land Use Jurisdiction Kent School District Six-Year Capital Facilities Plan Table 4 May 2022 32 AGENDA ITEM # 8. b) © copyright KROLL MAP COMPANY, INC. This map has been modified by KSD 05/22 Sawyer Woods Elementary Jenkins Creek Elementary Fairwood Elementary Ridgewood Elementary Northwood Middle School Lake Youngs Elementary Glenridge Elementary Kentridge High School Springbrook Elementary Soos Creek Elementary Sunrise Elementary Meridian Middle School Kentwood High School Park Orchard Elementary Martin Sortun Elementary Daniel Elementary East Hill Elementary Mill Creek Middle School Kent Elementary Kent-Meridian High School Scenic Hill Elementary Kent School District Administration Center Meadow Ridge Elementary Pine Tree Elementary Horizon Elementary Covington Elementary Cedar Heights Middle School Cedar Valley Elementary Crestwood Elementary Mattson Middle School Kentlake High School Neely O’Brien Elementary Carriage Crest Elementary MeridianElementary Meeker Middle School Grass Lake Elementary Emerald Park Elementary Millennium Elementary iGrad Kent Valley Early Learning Center The Outreach Program (TOP) Panther Lake Elementary River Ridge Elementary Kent Laboratory Academy 33 AGENDA ITEM # 8. b) IX - Summary of Changes to June 2022 Capital Facilities Plan The Capital Facilities Plan (the "Plan") is updated annually based on previous Plans in effect since 1993. The primary changes from the June 2022 Plan are summarized here. Capacity changes continue to reflect fluctuations in class size ratio and program changes. Changes in portables or transitional capacity reflect use, lease or purchase, sale, surplus and/or movement between facilities. The District will be moving to a K-5 Elementary and 6-8 Middle School model beginning the 2023-2024 school year. Capacity has been added at the middle school level by reopening the former Sequoia Junior High (now Canyon Ride Middle School). The district worked with Educational Data Solutions, LLC to update student generation factors. The updated rates are included in the body of the Plan. The student headcount enrollment forecast is updated annually. All Elementary schools now have Full Day Kindergarten so six-year Kindergarten projections were previously modified to meet the requirements for Full Day Kindergarten programs at all elementary schools. The district expects to receive some State Funding Assistance (formerly called “state matching funds”) for projects in this Plan and tax credit factors are updated annually. Unfunded site and facility need will be reviewed in the future. The impact fees for 2024 calendar year will result in no collection of impact fees for both Single-Family and Multi-Family due to the capacity study completed in Spring 2023. 34 AGENDA ITEM # 8. b) ITEM Grade /Type FROM TO Increase/ Decrease Comments Student Generation Factor Elem 0.27 0.248 -0.022 Single Family (SF)MS 0.105 0.085 -0.020 SH 0.075 0.107 0.032 Total 0.45 0.440 -0.010 Decrease Student Generation Factor Elem 0.082 0.130 0.048 Multi-Family (MF)MS 0.035 0.049 0.014 SH 0.029 0.056 0.027 Total 0.146 0.235 0.089 Increase State Funding Assistance Ratios (“State Match”) 52.49%51.86%-0.63%Per OSPI Website Area Cost Allowance $242.26 $246.83 4.570 Per OSPI Website Link Average Assessed Valuation (AV)SF $574,784 $653,485 78,701 Per King County AV - Average of Condominiums & Apts.MF $360,790 $220,293 (140,497)Per King county Debt Service Capital Levy Rate / $1000 $0.93 $1.02 $0.09 Per King Co. Assessor Report General Obligation Bond Interest Rate 2.45%3.58%1.13%Bond Buyers 20 year GO Index Impact Fee - Single Family SF $0.00 $0.00 $0.00 No Change Impact Fee - Multi-Family MF $0.00 $0.00 $0.00 No Change X - Appendices Changes to Impact Fee Calculation Factors Include: 35 AGENDA ITEM # 8. b) RESOLUTION NO. ________ EXHIBIT D 2023 Capital Facilities Plan of Renton School District No. 403 AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 1 2023 CAPITAL FACILITIES PLAN Renton School District No. 403 Board of Directors Alisa Louie, President Shelby Scovel, Vice President Avanti Bergquist, MD Stefanie McIrvin, Ed. D Justin Booker Damien Pattenaude, Ed. D, Superintendent July 2023 To Be Adopted by School Board July 12, 2023 AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 2 2023 6-YEAR CAPITAL FACILITIES PLAN Annual Update Renton School District No. 403 TABLE OF CONTENTS I. INTRODUCTION II. ENROLLMENT TRENDS III. STANDARD OF SERVICE & CAPACITY IV. ENROLLMENT PROJECTIONS V. GROWTH RELATED PROJECTS VI. SIX-YEAR FINANCE PLAN VII. IMPACT FEES VIII. APPENDICES AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 3 I. INTRODUCTION Purpose of the Capital Facilities Plan: This Six-Year Capital Facilities Plan (the “Plan”) annual update was prepared by Renton School District (the “District”) in compliance with the requirements of the Washington State Growth Management Act (GMA, the Act), King County Code Title 21A.43, and applicable ordinances of the cities of Bellevue, Newcastle, and Renton. It is the district’s intent that the Plan be adopted by King County and the cities of Bellevue, Newcastle, and Renton as a sub-element of their respective Capital Facilities Plans, and that that those jurisdictions assess and collect school impact fees on behalf of the district, as empowered by the GMA. This Plan, however, is not intended to be the sole planning instrument developed by the district to determine its capital facility needs. The GMA was adopted by the State legislature in 1990 in response to rapidly increasing development, most notably in King County and the surrounding central Puget Sound area. The Act requires state and local governments to manage Washington’s growth by developing and implementing comprehensive land-use and transportation plans, by designating Urban Growth Areas, and by protecting natural resources and environmentally critical areas. The Capital Facilities Plan is one element of a County or City’s Comprehensive Plan that addresses existing public facility capacities, forecasts future public facility needs, presents a plan for expanding existing facilities or constructing new facilities to meet those needs, and indicates how those public facility improvements are to be financed. The GMA empowers jurisdictions to assess and collect impact fees as one means of financing new public facilities necessitated by private development. This Capital Facilities Plan addresses the impact of growth on public school facilities by examining: 1. anticipated growth of the district’s student population over the next six years. 2. the ability of existing and proposed classroom facilities to house those students based on the district’s current Standard of Service. 3. the need for additional enrollment or growth driven capital facilities. 4. the method of financing those capital improvements; and 5. calculation of school impact fees based on, among other variables, the number of students generated by recent residential development (student generation factors). AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 4 This plan is updated annually and submitted to local governments for inclusion as a sub-element in their Capital Facilities Plans. Past Plans have been adopted by King County and the Cities of Bellevue, Newcastle, and Renton. The district continues to dialogue with the cities of Tukwila and SeaTac regarding implementation of impact fees within their jurisdictions. The new impact fees calculated and associated with this 2023 CFP, are effective Jan 2024. They are further defined in section VII and in the appendices. Overview of the Renton School District: The district is located on the south end of Lake Washington, eleven miles south of Seattle to the west and south of Bellevue to the east. Home to nearly 100,000 people who value working, living, and playing in the Pacific Northwest, Renton has a strong economic base and a favorable business climate. The district spans approximately thirty-two square miles and serves a diverse population of approximately 15,000 students in pre-K through 12th grade at 4 high schools, four middle schools, fifteen elementary schools, and an early childhood learning center. District programs also address the special needs of disabled, academically gifted, and artistically talented students. Four schools (Renton Park Elementary, Hazelwood Elementary, McKnight Middle, and Lindbergh High) are U.S. Department of Education-recognized Blue-Ribbon Schools of Excellence. Community support for Renton schools is strong. School levies, which make up 25% of the district's budget, have been consistently approved by the community for more than 20 years. Voter-approved bond measures or capital facilities levies from 1992 through 2022 have brought exciting improvements in school buildings and support facilities, including the rebuilding of all elementary schools, the remodeling of all middle and high schools, and the recent additional construction of a new elementary school (Sartori) and middle school (Risdon). Voter support has also provided state-of-the-art technology - a must to prepare students for living and working in this leading high-tech region. Every classroom has high-speed Internet connections and ample computer devices for all students. Creating life-long learners is at the heart of Renton School District's instructional goals. Students are encouraged to reach for excellence through a variety of programs that focus on basic academic skills, problem solving, creative and critical thinking, and social and emotional growth. Each year, Renton School District students qualify as National Merit Finalists while the total value of college scholarships earned is in the hundreds of thousands of dollars. Elementary level students are well-grounded in science through participation in the Hands-on Science Kit Program, lauded by the National Science Teachers' Association. At the high school level, the district's challenging chemistry program, which provides options for advanced placement college IMPACT FEES effective Jan 2023 effective Jan 2024 CHANGE SINGLE-FAMILY $2,911 $2,161 ($750) MULTI-FAMILY $3,697 $4,257 $560 AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 5 credit, has been recognized by the National Science Association, as well as the National Science Foundation. The focus in math is on intensive instruction in the basic skills, supplemented by opportunities to apply developing knowledge to real world problems. The K-12 math program increases student achievement through problem solving, integration of technology, and a rigorous assessment component. Students from elementary to high school levels regularly excel in regional and national mathematics contests. Across all levels and subjects, reading with accuracy and understanding is a primary goal. Elementary students receive a rich exposure to fine literature. Middle and high school students work extensively on reading in the content areas and exploring classic and modern literature works. Reading activities are integrated with a topnotch writing program beginning in kindergarten that provides students with intensive and focused practice for the proficiency in a wide range of language arts skills from creative to business and technical writing. A variety of classes, clubs, and programs give students opportunities to expand their educational horizons and pursue special interests. Choices range from instrumental and music, performing and visual arts, intramurals and athletics, academic-focused and career clubs, and community service opportunities to leadership development programs, business internships, job shadowing, and participation in the annual robotics competition. Special needs students with physical, emotional, and academic disabilities receive individualized attention from skilled teachers. Special education and remedial support are also available and children who are just learning English receive intensive, small-group ESL instruction to supplement their regular classroom learning. Guidance and counseling services are available for primary, middle, and high school students. Intellectually gifted children have many opportunities for extended learning. Operating at two magnet elementary schools and the three middle schools, the Discovery Program offers a challenging curriculum with a special focus on higher level thinking skills. High school students can take advantage of a full range of honors and advanced placement classes. Renton School District staff consistently show a commitment to their most important task - preparing their students for success in work and life. More than 80 percent of certificated staff have five or more years of higher education, and two of every three teachers have advanced degrees in their fields. Several of the district's certificated and classified staff have received the Washington Award for Educational Excellence. Individual teachers have received special honors such as the Christa McAuliffe Award for Excellence in Education, the Outstanding Secondary Science Award, the Washington State High School Social Studies Teacher of the Year Award, and Outstanding College Alumni recognition. Teachers are encouraged to take an active role in promoting their own professional growth through creating and refining curriculum, sharing successful strategies, and looking for new ways to assess student progress. This focus on continuous staff development enables teachers to consistently improve the quality of instruction and prepares them to help students meet rigorous state academic standards. Hundreds of training opportunities are offered to teachers and other staff members each year, ranging from CPR and first aid, technology education, diversity, and crisis intervention to math, science, and reading instruction strategies, assessment techniques, and arts education. AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 6 II. ENROLLMENT TRENDS Over the past year, District enrollment continued to decline. There were differences across the region, however. While King County had a net gain of 370 students, public school enrollment in the four-county region (King, Kitsap, Pierce, and Snohomish) is still more 23,000 students less than what it was in October 2019. Renton’s decline in enrollment may still be due to the pandemic, but also the continued lower growth rate of immigrant population. Home based instruction also increased in Renton and the surrounding areas. The district will continue to monitor trends, but there are significant conditions that may speak to the potential for enrollment growth in the future. The number of new housing units expected to be developed in the district boundary is larger than what has been experienced in the last decade. Additionally, the most recent economic factors increasing interest rates and inflation appear to be causing a reduction in housing prices, at least in the immediate term. This could drive an influx of new home buyers and new construction in the next few years. Discussion on whether enrollment will return to pre-pandemic levels will continue over the next couple of years with future CFP’s. The early learning model in most cases had been through remote delivery methods and returned to partial in-person learning in 2020-2021. The district returned to in-person learning in the 2021-2022 school year, with families still having an option for a virtual program – but it was not highly utilized. Still, the District will not fully understand the ongoing impact of instructional delivery, the current housing market, fuel increases, among others until further into the next couple of school years. Approval by the community of a 2019 bond measure allowed the district to construct a new elementary school (#16) to accommodate over-enrollment in the K-5 grade span and to provide some elementary capacity relief. Sartori, another new elementary was opened in 2019 as a choice school in the downtown area. Considering the decline in enrollment and the effect of the pandemic, the district chose to supplement the 2020 CFP by further evaluating the enrollment and capacity of the elementary schools located within or near the service areas the new elementary school #16. The conclusion of that analysis reaffirmed the district need for the new elementary school. #16. The new elementary school is scheduled to open this fall (2023) and is discussed later in this Plan. III. STANDARD OF SERVICE & CAPACITY The Renton School District Standard of Service is the standard adopted by the district that identifies the program year, school organizational structure, student/teacher ratios by grade level (considering the requirements of students with special needs), daily class schedule, types of facilities and other factors identified by the district to be beneficial in supporting its educational programs and objectives. The Standard of Service is the major determining factor, together with the number of classrooms (teaching stations), in calculating facility capacity. AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 7 The district has adopted a traditional elementary/middle/high school organizational structure that houses kindergarten through Grade 5 in elementary schools, Grades 6 through 8 in middle schools, and Grades 9 through 12 in high schools. The school-year calendar adopted by the District is also traditional; typically beginning in late August and ending in mid-June. Similarly, the District maintains a common daily schedule, with classes beginning between 7:20 and 9:30 a.m. and ending between 2:03 and 3:10 p.m., depending on grade level. The district, and the Renton Education Association, recognize that reasonable class size is necessary for optimum learning, and have established the following targets in student/teacher ratios: Grade Levels K-1 21:1 Grade Level 2 22:1 Grade Level 3 24:1 Grade Levels 4-12 29:1 The 29:1 ratio at the secondary level applies to all Language Arts, Social Studies, Science, Math, World Languages, World Language Exploratory and Health classes. Other ratios apply as follows: Band/Orchestra 40:1 Choir 50:1 Middle School PE 35:1 High School PE 40:1 All other classes 31:1 For the purposes of this report, student /teacher ratio for special education classes held in self- contained classrooms within comprehensive elementary and secondary facilities is assumed to be 12:1. Educational facilities dedicated solely to special education or other specialized programs are excluded from capacity calculations, as are associated student headcounts. In response to new State and District high school graduation requirements, beginning with the 2018-2019 school year, all District high schools changed from a semester system to a trimester system, resulting in the following: • Three 12-week terms instead of two 18-week terms, • Five 72-minute periods per day instead of six 57-minute periods, and • Reduction of classroom efficiency from 83% to 80%, reducing facility capacity. Beginning with the graduating class of 2020-2021, high school graduation requirements require one additional credit of science (three instead of two), and a total of twenty-four credits; three more than the previously required 21. This has impacted high school capacity, especially AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 8 regarding science classrooms, where additional classroom space suitable for the various sciences, or the renovation/upgrade of existing classrooms to accommodate the same, will be necessary. The construction of new science classroom addition at Lindbergh High is one such project included in last year’s update. It is not included in the he calculation of this year’s impact fees or previous year’s impact fees. Student/teacher ratios, referenced earlier, are applicable to both permanent and relocatable classrooms. However, since relocatable facilities do not allow for the full range of educational activities promoted by the district, they are generally viewed as temporary or interim housing, necessary to accommodate enrollment fluctuations and development driven enrollment increases, but only until such time as permanent facilities can be financed and constructed. For those reasons, relocatable classrooms capacities are calculated, but not used in the analysis of future facility needs. Practical Capacity Model: The Practical Capacity Model calculates building capacity based on limitations that existing facilities place on enrollment as a result of current educational program needs, operating policy, and contractual restrictions. This is sometimes also referred to School Program Capacity. The calculation is made by reviewing the use of each classroom/teaching station in each facility. For every room housing student, a calculation is made, assigning a maximum number of students per room. Sometimes the capacity of core facilities, such as the cafeteria or gym, or the quantity of restroom fixtures, may limit facility capacity to a level below that calculated by collective classroom capacity levels. This has generally been reviewed at each school level, giving each school leadership team the ability to utilize classrooms in the most efficient manner possible, considering their current enrollment. In future CFP’s, we may begin to evaluate and report program capacity more specifically and show the impact on overall capacity. For example, if the school enrollment has a higher number of special ed students in a given year, then there is potential for another full classroom/teaching station to be taken out of capacity inventory, thereby reducing the overall school capacity for that given year. Given that we will be entering into a year with boundary adjustments to accommodate the opening of the new elementary school (Hilltop Heritage ES), the 2024 CFP will be a more appropriate year to provide further analysis of enrollment at each school, overall capacity, and program (practical) capacity. Capacity at the secondary school level is further limited by class scheduling restrictions and student distribution among elective classes. Based on a typical middle school six-period day, where one period is designated for teacher planning, capacity is reduced by one-sixth, or 17 percent, of theoretical capacity. Similarly, at high schools, with the newly established five-period day, capacity is reduced by one-fifth, or 20 percent. Elective classes, many of which require specialized classrooms, also figure into the equation for determining a school’s capacity, which together with required classes, require a well thought out Master Schedule if the facility’s capacity is to be maximized. AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 9 Current Capacity: Overall building (student) capacity of existing, permanent K-12 facilities, excluding special education facilities and facilities housing alternative learning environments, is 14,788. As mentioned above, the district will begin to look at each school over the next year to better analyze program capacity at each school. When faced with a boundary adjustment this year with the opening of the new elementary school, we learned that the school-student capacity numbers were not completely telling of actual school capacity, when considering each school’s population needs. Based on prior enrollment the district has shown a capacity deficit in the 6-8 grade span in the out years; as well as continued, yet smaller deficit in the K-5 grade span. That deficit has transitioned to a surplus with enrollment decline but will also show more of a surplus when the new elementary school opens this. The opening of the new school this fall is allowing for relief at some of the over-crowded schools, but also allowing the district to intentionally have a lower enrollment at a couple of schools where some building improvements are needed before large new developments finish construction and begin to generate students in the area. We continue to note also that that current and future capacity at the elementary level, as documented in this report, is based on the district’s current Standard of Service, and does not necessarily reflect aspirational K-3 student/teacher ratios of seventeen students to one teacher. The district continues to make progress towards these requirements, by utilizing available classroom space, added staffing and plans to utilize the new elementary school classrooms to work towards this ratio. Most recent ratios have been anywhere from 17.3 to 19:1 but staffing during covid has slowed the districts progress. Continued efforts will be made with opening of the new elementary school providing more classroom space to progress towards the K-3 standard of 17:1. Elementary school capacity has been the district’s greatest challenge. Relying heavily on the use of relocatable classrooms (portables) to accommodate the fluctuating student population, portables at elementary schools account for over 15% of the district’s total K – 5 facility capacity. Portables are not considered permanent structures and are therefore not included in the inventory of permanent facilities. They are viewed as a short-term solution for managing enrollment fluctuation, housing students on a temporary or interim basis until permanent facilities can be constructed. Renton School District’s capital facilities include both permanent structures and relocatable (interim or portable) classrooms. Permanent facilities are further categorized as either K-12 (traditional elementary, middle, and high school configurations), Special Instructional Use, or Non-instructional Support Facilities. The district’s permanent K-12 facilities include 15 (soon to be 16) elementary schools, four middle schools, and four high schools. Two Special Instructional Use facilities house the district’s early childhood, special education, and alternative learning programs. Support facilities include the Kohlwes Education Center (admin.), Transportation Center, Facilities Operations and Maintenance Center, Nutrition Services/Warehouse, Renton Memorial Stadium, and the Lindbergh Swimming Pool. Total permanent facilities encompass 2,595,263 square feet, with 2,417,847 square feet (93%) devoted to K-12 and instructional special use. See Appendix A for District Maps. AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 10 The district’s relocatable K-12 facilities are used primarily to address enrollment fluctuations and to house students on an interim or temporary basis until permanent facilities can be constructed. For those reasons they are not considered a long-term solution for housing students and are not acknowledged in the calculation of the capacity of K-12 facilities. Of the fifty-five relocatable facilities in the district’s inventory, forty-four are “double portables” containing two classrooms, and eleven are singles. Combined, they provide the district with a total of ninety-nine relocatable classrooms, encompassing 88,704 square feet of additional space available for instruction. The tables below summarize existing K-12 facility capacity. A complete inventory of District facilities, including undeveloped property follows. Facility capacity worksheets may be found in the appendices. EXISTING FACILITY CAPACITY Facility Elementary Middle High Type Schools Schools Schools Total Permanent 6,895 84.6% 3,435 88.3% 4,458 98.0% 14,788 89.1% Relocatable 1,252 15.4% 457 11.7% 92 2.0% 1,801 10.9% Total 8,147 100% 3,892 100% 4,550 100% 16,589 100% CAPACITY BY SERVICE AREA Facility Type Lindbergh Hazen Renton High Total Elementary Permanent 1843 2423 2075 6341 Relocatable 183 618 451 1252 Total Elem 2026 3041 2526 7593 Middle Permanent 896 1745 794 3435 Relocatable 183 183 91 457 Total Elem 1079 1928 885 3892 High Permanent 1211 1462 1389 4062 Relocatable 92 0 0 92 Total Elem 1303 1462 1389 4154 Grand Total 4408 6431 4800 15639 1. Does not include Sartori Elementary and Talley High, as they are not associated with a particular service area. AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 11 INVENTORY AND CAPACITY OF RELOCATEABLE CLASSROOMS Building ID Location Number of School ID Area Student Classrooms Numbers (sq. ft.) Capacity 53 McKnight Middle 2 7/8 1,792 46 54 Nelsen Middle 2 7/8 1,792 46 55 Nelsen Middle 2 5/6 1,792 46 56 Nelsen Middle 2 3/4 1,792 46 57 Nelsen Middle 2 1/2 1,792 46 59 Lindbergh High 1 2 896 21 60 Lindbergh High 1 3 896 21 61 Lindbergh High 1 4 896 21 62 Talbot Hill Elementary 1 2 896 29 64 Talbot Hill Elementary 1 1 896 29 65 Dimmitt Middle 1 3 896 23 66 Dimmitt Middle 1 4 896 23 69 Honey Dew Elementary 2 3A/3B 1,792 58 70 Talbot Hill Elementary 1 3 896 29 72 McKnight Middle 2 3/4 1,792 46 73 Lakeridge Elementary 2 5/6 1,792 58 74 Sierra Heights Elementary 2 5/6 1,792 58 77 McKnight Middle 2 5/6 1,792 46 78 McKnight Middle 2 1/2 1,792 46 79 Dimmitt Middle 2 1/2 1,792 46 80 Honey Dew Elementary 2 2A/2B 1,792 58 81 Cascade Elementary 2 1/2 1,792 58 82 Sierra Heights Elementary 2 1/2 1,792 58 83 Lindbergh High 2 5/6 1,792 42 84 Maplewood Heights Elementary 2 5/6 1,792 58 85 Dimmitt Middle 1 5 896 23 86 Dimmitt Middle 1 6 896 23 87 Dimmitt Middle 1 7 896 23 88 Bryn Mawr Elementary 2 1/2 1,792 58 89 Bryn Mawr Elementary 2 3/4 1,792 58 90 Honey Dew Elementary 2 4A/4B 1,792 58 91 Honey Dew Elementary 2 1A/1B 1,792 58 92 Tiffany Park Elementary 2 1/2 1,792 58 93 Spring Glen 2 1/3 1,792 46 94 Spring Glen 2 2/4 1,792 46 95 Campbell Hill Elementary 2 2A/2B 1,792 58 96 Campbell Hill Elementary 2 1A/1B 1,792 58 97 Cascade Elementary 2 3/4 1,792 58 98 Cascade Elementary 2 5/6 1,792 58 99 Lakeridge Elementary 2 7/8 1,792 58 100 Lakeridge Elementary 2 3/4 1,792 58 101 Campbell Hill Elementary 2 3A/3B 1,792 58 102 Campbell Hill Elementary 2 4A/4B 1,792 58 103 Maplewood Heights Elementary 2 1/2 1,792 58 AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 12 104 Maplewood Heights Elementary 2 3/4 1,792 58 105 Maplewood Heights Elementary 2 7/8 1,792 58 106 Sierra Heights Elementary 2 3/4 1,792 58 107 Sierra Heights Elementary 2 7/8 1,792 58 108 Tiffany Park Elementary 2 3/4 1,792 58 109 Bryn Mawr Elementary 2 5/6 1,792 58 110 Hazelwood Elementary 2 1A/1B 1,792 58 111 Maplewood Heights Elementary 2 9/10 1,792 58 112 Maplewood Heights Elementary 2 11/12 1,792 58 113 Talbot Hill Elementary 2 1A/1B 1,792 58 114 Talbot Hill Elementary 2 2A/2B 1,792 58 Total 99 88,704 2,669 *Capacity based on Standard of Service and not actual use AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 13 INVENTORY AND CAPACITY OF PERMANENT FACILITIES NAME LOCATION AREA (ft2)CAPACITY Benson Hill 18665 - 116th Ave. SE, Renton, 98058 67,533 520 Bryn Mawr 8212 S 118th St., Seattle, 98178 49,157 338 Campbell Hill 6418 S 124th St., Seattle, 98178 57,072 332 LSCascade 16022 - 116th Ave. SE, Renton, 98058 59,164 467 OHazelwood 7100 - 116th Ave. SE, Newcastle, 98056 66,161 591 OHHighlands 2727 NE 7th St., Renton, 98056 60,000 547 SCHoney Dew 800 Union Ave. NE, Renton, 98059 54,620 336 YRAKennydale 1700 NE 28th St., Renton, 98056 65,169 622 TNLakeridge 7400 S 115th St., Seattle, 98178 52,958 398 EMMaplewood Hgts.130 Jericho Ave., Renton, 98059 56,220 402 LERenton Park 16828 - 128th Ave. SE, Renton, 98058 65,955 476 ESartori 332 Park Ave. N, Srenton, 98057 76,797 554 Sierra Heights 2501 Union Ave. NE, Renton, 98058 53,992 472 Talbot Hill 2300 Talbot Rd., Renton, 98055 57,844 460 Tiffany Park 1601 Lake Youngs Way, Renton, 98058 58,758 380 Total Grades K-5 Capacity 901,400 6,895 Dimmitt 12320 - 80th Ave. S, Seattle, 98178 109,070 794 SEMcKnight 2600 NE 12th St., Renton, 98056 126,706 847 DDLLONelsen I2304 Jones Ave. S, Renton, 98055 124,234 896 MCHOSRisdon 6928 - 116th Ave. SE, Newcastle 98056 136,582 898 Total Grades 6-8 Capacity 496,592 3,435 SLHazen 1101 Hoquiam Ave. NE, Renton, 98059 327,395 1,462 OLindbergh 16426 - 128th Ave. SE, Renton, 98058 242,662 1,211 CHORenton 400 S 2nd St., Renton, 98057 278,373 1,389 H SGTalley 7800 S 132nd St., Renton, 98178 70,831 397 HITotal Grades 9-11 Capacity 919,261 4,458 TOTAL GRADE LEVELS K-12 2,317,253 14,788 Meadow Crest EEC 1800 Index Ave. NE, Renton, 98056 68,752 464 NGLTNIHOME Program - Spring Glen 2607 Jones Ave. S, Renton, 98055 7,005 84 ARARenton Academy - Spring Glen E2607 Jones Ave. S, Renton, 98055 24,837 48 LTotal Instructional Special Use 100,594 596 Total Instructional Facilities 2,417,847 15,384 SFacilities Operations Center 7812 S 124th St., Seattle, 98178 21,894 ECIKohlwes Educational Center 300 SW 7th St., Renton, 98057 57,000 VRLindbergh Pool 16740 - 128th Ave. SE, Renton, 98058 13,600 SETNutrition Services / Warehouse 409 S Tobin St., Renton 98057 27,466 RORenton Memorial Stadium P405 Logan Ave. N, Renton, 98057 37,213 PTransportation Center 420 Park Ave. N, Renton, 98057 20,243 SUTotal Support Services 177,416 Total All Permanent Facilities 2,595,263 AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 14 RELOCATABLE FACILITY CAPACITY BY SCHOOL* ELEMENTARY SCHOOLS Area Location Address Building ID (sq. ft.) Capacity Bryn Mawr 8212 S 118th St., Seattle, 98178 88, 89, 109 5,376 174 Campbell Hill 6418 S 124th St., Seattle, 98178 95, 96, 101, 102 7,168 232 Cascade 16022 - 116th Ave. SE, Renton, 98058 81, 97, 98 5,376 174 Hazelwood 7100 - 116th Ave. SE, Newcastle, 98056 110 1,792 58 Honey Dew 800 Union Ave. NE, Renton, 98059 69. 80. 90. 91 7,168 232 Lakeridge 7400 S 115th St., Seattle, 98178 73, 99, 100 5,376 174 84, 103, 104, 105, Maplewood Heights 130 Jericho Ave., Renton, 98059 111, 112 10,752 348 Sierra Heights 2501 Union Ave. NE, Renton, 98058 74, 82, 106, 107 7,168 232 62, 64, 70, 113, Talbot Hill 2300 Talbot Rd., Renton, 98055 114 6,272 203 Tiffany Park 1601 Lake Youngs Way, Renton, 98058 92, 108 3,584 116 Elementary School Total Capacity 60,032 1943 MIDDLE SCHOOLS Area Location Address Building ID (sq. ft.) Capacity 65, 66, 79, 85, 86, Dimmitt 12320 - 80th Ave. S, Seattle, 98178 87 6,272 161 McKnight 2600 NE 12th St., Renton, 98056 53, 72, 77, 78 7,168 184 Nelsen 2304 Jones Ave. S, Renton, 98055 54, 55, 56, 57 7,168 184 Middle School Total 20,608 529 HIGH SCHOOLS Area Location Address Building ID (sq. ft.) Capacity Lindbergh 16426 - 128th Ave. SE, Renton, 98058 59, 60, 61, 83 4,480 105 High School Total 4,480 105 INSTRUCTIONAL SPECIAL USE Area Location Address Building ID (sq. ft.) Capacity 2607 Jones Ave. S, Spring Glen Renton, 98055 93, 94 3,584 92 Special Education Total 3,584 92 TOTAL ALL RELOCATABLE 88,704 2669 CLASSROOMS *Capacity based on Standard of Service and not actual use AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 15 UNDEVELOPED PROPERTY Skyway Site S Langston Rd. & 76th Ave. S, Seattle 4.18 Acres Chelan Ave. Site Chelan Ave. NE & NE 12th St., Renton 10.80 Acres* Park Ave. N Site Park Ave. N & N 3rd St., Renton 0.31 Acres Park Ave. N Site Park Ave. N & N 5th Ave., Renton 0.45 Acres *Currently under construction – new Hilltop Heritage Elementary School to open fall 2023 IV. ENROLLMENT PROJECTIONS Projection Methodology: Numerous methodologies are available for projecting long-term enrollments. The most common method is known as cohort survival which tracks groups of students through the system and adjusts the populations to account for the average year-to- year growth. For example, this year’s fourth grade is adjusted based on the average enrollment trend of the past in order to estimate next year’s fifth grade enrollment. This calculation method considers the past five years’ trends to determine the average adjustment factor for each grade, or cohort. The method works well for all grades except kindergarten, where there is no previous year data. For kindergarten, two methodologies are generally used: A linear extrapolation from the previous five years of kindergarten enrollment, assuming that there is a trend; or, alternatively, a comparison of the kindergarten enrollment to births from five years prior can be used to calculate a “birth-to-k” ratio. For example, kindergarten enrollment in 2019 is divided by the total births in King County in 2014 to produce a birth-to-k ratio. The average ratio for the last five years can then be applied to births in subsequent years to estimate kindergarten enrollment. The cohort survival method has been used by OSPI to predict enrollment for all Districts in the state. In past years, OSPI has used a 6-year cohort average for grades 1-12 and a linear extrapolation method at kindergarten. In 2008, OSPI commissioned a study to evaluate the effectiveness of this method for predicting enrollment. The report recommended the use of the “birth-to-k” method for predicting kindergarten enrollment and the use of a housing adjustment factor for Districts that are likely to be impacted by large numbers of new housing developments. The cohort survival method generally works well for Districts that have a consistent trend of gradual increases or declines in enrollment. It is less reliable in Districts where spikes in demographic trends (especially a marked increase or decrease in new housing) can lead to dramatic swings in enrollment from one year to the next. In addition, the use of the linear extrapolation method at the kindergarten level can result in a distorted trend since it does not consider changes in birth rate trends. Combining cohort survival with other information about births, housing, regional population trends, and even trends in service area and private school enrollment can sometimes provide for a more accurate forecast. For this Plan, the average rollup AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 16 at existing grades was combined with estimates of growth that might be expected from new housing, and assumptions about market share gains or losses that the district is likely to see at certain grade levels. Estimates of housing growth for this model were obtained from building permit information provided by the respective jurisdictions. However, there are many unknowns due to the overall market pause in real estate, rising gas prices, inflation, and some still consider the pandemic to be of concern. The districts response to this was to consider three projections: a low, medium, and high. Due to inflation and rising interest rates, real estate prices are leveling off and decreasing in some neighborhoods. Considering the relative prices seen in Renton as compared to outlying and more expensive suburban area, this could drive a higher-than-expected growth rate. Because the District needs to be as prepared as possible for a higher growth rate, we are monitoring all three scenarios. There is more potential for growth in the K-5 and high school grade span in the outyears and some decline is anticipated in the 6-8 grade span. Projections and Future Capacity: Enrollment projections provided by Educational Data Solutions, LLC indicate continued decline in the elementary grade span over the next couple of years, with a minor decrease in middle school and high school enrollment at varied years, but overall, a relatively flat rate in the big picture. Using the high-level growth chart, overall enrollment in the out-years is projected to grow by about six hundred students spread over all three grades spans, but still does not project we are back to pre-pandemic enrollment levels until after October 2028. The district will continue to monitor development, move-in/move-outs, and trends within the four-county area to better predict enrollment more than two years out. As the District moves past the pandemic and related impacts, there is potential for development growth in the real estate market and for a resurgence of immigrant population with recent political administration changes at the national level. The local jurisdiction is still planning on over 5,000 new residential units in various areas over the next 2-10 years. It is the district’s responsibility to monitor these projects, the timing and how the district will be able to respond with appropriate capacity to accommodate instructional delivery. The number of new homes planned for future construction in the District is much higher than the number of permitted units that were built between 2017 and 2021.This may suggest than enrollment losses could be lower in the near terms but could see net gains in the out-years due to growth from new housing. (see past and future housing development in the appendices) Projections show a slight increase in middle school enrollment over the next six years if considering the high growth projections. There are currently no plans to increase middle school capacity, as even with a slight growth, enrollment would still not be back to pre-pandemic levels. Using the same high projection at the high school level, projected enrollment over the next six years will add an additional 185 students. If these projections hold in the near term, this growth could coincide with district plans to replace Renton High School. As part of the voter approved November 2022 bond, funds are provided for both land acquisition and construction of a new Renton High School. The 2024 CFP will address this more completely as the district determines location and construction period. Medium range and high range projections are provided in the appendices. AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 17 V. ENROLLMENT DRIVEN FACILITY NEEDS With the opening of the new Sartori Elementary School in August 2018, the 2017 elementary deficit capacity of 1,244 was dramatically reduced by nearly 40% to 755. With the passage of the 2019 Bond Measure, approved by the voters in November 2019, the District is will be opening its sixteenth elementary school, located in the Hazen High School service area, where the district has experienced the most recent growth in the past decade plus. The new school is scheduled to be completed and opened for the 2023/2024 school year. This new school has been named Hilltop Heritage Elementary School. Enrollment declines since fall 2020 show a loss of students from 7,057 students to 6,732 students in fall 2022. While this helps to balance out enrollment vs. capacity in this current school year, we will see an increase in capacity this fall with the new school opening. However, projections do show growth in this grade span by another 413 students in the out years. At the middle school level, decreased enrollment combined with lower projections show that the district will continue to have a small surplus in the next year. We will continue to monitor, but there are currently no enrollment or growth driven capital facilities projects in the planning stages for middle schools. However, there is discussion for future bond planning, the need to replace both Nelson Middle School and Dimmitt Middle School. Those projects would be reviewed in future bond planning discussions and enrollment growth and projections would be considered at that time. As previously mentioned, the 2022 voter-approved bond allows the district to acquire property and plan for the replacement of Renton High School. This will be both an opportunity to add program capacity to address anticipated and projected growth in the out years, but to also ensure program equity across the high school grade space. The district desires to ensure educational space and opportunity is provided and comparable to what is offered at both Hazen and Lindberg High Schools. PROJECTED ENROLLMENT GROWTH ACTUAL OCT. 2021/2022 HEADCOUNT ACTUAL 0CT. 2022/23 HEADCOUNT OCT. 2028/29 PROJECTED HEADCOUNT (high) ACTUAL CHANGE 2021/22 - 2022/23 ACTUAL CHANGE (%) 2021/22 to 2022/23 PROJECTED CHANGE 2022/23 to 2028/29 PROJECTED PERCENTAGE CHANGE 2022/23 TO 2028/29 ELEMENTARY 6,745 6,648 7,061 (97.00) (0.01)413 6.21% MIDDLE 3,451 3,227 3,328 (224.00) (0.06)101 0.03 HIGH 4,226 4,318 4,503 92 2.18%185 0.04 other/alt 170 178 194 8 -16 - TOTAL 14,592 14,371 15,086 (221.00) (0.02)715.00 0.05 AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 18 In addition to any discussion around projected permanent facility deficits at the elementary and high school levels, it should be noted that the District is also reaching its maximum limit in providing portable classrooms at its existing sites due to current land use and building code requirements. Although not included in the calculation of potential Impact Fees, the implementation of new relocatable classrooms and/or the relocation of existing ones, remains a viable method of addressing both growth and the shifting of student population, for the short term. Similarly, science classroom additions proposed for Lindbergh High School, as well as other potential high school renovations, additions, or relocations responding to enrollment growth and/or changes in capacity methodology, are not included in the calculation of these fees. Those current projects are more related to program needs and existing enrollment. We have not considered these projects to be added capacity at the high school grade span. The next table compares the current permanent capacity of Renton School District facilities to current and projected enrollment for the next six years. As noted earlier, the district will take a closer look at overall permanent capacity compared to practical or program capacity this next year and will report those findings in the 2024 CFP. *22/23 23/24 24/25 25/26 26/27 27/28 28/29 **PERMANENT CAPACITY 6,895 7,545 7,545 7,545 7,545 7,545 7,545 STUDENT ENROLLMENT 6,732 6,680 6,642 6,848 6,957 7,040 7,142 SURPLUS / (DEFICIT CAPACITY)163 865 903 697 588 505 403 **PERMANENT CAPACITY 3,435 3,435 3,435 3,435 3,435 3,435 3,435 STUDENT ENROLLMENT 3,301 3,197 3,202 3,375 3,418 3,417 3,407 SURPLUS / (DEFICIT CAPACITY)134 238 233 60 17 18 28 **PERMANENT CAPACITY 4,458 4,458 4,458 4,542 4,542 4,542 4,542 STUDENT ENROLLMENT 4,348 4,432 4,470 4,519 4,439 4,482 4,537 SURPLUS / (DEFICIT CAPACITY)110 26 (12) 23 103 60 5 *current enrollment medium range projection - 23/24 and 24/25 high range projection - 25/26 and beyond **permanent capacity will be adjusted to program capacity in CFP 2024 SURPLUS / DEFICIT CAPACITY PROJECTIONS 1 2023/24 - 2028/29 1. Does not include relocatable facilities (portables) ELEM. K-5 MIDDLE 6-8 HIGH 9-12 AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 19 Capital Construction Plan: For the last six-year period, the district’s highest priorities have been to address existing and projected facility capacity deficits, aging infrastructure at secondary schools, and responding to/planning for both growth and program related added capacity. These projects funded by the 2019 bond and impact fees, are projects responding to growth. This has included: • Completion of Hilltop Heritage Elementary school - most of the growth has occurred and relief is needed at some schools in the Hazen High School service area – in the elementary grade-span. • High school additions and/or renovations to create additional science classroom/laboratory space to address changes in State graduation requirements • Planning for replacement of Renton High School, Dimmitt Middle School and/or Nelson Middle School – all aging facilities and potentially impacted by growth • Acquisition of land for future development • Addition and or relocation of relocatable classrooms (interim classroom space known as portables) During the next six years, the district’s voter approved bond on the Nov. 8, 2022, election ballot will allow the district to stay on track to make major renovations, replacements, and upgrades to keep our schools in top operating condition, while protecting taxpayer investments in our buildings and helping maintain high property values. Currently, these are not growth generated projects. These include: Safety & Security • Interior door hardware/lock updates • New key system • Main entry video intercoms • Entryway improvements to provide front door line-of-sight for office staff School Improvements • Update seismic and structural systems in older buildings (retrofitting and modification of existing structures to make them more resistant to seismic activity, ground motion, or soil failure) • Improvements and equipment replacement of school Heating, Ventilation, and Air Conditioning (HVAC) systems • Upgrades to electrical, plumbing, and mechanical systems • Upgrades to boilers and domestic hot water heaters AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 20 Purchase Property • Provide for up to forty acres for a Renton High School replacement Build New Renton High School – at a location to be determined • Build a new high school facility for the Renton High School service area, providing a modern learning environment and equitable athletic opportunities for all students The District’s intent in structuring its capital improvement program is to maintain a constant level of construction throughout the program period to optimize the utilization of its management capabilities. The District utilizes a combination of in-house project management (Capital Projects Office) and outside management consultants to accomplish this. VI. SIX-YEAR FINANCE PLAN Finance Plan: The primary funding sources for all capital construction projects scheduled over the next six years include 2019 Bond funds, remaining funds from the 2016 capital levy; and school impact fees currently collected by King County and the cities of Bellevue, Newcastle, and Renton throughout 2023, as growth projects that addressed past capacity deficits are completed. Growth driven projects funded by past collected impact fees and 2019 bond funds are nearing completion. The district also has funds from a voter approved bond in November 2023 for $676 million. The majority of those funds will be directed towards land acquisition and the replacement of Renton High School, as previously described. While there could be placement of temporary facilities or portables due to growth over the next six years at various locations, depending upon enrollment growth - the district does not yet know if the replacement of the high school will need to increase capacity due to growth. This project will not begin for 2-3 years, due to the need for land acquisition. If enrollment and projections show additional capacity is needed to accommodate growth, we will evaluate the collection of impact fees at that time. Enrollment driven projects represent only a portion of the district’s total capital improvement plan. Estimated expenditures for enrollment driven projects over the duration of this six-year plan are indicated below. AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 21 II. IMPACT FEES Impact Fees: Impact fees were calculated in conformance with King County Council Ordinance 11621, resulting in a decrease in impact fees for single-family of $750.00 per unit – now set at $2161.00, and an increase in impact fees for multi-family of $560.00 per unit – now set at $4,257.00. Student generation factors were generally the same this year, with a slight increase in multi- family – primarily due to the presence of more low-income units and units with multiple bedrooms. Calculations in 2022 included increased construction costs, and while costs have continued to increase, the district has not added additional construction costs into the calculation for 2023. Assessed and taxable values have increased for both single family and multi-family units, as have bond interest rates. The construction of the new elementary school was front funded by the district and was constructed to address growth in the district. The district will continue collection of impact fees to help offset related costs and will be evaluated on an annual basis moving forward. The 2024-25 CFP will review enrollment, projections, and projected growth to determine if any growth-related projects are needed to address potential capacity deficits moving forward in any of the grade spans. The GMA empowers jurisdictions to assess and collect impact fees as a means of supplementing the funding of additional public facilities necessitated by enrollment growth from new development. In the case of public schools, impact fees are assessed only on residential new development. To determine an equitable school impact fee throughout unincorporated King County, King County Code 21A was adopted, establishing an impact fee formula that has in turn been adopted by the cities of Bellevue, Newcastle, and Renton, in their respective enabling ordinances. The formula requires that school districts establish “Student Generation Factors” that estimate the number of students generated by each new single or multi-family residential unit constructed and establish district-specific construction costs that are unique to that district. Refer to appendices for substantiating documentation on Student Generation Factors. SIX-YEAR FINANCE PLAN - GROWTH DRIVEN PROJECTS *2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Secured2 Unsecured3 New Elem. School 60 6 2 68 60 8 Science Classroom 15 5 5 25 25 Land Acquisition 2 6 8 7 1 portables 1 1 1 10 10 3 Total 78 18 1 0 10 0 101 102 12 *2022/23 and prior 3. Unsecured funds include future school impact fees and potential bond initiatives. Project Estimated Expenditures1 ($1,000,000's)Funding ($1,000,000's) 1. Estimated expenditures based on total project cost, including hard and soft costs. 2. Secured funding includes 2019 bond monies, and previously collected school impact fees. AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 22 Other factors influencing impact fees include: Site Acquisition Costs - the estimated cost per acre to purchase property. Building Acquisition Cost - the estimated cost to construct facilities unique to the district. Temporary Facility Cost - the estimated cost per classroom to purchase and install a relocatable classroom, including site work and utilities. State Funding Assistance Credit - the amount of funding provided by the State, subject to District eligibility, based on a construction cost allocation and funding assistance percentage established by the State. Tax Credit – Driven by assessed property values, taxation rate, and Bond interest rates. IMPACT FEES effective Jan 2023 effective Jan 2024 CHANGE SINGLE-FAMILY $2,911 $2,161 ($750) MULTI-FAMILY $3,697 $4,257 $560 AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 23 XIII. APPENDICES RSD BOUNDARY MAP - MUNICIPALITY OVERLAY AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 24 ELEMENTARY SCHOOL CAPACITY FACTORS: Student/Teacher Ratios: Grades K-1 21:1 Grade 2 22:1 Grade 3 24:1 Grades 4-5 29:1 Scheduling Efficiency 1.00 Program Efficiency 1.00 Permanent Teaching Stations SCHOOL Total K-1 2 3 4-5 Sped Other Cap BENSON HILL 32 8 3 3 6 4 8 520 BRYN MAWR 25 7 3 5 0 1 9 338 CAMPBELL HILL 25 6 2 6 0 2 9 332 CASCADE 31 7 4 0 7 3 10 467 HAZELWOOD 32 9 4 4 7 2 6 591 HIGHLANDS 32 8 4 3 7 2 8 547 HONEY DEW 22 7 4 4 0 1 6 336 KENNYDALE 33 9 3 5 8 2 6 622 LAKERIDGE 26 6 3 3 4 2 8 398 MAPLEWOOD HGTS. 26 11 5 2 0 2 6 402 RENTON PARK 32 7 3 3 6 2 11 476 SARTORI 32 8 4 4 6 3 7 554 SIERRA HGTS. 29 8 4 3 4 3 7 472 TALBOT HILL 26 8 3 2 6 1 6 460 TIFFANY PARK 27 8 3 3 2 2 9 380 TOTAL 430 109 52 50 63 32 116 6,895 Relocatable Classrooms SCHOOL Total K-1 2 3 4-5 Sped Other Cap Total Cap BENSON HILL 0 0 0 0 0 0 0 0 520 BRYN MAWR 6 0 0 0 5 0 1 145 483 CAMPBELL HILL 8 0 0 3 5 0 0 217 549 CASCADE 6 0 0 4 0 0 2 96 563 HAZELWOOD 2 0 0 0 0 0 2 0 591 HIGHLANDS 0 0 0 0 0 0 0 0 547 HONEY DEW 8 0 0 0 6 0 2 174 510 KENNYDALE 0 0 0 0 0 0 0 0 622 LAKERIDGE 6 0 0 0 1 0 5 29 427 MAPLEWOOD HGTS. 12 0 0 3 9 0 0 333 735 RENTON PARK 0 0 0 0 0 0 0 0 476 SARTORI 0 0 0 0 0 0 0 0 554 SIERRA HGTS. 8 0 0 1 3 0 4 111 583 TALBOT HILL 5 0 0 2 0 1 2 60 520 TIFFANY PARK 4 0 0 0 3 0 1 87 467 TOTAL 65 0 0 13 32 1 19 1,252 8,147 Permanent Teaching Stations AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 25 LINDBERGH SERVICE Total K-1 2 3 4-5 Sped Other Cap AREA BENSON HILL 32 8 3 3 6 4 8 520 CASCADE 31 7 4 0 7 3 10 467 RENTON PARK 32 7 3 3 6 2 11 476 TIFFANY PARK 27 8 3 3 2 2 9 380 TOTAL 122 30 13 9 21 11 38 1,843 Relocatable Classrooms LINDBERGH SERVICE Total K-1 2 3 4-5 Sped Other Cap Total AREA Cap BENSON HILL 0 0 0 0 0 0 0 0 520 CASCADE 6 0 0 4 0 0 2 96 563 RENTON PARK 0 0 0 0 0 0 0 0 476 TIFFANY PARK 4 0 0 0 3 0 1 87 467 TOTAL 10 0 0 4 3 0 3 183 2,026 Permanent Teaching Stations HAZEN SERVICE AREA Total K-1 2 3 4-5 Sped Other Cap HAZELWOOD 32 9 4 4 7 2 6 591 HONEY DEW 22 7 4 4 0 1 6 336 KENNYDALE 33 9 3 5 8 2 6 622 MAPLEWOOD HGTS. 26 11 5 2 0 2 6 402 SIERRA HGTS. 29 8 4 3 4 3 7 472 TOTAL 110 27 16 14 12 8 25 1,832 Relocatable Classrooms HAZEN SERVICE AREA Total K-1 2 3 4-5 Sped Other Cap Total Cap HAZELWOOD 2 0 0 0 0 0 2 0 591 HONEY DEW 8 0 0 0 6 0 2 174 510 KENNYDALE 0 0 0 0 0 0 0 0 622 MAPLEWOOD HGTS. 12 0 0 3 9 0 0 333 735 SIERRA HGTS. 8 0 0 1 3 0 4 111 583 TOTAL 28 0 0 4 18 0 6 618 2,450 Permanent Teaching Stations RENTON HIGH SERVICE Total K-1 2 3 4-5 Sped Other Cap AREA BRYN MAWR 25 7 3 5 0 1 9 338 CAMPBELL HILL 25 6 2 6 0 2 9 332 HIGHLANDS 32 8 4 3 7 2 8 547 LAKERIDGE 26 6 3 3 4 2 8 398 TALBOT HILL 26 8 3 2 6 1 6 460 TOTAL 109 28 12 14 17 7 31 1,737 Relocatable Classrooms RENTON HIGH SERVICE Total K-1 2 3 4-5 Sped Other Cap Total AREA Cap BRYN MAWR 6 0 0 0 5 0 1 145 483 CAMPBELL HILL 8 0 0 3 5 0 0 217 549 HIGHLANDS 0 0 0 0 0 0 0 0 547 LAKERIDGE 6 0 0 0 1 0 5 29 427 TALBOT HILL 5 0 0 2 0 1 2 60 520 TOTAL 19 0 0 5 6 1 7 306 2,043 AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 26 MIDDLE SCHOOL CAPACITY FACTORS: Student/Teacher Ratios: Core Classes 29:1 PE 35:1 Band/Orchestra 40:1 Choir 50:1 SPED 12:1 Other 31:1 Scheduling Efficiency 0.83 Program Efficiency 0.95 Permanent Teaching Stations SCHOOL Total Core PE Band Choir SPED Other Support Cap DIMMIT 41 21 3 1 1 4 5 6 794 MCKNIGHT 41 25 3 1 1 4 5 2 847 NELSEN 52 22 3 1 1 2 9 14 896 RISDON 47 24 3 2 1 7 4 6 898 TOTAL 181 92 12 5 4 17 23 28 3,435 Relocatable Classrooms SCHOOL Total Core SPED Support Cap Total Cap DIMMIT 4 4 0 0 91 885 MCKNIGHT 8 8 0 0 183 1,030 NELSEN 8 8 0 0 183 1,079 RISDON 0 0 0 0 0 898 TOTAL 20 20 0 0 457 3,892 AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 27 HIGH SCHOOL CAPACITY FACTORS: Student/Teacher Ratios: Core Classes 29:1 (24:1 Talley) PE 40:1 Band/Orchestra 40:1 Choir 50:1 SPED 12:1 Other 31:1 (24:1 Talley) Scheduling Efficiency 0.80 Program Efficiency 0.90 Permanent Teaching Stations SCHOOL Total Core PE Band Choir SPED Other Support Cap HAZEN 78 44 3 2 1 7 18 3 1,462 LINDBERGH 55 32 3 1 1 6 11 1 1,211 RENTON 68 34 3 1 1 7 16 6 1,389 TALLEY 24 13 1 0 0 1 6 3 397 TOTAL 225 123 10 4 3 21 51 13 4,458 Relocatable Classrooms SCHOOL Total Core SPED Support Cap Total Cap HAZEN 0 0 0 0 0 1,462 LINDBERGH 5 4 1 0 92 1,303 RENTON 0 0 0 0 0 1,389 TALLEY 0 0 0 0 0 397 TOTAL 5 4 1 0 92 4,550 AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 28 STUDENT GENERATION RATES (SGR) The formula for determining school impact fees, as established by King County Council Ordinance 11621, requires that school districts provide “student factors based on district records of average actual student generation rates for new developments constructed over a period of not more than five years prior to the date of the fee calculation.” The Ordinance also provides that, in the event this information is not available in the District, “data from adjacent districts, districts with similar demographics, or county-wide averages must be used.” In years past, the district used average SGR’S from nearby districts. Starting with the 2021 CFP, the district began using its own SGR derived from residential projects with the district. The district used those SGR’s again for the 2022 CFP - due to paused construction and covid impacts on enrollment. Student generation rates have been updated this year and are included in impact fee calculations. There is not a significant difference is student generation rates from 2021 generated rates. The multi-family rate is higher at 28 per one hundred vs. 24 per one hundred. This slightly higher rate is likely due to presence of more low-income units and units with multiple bedrooms. STUDENT GENERATION RATES Elementary Middle School High School (K-5) (6-8) (9-12) Total SINGLE-FAMILY 0.146 0.046 0.089 0.281 MULTI-FAMILY 0.146 0.065 0.069 0.280 The student generation rate varies among apartment developments, based on whether the units are for low-income residents and based on the number of bedrooms in each unit. These differences can help the district when planning for future growth from housing. AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 29 AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 30 AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 31 AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 32 AGENDA ITEM # 8. b) Prepared by: T.Brewer-Rogstad W:\Board Meetings\2023.07.08\2023 CAPITAL FACILITIES PLAN.docx 33 2022/23 2023/2024 CHANGE Elementary 6,895 6,895 0 Middle 3,435 3,435 (0) High 4,458 4,458 0 Total 14,788 14,788 (0) 2021/22 2022/2023 CHANGE Elementary 6,820 6,732 (88) Middle 3,512 3,301 (211) High 4,263 4,348 85 Total 14,595 14,381 (214) Jan 2023 eff. Jan 2024 eff.CHANGE Single-Family 2,911 2,161 (750) Multi-Family 3,697 4,257 560 2022 2023 CHANGE Single-Family Elementary 0.154 0.146 (0.008) Middle 0.065 0.046 (0.019) High 0.062 0.089 0.027 Total 0.282 0.281 (0.001) Multi-Family Elementary 0.137 0.146 0.009 Middle 0.042 0.065 0.023 High 0.060 0.069 0.009 Total 0.240 0.280 0.040 2022 2023 CHANGE Land Acquisition per Acre 650,000 650,000 0 Temp. Building Acquisition 177,000 177,000 0 State Match Percentage 0.3133 0.3615 0.0482 Ave. Taxed Value - Single 652,512 769,979 117,467 Ave. Taxed Value - Multi 350,337 308,241 (42,096) Bond Interest Rate 2.45% 3.58% 1.13% Tax Rate per $1000 1.09602 1.09602 0.00000 Construction Cost Allocation 246.83 246.83 0 taxed values vs. appraised -mh CHANGES FROM PREVIOUS PLAN PERMANENT FACILITY CAPACITY (Students) STUDENT ENROLLMENT (October Headcount) STUDENT GENERATION FACTORS ADDITIONAL IMPACT FEE FACTORS IMPACT FEES AGENDA ITEM # 8. b) RESOLUTION NO. ________ EXHIBIT E Renton Regional Fire Authority Capital Facilities Plan AGENDA ITEM # 8. b) Amended- Back to Top AGENDA ITEM # 8. b) Table of Contents 1.0 INTRODUCTION ......................................................................................................................................... 4 1.1 PURPOSE ...................................................................................................................................................... 4 1.2 CAPITAL PLANNING REQUIREMENTS............................................................................................................ 4 1.3 DEFINITION OF CAPITAL FACILITIES .............................................................................................................. 5 1.4 PRINCIPLES GUIDING CAPITAL INVESTMENTS .............................................................................................. 5 1.5 RRFA HISTORY AND GOVERNANCE ............................................................................................................... 5 1.6 SERVICE AREA ............................................................................................................................................... 6 1.7 CURRENT CONDITIONS AND PROJECTED GROWTH ...................................................................................... 7 2.0 INVENTORY OF EXISTING RRFA CAPITAL FACILITIES .................................................................................. 8 2.1 BUILDING INVENTORY .................................................................................................................................. 8 2.2 APPARATUS INVENTORY .............................................................................................................................. 9 3.0 MEASURING FUTURE CAPITAL FACILITY NEEDS ....................................................................................... 14 3.1 LEVEL OF SERVICE MEASURES .................................................................................................................... 14 4.0 FORECAST OF FUTURE FACILITY NEEDS, 2024-2029 ................................................................................. 22 4.1 APPARATUS FACILITY NEEDS ...................................................................................................................... 22 4.2 STATION FACILITY NEEDS............................................................................................................................ 23 4.3 PROPOSED LOCATIONS AND CAPACITIES OF EXPANDED OR NEW CAPITAL FACILITIES .............................. 24 5.0 CAPITAL FACILITIES REVENUE ANALYSIS .................................................................................................. 26 5.1 OVERVIEW .................................................................................................................................................. 26 5.2 FUNDING THE CAPITAL FACILITIES PLAN ..................................................................................................... 26 5.3 ASSUMPTIONS ............................................................................................................................................ 26 5.4 FIRE IMPACT FEES ....................................................................................................................................... 27 5.5 OPERATING TRANSFERS ............................................................................................................................. 28 5.6 SIX-YEAR COST AND REVENUE COMPARISON............................................................................................. 28 5.7 POLICY OPTIONS AND OTHER FUNDING SOURCES ..................................................................................... 28 APPENDIX A: AMORTIZATION SCHEDULE ............................................................................................................. 29 APPENDIX B: MAJOR REPAIR AND REHABILITATION FOR STATIONS..................................................................... 30 APPENDIX C: FIRE STATION 11 DRIVE TIME (AID UNIT) ............................................................................................ 32 APPENDIX D: FIRE STATION 12-13 DRIVE TIME (LADDERS) ....................................................................................... 33 APPENDIX E: FIRE STATION 16/WAREHOUSE PRELIMINARY LAYOUT ....................................................................... 34 Back to Top AGENDA ITEM # 8. b) Table of Exhibits Exhibit 1-1. Service Area and Station Locations ............................................................................................ 6 Exhibit 1-2. Service Area Population and Projected Growth ......................................................................... 7 Exhibit 2-1. Fire Station Inventory ................................................................................................................. 8 Exhibit 2-2. Engines in RRFA Fleet ................................................................................................................. 9 Exhibit 2-3. Ariel Ladder Inventory .............................................................................................................. 10 Exhibit 2-4. Aid Units in RRFA Fleet ............................................................................................................. 10 Exhibit 2-5. Hazardous Materials Vehicle in RRFA Fleet ............................................................................. 10 Exhibit 2-6. Brush Trucks in RRFA Fleet ....................................................................................................... 10 Exhibit 2-7. Command Vehicles in RRFA Fleet .............................................................................................. 11 Exhibit 2-8. Dive Apparatus in RRFA Fleet .................................................................................................... 11 Exhibit 2-9. Service Vehicles in RRFA Fleet ................................................................................................... 11 Exhibit 2-10. Staff Vehicles in RRFA Fleet ..................................................................................................... 12 Exhibit 2-11. Utility Vehicles in RRFA Fleet ................................................................................................... 12 Exhibit 2-12. Small Utility Vehicles in RRFA Fleet ........................................................................................ 13 Exhibit 2-13. Other Apparatus/Equipment in RRFA Fleet ........................................................................... 13 Exhibit 3-1. Total Cost of Response by Land Use Category ......................................................................... 16 Exhibit 3-2. Response Time Level of Service Standards .............................................................................. 17 Exhibit 3-3. 2022 Response Time Level of Service Standards for Fire/Other ............................................... 17 Exhibit 3-4. 2022 Response Time Level of Service Standards for EMS......................................................... 17 Exhibit 3-5. City of Renton 2018 PC Rating ................................................................................................. 18 Exhibit 3-6. Fire Station 11 Ladder with 2.5 Road Mile Radius ................................................................... 19 Exhibit 3-7. Highlighted City of Renton Planned Development ................................................................... 20 Exhibit 4-1. Capital Costs for Apparatus, 2024-2029................................................................................... 22 Exhibit 4-2. Capital Facility Costs for Stations, 2024-2029 .......................................................................... 23 Exhibit 4-3. Fire Station 16 .......................................................................................................................... 24 Exhibit 5-1. Projected Dedicated Capital Revenues and Costs .................................................................... 28 Exhibit 5-2. Estimated Capital Facilities Revenues and Costs, YOE ............................................................. 28 Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 4 1.0 Introduction 1.1 PURPOSE The purpose of this Capital Facilities Plan (CFP) is to identify capital facility needs necessary for the Renton Regional Fire Authority (RRFA) to achieve and maintain adopted standards for levels of service concurrent with, or prior to, the impacts of expected development and population growth over the next six years (2024-2029) and is consistent with the land use and transportation elements of the City of Renton (City) and King County comprehensive plans. This CFP also identifies sound fiscal policies and funding resources for implementation. 1.2 CAPITAL PLANNING REQUIREMENTS The Washington State Growth Management Act (GMA) requires that a county’s or city’s CFP should consist of: a) an inventory of existing capital facilities owned by public entities; b) a forecast of the future needs for capital facilities; c) the proposed locations and capacities of expanded or new capital facilities; d) a six-year plan to finance capital facilities within projected funding capacities and clearly identified sources of public money for such purposes; and e) a requirement to reassess the land use element if probable funding falls short of existing needs (RCW 36.70a.070(3)). The GMA requires that all capital facilities have “probable funding” to pay for capital facility needs and that jurisdictions have capital facilities in place and readily available when new development comes in or must be of sufficient capacity when the population grows. The City prepares a CFP element as part of its comprehensive plan. In accordance with the Interlocal Agreement (ILA) in place between the City and the RRFA, the City will incorporate the RRFA’s six-year plan for fire and emergency services facilities into its comprehensive plan CFP. That allows the City to impose an impact fee. Impact fees may be collected and spent only for the public facilities addressed by a CFP element of a comprehensive land use plan adopted pursuant to the GMA (RCW 82.02.050 (4)). Levels of service (LOS) are established in the CFP and represent quantifiable measures of capacity. They are minimum standards established by the RRFA to provide capital facilities and services to the RRFA service area at a certain level of quality and within the financial capacity of the RRFA. As the population grows, it is expected that demands for fire and emergency response services will also grow. Additional facilities will be necessary to meet this growing demand for service. LOS standards are influenced by local citizens, elected, and appointed officials, national and state standards, mandates, and other considerations, such as available funding. Growth, LOS standards, and a funded capital improvement program are to be in balance. In the case where the LOS cannot be met by a service or facility, the jurisdiction could do one of the Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 5 following: 1) add proposed facilities within funding resources, 2) reduce demand through demand management strategies, 3) lower LOS standards, 4) phase growth, or 5) change the land use plan. 1.3 DEFINITION OF CAPITAL FACILITIES The CFP addresses public facilities necessary for providing fire and emergency response services. Capital facilities generally have a long useful life and include RRFA-owned and/or -operated buildings, land, equipment, and apparatus. Capital facilities planning does not cover regular operation and maintenance, but it does include major repair, rehabilitation, or reconstruction of facilities. The RRFA considers capital assets to be assets of more than $5,000 in value and an estimated useful life of more than one year. 1.4 PRINCIPLES GUIDING CAPITAL INVESTMENTS There are two main guiding elements behind capital facilities planning: RRFA standard operating procedures (SOP) that define fiscal policies and the GMA. RRFA SOP 2315 “Reserve Funds” and SOP 2317 “Long-Term Planning” address the RRFA’s policies regarding capital reserves and investments. The CFP supports RRFA in making strategic capital investments that support this effort. RRFA intends to use the CFP as:  a tool for budgeting;  the basis for capital spending, giving a degree of assurance about how public money will be spent; and  a useful guidance document for leadership and staff. Toward that end, RRFA has developed and used the following guidelines to evaluate projects before adding them to the CFP:  Growth-related project costs should be timed to match with available remitted fire impact fee revenues.  Project costs that are not growth-related should be timed to match with revenues available through operating transfers.  Projects should be spaced to allow for progress on RRFA’s other financial goals, especially maintaining its capital and operating reserves. 1.5 RRFA HISTORY AND GOVERNANCE RRFA is a special purpose district that provides fire and medical emergency response services within the City and King County Fire District 25 (KCFD25). The RRFA was established on July 1, 2016, after voters residing within KCFD25 and the City approved Proposition 1. This legislation Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 6 formed the regional fire authority and authorized a fire benefit charge. Prior to the creation of the RRFA, service in the City was provided by Renton Fire & Emergency Services (RF&ES) and both KCFD25 and King County Fire District 40 (KCFD40) contracted for services with the City. Creation of the RRFA consolidated fire protection for the City and KCFD25 under a single special local government authority. The contract for fire protection with KCFD40 remained in place and transferred to RRFA and was renewed in 2022 for an additional twenty years. Accordingly, KCFD40 is treated as part of the RRFA entity for the purposes of this CFP. 1.6 SERVICE AREA RRFA is located at the south end of Lake Washington, between Seattle and Tacoma. According to King County GIS data, the RRFA’s total response area is 37 square miles, including the City of Renton and KCFD25 (27 square miles) and the KCFD40 and Lake Youngs area (10 square miles). KCFD25 is located in the area east of the City and north of State Route 169 known as the East Renton Highlands. KCFD40 and Lake Youngs are located in the area east of the City and south of State Route 169 known as Fairwood. The RRFA service area is bordered by unincorporated areas of King County, as well as the cities of Kent, Tukwila, and Newcastle, with the City of Seattle just a few miles northwest. Exhibit 1-1 presents a map of the RRFA service area and station locations. Exhibit 1-1. Service Area and Station Locations Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 7 1.7 CURRENT CONDITIONS AND PROJECTED GROWTH Renton is the fourth largest city in King County, covering 23.54 square miles and having an estimated 2022 population of 107,900. The City includes residential neighborhoods, a strong industrial base, and a growing commercial/office sector. The City’s downtown and northern manufacturing area were designated as a regional growth center by the Puget Sound Regional Council (PSRC) in 1995. The northern part of the regional growth center borders Lake Washington and emphasizes mixed use and regional employment, including the Boeing Company’s Renton Plant and The Landing, a significant recent retail and residential development. The southern part of the regional growth center includes the downtown core and adjacent residential area. Downtown Renton has seen investment in recent years, including the Renton Pavilion Event Center and Piazza Park, the Renton Transit Center, the IKEA Performing Arts Center, Top Golf, the Hyatt, and Southport. The City also contains commercial corridors, multi-family nodes, and extensive single-family neighborhoods. KCFD25 and KCFD40 mostly contain residential areas located in King County outside of Renton city limits. Population projections for Renton, KCFD25, and KCFD40 for the years 2023-2029 are presented in Exhibit 1-2.1 The City is expected to grow by 6,053 residents, 86% of the total population growth forecasted for the RRFA service area. Exhibit 1-2. Service Area Population and Projected Growth Description 2022 Projected Growth 2023-2029 City of Renton 107,900 6,053 KCFD25 7,947 87 KCFD40 22,148 917 Total Service Area 137,995 7,057 City of Renton Share of Population Growth 86% 1 Source: Projections provided by the City of Renton. Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 8 2.0 Inventory of Existing RRFA Capital Facilities This section provides a current inventory of capital facilities that are either owned or operated by RRFA, including both stations and apparatus. 2.1 BUILDING INVENTORY Exhibit 1-1 in Section 1 maps the locations and ownership of the seven fire stations operated by RRFA. Exhibit 2-1 provides station locations and square footage operated by RRFA. Exhibit 2-1. Fire Station Inventory Station Address Building Square Footage Operated by RRFA Fire Station 112 211 Mill Ave S, Renton, WA 98057 20,550 Fire Station 12 (Ex EOC) 3 1209 Kirkland Ave NE, Renton, WA 98056 14,800 Fire Station 13 18002 108th Ave SE, Renton, WA 98055 20,521 Fire Station 13 Shop 18002 108th Ave SE, Renton, WA 98055 6,000 Fire Station 14 1900 Lind Ave SW, Renton, WA 98057 13,659 Fire Station 14 Tower 1900 Lind Ave SW, Renton, WA 98057 3,658 Fire Station 15 1404 N 30th St., Renton, WA 98056 7,497 Fire Station 16 12923 156th Ave SE, Renton, WA 98059 7,732 Fire Station 174 14810 Petrovitsky Rd SE, Renton, WA 98058 6,836 2 Fire Station 11 is owned by the City of Renton and leased to RRFA. The building square footage excludes the area leased by KC Medics. 3 Fire Station 12 is owned by the City of Renton and leased to the RRFA. The building square footage excludes the portion of the building that is utilized by City of Renton Emergency Management. 4 Fire Station 17 is owned by Fire District 40 and used by RRFA through service contract. Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 9 2.2 APPARATUS INVENTORY The RRFA maintains a wide variety of highly specialized apparatus in order to fulfill its mission to protect the community it serves. Inventories of RRFA engines, ladders, aid units, hazardous materials vehicles, brush trucks, command vehicles, dive apparatus, service vehicles, staff vehicles, utility vehicles, small utility vehicles, and other apparatus/equipment are shown in Exhibits 2-2 through 2-13. Exhibit 2-2. Engines in RRFA Fleet Vehicle Number Call Sign Station/ Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F074 E413 Station 13 1999 E-One Cyclone II not scheduled $0 F085 E414 Station 14 2005 E-One Cyclone II 2025 $1,103,258 F093 E412 Station 12 2008 E-One Cyclone II 2025 $1,103,258 F114 E313 Station 13 2015 E-One Cyclone II 2031 $1,317,348 F115 E314 Station 14 2015 E-One Cyclone II 2031 $1,317,348 F123 E311 Station 11 2017 E-One Cyclone II 2033 $1,397,574 F124 E312 Station 12 2017 E-One Cyclone II 2033 $1,397,574 F137 E316 Station 16 2019 E-One Cyclone II 2035 $1,482,687 F148 E313 Station 13 2022 Pierce Enforcer 2038 $1,620,172 F149 E314 Station 14 2022 Pierce Enforcer 2038 $1,620,172 F2515 E316 Station 16 2003 E-One Cyclone II 2025 $1,103,258 F441 E417 Station 17 2022 Pierce Enforcer 2038 $1,620,172 Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 10 Exhibit 2-3. Ariel Ladder Inventory Vehicle Number Call Sign Station/Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F105 L311 Station 11 2011 E-One Aerial 2029 $2,591,449 F135 L311 Station 11 2019 E-One Cyclone 2037 $3,282,770 Exhibit 2-4. Aid Units in RRFA Fleet Vehicle Number Call Sign Station/Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F110 A313 Station 13 2014 INTE Northstar 2025 $421,371 F111 A312 Station 12 2014 INTE Northstar 2025 $421,371 F138 A311 Station 11 2020 Ford F-450 2032 $518,233 F153 A313 Station 13 2022 Ford F-450 2034 $549,793 F154 A312 Station 12 2022 Ford F-450 2034 $549,793 F440 A317 Station 17 2022 Ford F-450 2034 $549,793 Exhibit 2-5. Hazardous Materials Vehicle in RRFA Fleet Vehicle Number Call Sign Station/Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F120 HM314 Station 14 2017 E-One Freightliner 2037 $826,618 Exhibit 2-6. Brush Trucks in RRFA Fleet Vehicle Number Call Sign Station/ Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F091 BR317 Station 17 2008 Ford F-550 2024 $354,413 F155 BR316 Station 16 2022 Ford F-550 2037 $520,467 Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 11 Exhibit 2-7. Command Vehicles in RRFA Fleet Vehicle Number Call Sign Station/Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F109 B413 Station 13 2013 Chevrolet Tahoe 2023 $111,202 F119 B312 Station 12 2016 Chevrolet Silverado 2024 $114,538 F121 C312 Station 13 2017 Chevrolet Tahoe 2027 $125,159 F122 C314 Station 13 2017 Ford Explorer 2027 $125,159 F125 B313 Station 13 2018 Chevrolet Silverado 2028 $128,914 F134 C313 Station 13 2020 Ford Explorer 2030 $136,764 F139 C311 Station 13 2020 Ford Explorer 2030 $136,764 F156 TBD Station 11 2023 Chevrolet Silverado 2033 $149,446 F158 TBD Station 12 2024 Chevrolet Silverado 2500 2034 $153,930 Exhibit 2-8. Dive Apparatus in RRFA Fleet Vehicle Number Call Sign Station/Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F129 DIV312 Station 12 2018 Ram 5500 2039 $443,087 Exhibit 2-9. Service Vehicles in RRFA Fleet Vehicle Number Call Sign Station/Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F136 CAR312 EMS 2019 Ford F-150 Pursuit 2029 $110,086 F434 CAR52 EMS 2004 Chevrolet Tahoe 2023 $92,195 Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 12 Exhibit 2-10. Staff Vehicles in RRFA Fleet Vehicle Number Call Sign Station/Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F096A N/A OFM 2009 Ford Escape 2024 $39,035 F104 N/A EMS 2012 Ford Escape 2027 $42,655 F116 N/A Administration 2016 Ford Police Utility 2030 $46,610 F117 N/A OFM 2015 Ford C-Max 2030 $46,610 F126 N/A OFM 2018 Ford Escape 2033 $50,932 F127 N/A OFM 2018 Ford Escape 2033 $50,932 F128 N/A OFM 2018 Ford Escape 2033 $50,932 F130 N/A OFM 2020 Ford Escape 2035 $54,033 F143 N/A OFM 2020 Ford Escape 2035 $54,033 F144 N/A OFM 2020 Ford Escape 2035 $54,033 F145 N/A Support Services 2020 Ford Escape 2035 $54,033 F146 N/A Support Services 2020 Ford Escape 2035 $54,033 F147 N/A Support Services 2020 Ford Escape 2035 $54,033 Exhibit 2-11. Utility Vehicles in RRFA Fleet Vehicle Number Call Sign Station/Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F112 N/A SKCFTC 2015 Ford F-250 2030 $85,978 F113 N/A OFM 2015 Dodge Promaster 2030 $85,978 F132 N/A Support Services 2019 Ford F-250 2034 $96,769 F133 N/A Support Services 2019 Ford F-250 2034 $96,769 F140 N/A Administration 2020 Chevrolet Express 2500 2035 $99,672 F151 N/A SKCFTC 2021 Ford F-150 2036 $102,662 F152 N/A SKCFTC 2021 Ford F-150 2036 $102,662 F159 N/A Support Services 2024 Chevrolet Silverado 2039 $112,182 F436 N/A Support Services 2005 Chevrolet Silverado 2023 $69,908 Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 13 Exhibit 2-12. Small Utility Vehicles in RRFA Fleet Vehicle Number Call Sign Station/Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F131 N/A Station 14 2020 Ford Transit Connect 2035 $60,022 F141 N/A Station 13 2020 Nissan NV200 S 2035 $60,022 F142 N/A Station 13 2020 Nissan NV200 S 2035 $60,022 Exhibit 2-13. Other Apparatus/Equipment in RRFA Fleet Vehicle Number Call Sign Station/Division Assignment Year Make Model Replacement Year Est. Cost in Year of Replacement F092 N/A N/A 2007 Cargo Trailer 22Ft not scheduled $0 F094 N/A N/A 2008 Eagle Utility not scheduled $0 F101 N/A N/A 2008 Club Inteltrak not scheduled $0 F103 N/A N/A 2008 PLRS Spirit 2025 $100,394 F118 N/A N/A 2016 EZLD Trailer 2026 $17,727 F150 N/A N/A 2005 CGMT Trailblazer 2025 $17,210 Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 14 3.0 Measuring Future Capital Facility Needs The GMA was enacted to provide local oversight of community growth with the intent for local governments such as counties, cities, and towns to monitor and mitigate the impacts of growth. GMA Goal 1 promotes placing growth in urban areas where there are public facilities and services, while GMA Goal 12 promotes adequate facilities and services to support development: (1) Urban growth. Encourage development in urban areas where adequate public facilities and services exist or can be provided in an efficient manner. (12) Public facilities and services. Ensure that those public facilities and services necessary to support development shall be adequate to serve the development at the time the development is available for occupancy and use without decreasing current service levels below locally established minimum standards (RCW 36.70A.020(12)). Concurrency for transportation infrastructure is mandated by the GMA, and local agencies were given the authority to establish concurrency guidelines for other public needs such as water, sewer, and fire services: Purpose.  The purpose of concurrency is to assure that those public facilities and services necessary to support development are adequate to serve that development at the time it is available for occupancy and use, without decreasing service levels below locally established minimum standards.  Concurrency describes the situation in which adequate facilities are available when the impacts of development occur, or within a specified time thereafter. Concurrency ensures consistency in land use approval and the development of adequate public facilities as plans are implemented, and it prevents development that is inconsistent with the public facilities necessary to support the development.  With respect to facilities other than transportation facilities, counties and cities may fashion their own regulatory responses and are not limited to imposing moratoria on development during periods when concurrency is not maintained (WAC 365-196-840). The RRFA CFP identifies the need for $25.5M in capital investments as shown in Exhibits 4-1 and 4-2, to maintain fire service concurrency through the year 2029. 3.1 LEVEL OF SERVICE MEASURES RRFA measures LOS from three different perspectives. The first concerns the cost of facilities for Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 15 incident response per unit of development. The second perspective concerns turnout and response times in accordance with established policy. The third perspective concerns the Protection Class (PC) rating for each of the areas served (the City of Renton, KCFD25, and KDFD40). Each of these LOS measures are described below. 3.1.1 Cost of Facilities for Incident Response per Unit of Development In 2023, RRFA conducted a rate study for fire impact fees. That study presents a methodology for quantifying the need for fire and EMS stations and apparatus to serve new growth, for the purpose of collecting fire impact fees. The level of service standard is the 2022 ratio of apparatus and stations to EMS and fire/other incidents. More specifically, the rate study calculates the annualized facility value per incident as well as the number of incidents produced by different kinds of development. This determines the total cost of facilities for incident response needed per unit of development. This standard is used to measure the systemwide capacity of facilities to support incident response throughout the RRFA service area. Full documentation of the methodology is available in the rate study. A brief summary follows. For apparatus, including engines and other response vehicles, the ratio of apparatus to incidents as of 2022 was selected as an acceptable LOS standard. As growth occurs, more incidents will occur, and therefore more apparatus will be needed to maintain this standard. It is anticipated that much of the growth in the RRFA service area will come in the form of infill development and increased density within the City. As the growth occurs, the RRFA intends to add additional apparatus units to address the anticipated increase in multi-story housing (ladder) and emergency medical calls for service (aid unit). For fire stations, the rate study measures LOS using the ratio of station square footage to incidents. However, a deduction to the station square footage is made to account for unused beds that could accommodate additional fire and emergency response staff. As stated above, it is anticipated that much of the growth in the RRFA service area will come in the form of infill development and increased density within the City. As this growth occurs, the RRFA intends to utilize excess bed capacity in current stations to increase its capacity for emergency response at existing stations. On the next page, Exhibit 3-1 shows the cost of response per unit of development (dwelling unit, square foot, room, or student), by land use category, as calculated in the 2023 RRFA Rate Study for Fire Impact Fees. These represent the total amount of facility investment the RRFA would need to make to maintain the current level of service as growth occurs within the service area, but not the actual fire impact fee to be charged. Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 16 Exhibit 3-1. Total Cost of Response by Land Use Category Land Use Type Unit of Development Total Cost of Response to EMS, Fire, & Other Incidents, Per Unit of Development Single-Family Residential d.u. $880.99 Multi-Family Residential d.u. $1,209.66 Hotel/Motel/Resort room $722.82 Medical Care Facility bed $2,196.29 Office sq. ft. $0.29 Medical/Dental Office sq. ft. $1.28 Retail sq. ft. $1.38 Leisure Facilities sq. ft. $0.89 Restaurant/Lounge sq. ft. $3.00 Industrial/Manufacturing sq. ft. $0.10 Church/Non-Profit sq. ft. $0.50 Education student $58.50 Special Public Facilities sq. ft. $0.27 3.1.2 Turnout and Response Time Standards Traffic and geographic barriers currently present challenges to providing adequate response time in some areas. For this reason, RRFA also has turnout and response time standards for measuring performance across the entire service area and by individual station. Turnout and response time standards are documented in SOP 4101 “Response Guidelines”. First, this policy addresses turnout times, or the interval that begins when audible or visual notification is received by firefighters from the 911 center and ends at the beginning point of travel time. SOP 4101 states: “Turnout time for emergent responses shall be expedient and no longer than one hundred twenty seconds.” Second, this policy addresses response times, or the interval that begins with notification and ends with the time the unit arrives on scene. SOP 4101 states: “The organization aspires in a non-disaster situation, under current conditions of funding, staffing, and equipment, to respond to 90% of the emergency service calls within 7 minutes and 30 seconds from the time of dispatch.” These standards are summarized in Exhibit 3-2. 5 Source: RRFA Rate Study for Fire Impact Fees, 2023 Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 17 Exhibit 3-2. Response Time Level of Service Standards Service Standard Response Time Meet Response Time Goal Turnout time for emergency response 120 seconds 100% First unit arrival 7 minutes and 30 seconds from the time of dispatch 90% Measuring response time helps RRFA to identify where additional capacity may be necessary. It also helps to identify where current conditions such as station design, local traffic, land use, or geographic barriers are presenting challenges to responding to incidents in a timely manner. For example, Fire Stations 13 and 16 are multi-story buildings that require response crews to travel from a second story to the main story in order to respond, thus increasing their turnout time compared to a single-story station. Similarly, the increased density of multi-family housing and commercial development outside of the Fire Station 11 response area reduces the probability of meeting the response standard and impacts response time level of service for that property type. The response time level of service standards for 2022 are displayed in Exhibit 3-3 and 3-4. Exhibit 3-3. 2022 Response Time Level of Service Standards for Fire/Other In/Out of Jurisdiction Turnout time under 120 seconds Response time under 7.5m In Jurisdiction 50.66% 81.87% Out of Jurisdiction 56.22% 32.33% Exhibit 3-4. 2022 Response Time Level of Service Standards for EMS In/Out of Jurisdiction Turnout time under 120 seconds Response time under 7.5m In Jurisdiction 74.26% 94.06% Out of Jurisdiction 72.02% 72.13% Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 18 3.1.3 Washington Surveying Rating Bureau Protection Class A Washington Surveying Rating Bureau (WSRB) protection class (PC) is a score from 1 to 10 that represents the community-provided fire protection capabilities available at a specific property. A PC of 1 indicates exemplary fire protection capabilities are available; a PC of 10 indicates the fire protection capabilities, if any, are not sufficient to receive credit for insurance. Each community in Washington state has a PC, which is used as a starting point to determine the PC of individual properties. In 2018, the City’s PC was upgraded from a Class 3 to a Class 2.6 This put the RRFA’s fire protection of the City in the top 5% in the country and top 1% in the state. In July of 2022, the City of Seattle became the first and only fire department in the state to achieve a Class 1 PC. Exhibit 3-5. City of Renton 2018 PC Rating The improvements made to fire and life safety throughout Renton over the past several years have led to this outstanding upgrade in PC for the Renton community. Because a community’s PC is one of the key factors in insurance premium determination, not only does this upgrade represent exceptional fire and life safety protection, but Renton property owners also have an even greater opportunity to realize insurance premium savings. KCFD25 and KCFD40 both maintain a PC of Class 3. A community's PC rating is evaluated using the following criteria:  Fire department (40%), including distribution of stations, staffing levels, equipment, and personnel training.  Water supply (35%), including water flow capacity, fire hydrant location, and maintenance.  Emergency communications system (9%), including dispatching system, staffing, and training.  Fire safety control (16%), including fire code and building code enforcement, fire investigations, and public fire education programs. 6 Source: Country Wide PC Ratings were obtained in 2019 from www.isomitigation.com/ppc/program-works/facts-and-figures-about-ppc-codes- around-the-country/. State Wide PC Ratings were published in the WSRB Protection Class Report for Renton, dated October 5, 2018. Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 19 Because the PC criteria that most affect the overall rating are the fire operations and deployment of resources for fire protection, the RRFA must maintain the fire protection apparatus, staffing, and deployment that supports its current PC rating as growth occurs. For example, WSRB requires a ladder to be positioned within 2.5 road miles of a given structure. The RRFA maintains a single ladder located at Fire Station 11 in downtown Renton. Exhibit 3-6 shows the 2.5 road mile radius of Fire Station 11 in comparison to the projected new development within the City. A second ladder is required to address the growth in these areas. Exhibit 3-6. Fire Station 11 Ladder with 2.5 Road Mile Radius Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 20 Some of the City-projected developments that will require a ladder response are shown in Exhibit 3-7 below. 7 Exhibit 3-7. Highlighted City of Renton Planned Development 7 Source: City of Renton: Renton Highlighted Development (arcgis.com) accessed 08/04/2023. Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 21 Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 22 4.0 Forecast of Future Facility Needs, 2024-2029 The following is a summary of capital facility needs for the period of 2024-2029. 4.1 APPARATUS FACILITY NEEDS Over the next six years, RRFA will need to replace 17 apparatus and add 2 additional apparatus to its fleet. The inventory of apparatus in Section 2.2 provides the year of replacement for all apparatus in the current fleet. Exhibit 4-1 summarizes scheduled apparatus replacements and total costs through the year 2029. It also includes the cost of expansions to the RRFA vehicle fleet needed to serve new growth.8 Exhibit 4-1. Capital Costs for Apparatus, 2024-2029 Project Description Quantity Average Unit Cost Total Cost in Year of Replacement Percentage Related to City of Renton Growth Impact Fee Eligible Costs Apparatus Replacements Engine 3 $1,103,258 $3,826,688 0% $0 Ladder 1 $2,591,449 $2,591,449 0% $0 Aid Unit 2 $421,371 $842,741 0% $0 HazMat Vehicle 0 N/A $0 0% $0 Brush Truck 1 $354,413 $354,413 0% $0 Command Vehicle 4 $123,442 $493,769 0% $0 Dive Apparatus 0 N/A $0 0% $0 Service Vehicle 1 $110,086 $110,086 0% $0 Staff Vehicle 2 $40,845 $81,689 0% $0 Utility Vehicle 0 N/A $0 0% $0 Sm. Utility Vehicle 0 N/A $0 0% $0 Other Apparatus/Equipment 3 N/A $135,332 0% $0 Apparatus Fleet Expansions Ladder 1 $2,591,449 $2,591,449 86% $2,222,764 Aid Unit 1 $421,371 $421,371 86% $361,422 Apparatus Total $7,622,299 $2,584,186 8 See the RRFA Rate Study for Fire Impact Fees (2023) for the methodology used to determine the proportion of growth-related apparatus needs based on population. Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 23 4.2 STATION FACILITY NEEDS RRFA has three categories of station facility costs: debt servicing for existing stations, new station construction, and renovations to address operational needs. The costs related to these needs are summarized in Exhibit 4-2 and described in more detail below. Exhibit 4-2. Capital Facility Costs for Stations, 2024-2029 Project Description Total Cost Percentage Related to City of Renton Growth Impact Fee Eligible Costs Fire Station Debt Servicing Fire Station 16/Maintenance $15,064,544 18% $2,711,618 Fire Station Improvements for Operational Needs Fire Station 11 Facility Improvements $571,225 0% $0 Fire Station 12 Facility Improvements $883,022 0% $0 Fire Station 13 Facility Improvements $852,489 0% $0 Fire Station 13 Shop Facility Improvements $0 0% $0 Fire Station 14 Facility Improvements $320,319 0% $0 Fire Station 14 Tower Facility Improvements $0 0% $0 Fire Station 15 Facility Improvements $0 0% $0 Fire Station 16 Facility Improvements $190,542 0% $0 Fire Station 17 Facility Improvements $1,069 0% $0 Total Fire Station Costs $17,883,211 $2,711,618 4.2.1 Debt Servicing RRFA intends to relocate Fire Station 16 and build a new maintenance repair facility within the City borders to address the anticipated growth in the area. The percent attributed to City growth is 18%. Construction costs have not yet been developed; however, TCA has provided an estimate of $20M for the project. The RRFA currently has no debt but does intend to issue Limited Tax General Obligation (LTGO) bonds in late 2023 and early 2024 for the financing of the new Fire Station 16 and maintenance facility in the amount of approximately $20M. The debt service in Exhibit 4-2 represents anticipated bond payments for the years 2024-2029. See Appendix A for an estimated amortization table. Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 24 4.2.2 New Facility Needs RRFA has identified the need to replace Fire Station 16 in the East Plateau neighborhood on the northeast side of Renton. The existing facility was built in 1974 and is approaching 50 years old and does not accommodate the modern needs of the fire service. Building a new station will increase capacity to serve expected growth in this area of Renton for the next 50 years. In addition, the RRFA intends to build a new maintenance facility to provide the space necessary to conduct apparatus service and repair as we continue to expand our fleet. RRFA’s assessment of facility needs to meet our current level of service standards has determined that 82% of this new station and maintenance facility will address existing deficiencies while 18% will expand capacity to serve future growth. Construction of the new Fire Station 16 is anticipated to begin in 2024. The total estimated cost of this station and additional apparatus repair facility, including land acquisition, is $20,000,000. Exhibit 4-3. Fire Station 16 4.2.3 Capital Projects Associated with Station Operational Needs The RRFA anticipates several improvement projects at existing fire stations necessary to address operational needs and maintain concurrency of fire services through 2029. These improvements include major repair and rehabilitation and do not including regular operations and maintenance. They are summarized in Exhibit 4-2 above and detailed in Appendix B. 4.3 PROPOSED LOCATIONS AND CAPACITIES OF EXPANDED OR NEW CAPITAL FACILITIES 4.3.1 Apparatus The RRFA has identified the need to add one aid unit and one ladder to serve the new growth within the City. Appendix C highlights the areas covered by the addition of an aid unit at Fire Station 11, much of which includes new development parcels. Appendix D highlights the areas Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 25 covered by adding an additional ladder and locating one ladder at Fire Station 12 and one at Fire Station 13. 4.3.2 Station The new Fire Station 16 and maintenance facility will be located at 15815 SE 128th St in Renton. The existing Fire Station 16 is 7,732 square feet (SF) and is situated on a 58,806 SF parcel of land. Due to the limited size of the current lot, the maximum building area allowed is 12,800 SF which will not accommodate a station intended to serve growth over the next 50 years, the average longevity of a fire station. In addition, the current maintenance facility located at Fire Station 13 is at maximum capacity and cannot accommodate servicing any additions to the RRFA fleet. An additional maintenance facility is needed. The new Fire Station 16 will be located on a 150,200 SF parcel of land and that will allow up to 25,100 SF of building space. A single-story station of approximately 15,150 will accommodate eight beds and three bays and a five-bay maintenance facility are planned for the new parcel. See Appendix E for a preliminary layout of the parcel. Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 26 5.0 Capital Facilities Revenue Analysis 5.1 OVERVIEW This CFP revenue analysis supports the financing for providing facilities and services, as required by RCW 36.70A.070(3)(d). Revenue estimates, using assumptions based on historical trends, are used to represent realistic expectations for revenue that may be available for capital funding. This revenue analysis provides an approximate, and not exact, projection of future revenue sources. The numbers projected in this analysis are for planning purposes and cannot account for sensitivities such as local, state, and federal policy, economic trends, and other factors. This analysis may not align with RRFA’s annual budget because it is based on multi-year projections of revenue, while the annual budget presents precise estimates of available revenue for spending in a specific fiscal year. 5.2 FUNDING THE CAPITAL FACILITIES PLAN Estimated future revenues are projected for the years 2024-2029. The revenue analysis is categorized according to:  Dedicated Capital Revenues. Dedicated revenues are required to be used for certain types of capital spending, outlined by the law. The dedicated capital revenues for RRFA include fire impact fees remitted to RRFA by the City.  Operating Transfers. Operating transfers-in are those revenue sources that are transferred in from the operating fund. Although these are not dedicated sources to be relied on for capital funding, the RRFA endeavors to make regular operating transfers-in to its reserves on a level basis each year. These transfers are not specifically dedicated to capital spending and could be used elsewhere.  LTGO Bonds. Financing bonds that do not require voter approval or include the levying of an additional tax to repay them.  Other Funding Sources. The RRFA continuously explores external sources available to fund capital projects such as grant opportunities. 5.3 ASSUMPTIONS The RRFA revenue analysis is based on the following assumptions:  Analysis Boundary. The analysis includes the current RRFA boundary as shown in Exhibit 1-1.  Growth. Growth targets were provided by the City staff and reflect projections as of August 2023.  Property Tax. This analysis assumes that the property tax levy rate will reset to Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 27 $1 per thousand in 2024 with the successful passing of Proposition 1 in August of 2023. Property tax revenues will increase at an annual rate of 1% going forward, with the assessed value and new construction growing according to the July 2023 King County Economic and Revenue Forecast – Office of Economic and Financial Analysis.  Fire Benefit Charge. In 2021, the voters approved a ten-year renewal of the fire benefit charge with a vote of nearly 82% in favor of the proposition. By law, the fire benefit charge may be used for up to 60% of the RRFA operating budget. In 2023, the fire benefit makes up approximately 35% of the RRFA’s total budget. With the passing of Proposition 1 (see above), the RRFA intends to lower the fire benefit charge by as much as 50% and is estimating that the benefit charge will account for approximately 17% of the 2024 operating budget.  Fire Impact Fees. This analysis assumes the City will adopt the 2024 fire impact fees proposed by the RRFA and will remit fees collected to the RRFA as outlined in the interlocal agreement between the City and the RRFA. Projected residential and commercial impact fee revenues are based on residential and nonresidential growth projections provided by City staff.  Fire District 40 Service Contract. RRFA and KCFD40 entered into a twenty-year agreement in 2022 and maintains a collaborative relationship with the governance board for the district. This analysis assumes that from 2024 forward, the service contract grows annually at a rate relative to the costs of operating the RRFA.  EMS Levy. This analysis assumes revenues from the EMS levy continue to increase at an annual growth rate of 3%.  Permits and Fees. This analysis assumes revenues from miscellaneous permits and fees will remain at now current rates.  EMS Services. This analysis assumes revenues from EMS services will increase at a rate of 5% per year and Ground Emergency Medical Transport (GEMT) revenues will remain level. GEMT funding is at the discretion of the federal government and the program could be modified or cancelled at any time. 5.4 FIRE IMPACT FEES The City has collected fire impact fees since 2011. In 2023, the debt service on Fire Station 13 was paid in full and the City now remits fire impact fees to the RRFA on a monthly basis. Impact fees collected through 2023 will be used for capital facility needs identified in the 2017 RRFA CFP. Fees collected beginning in 2024 will be used for capital facility needs identified in this CFP. The RRFA projects fire impact fees of $5,074,209 for the years 2024 through 2029. Exhibit 5-1 compares the projected fire impact fee revenue to the projected growth-related project costs, as presented in Exhibit 4-1 and Exhibit 4-2. Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 28 Exhibit 5-1. Projected Dedicated Capital Revenues and Costs Dedicated Revenues and Project Costs 2024-2029 Total Revenues and Costs Fire Impact Fee Revenues (remitted) $5,074,209 Planned Growth-Related Project Costs $5,295,804 Estimated Dedicated Funding Surplus/(Deficit) ($221,594) 5.5 OPERATING TRANSFERS The projected revenues available for operating transfers-in over the planning period of 2024-2029 is $33,200,000. RRFA’s funding streams for these transfers-in and for capital facilities costs include revenues from its property tax, fire benefit charge, KCFD40 service contract, EMS levy, LTGO bonds, and miscellaneous permits and fees. 5.6 SIX-YEAR COST AND REVENUE COMPARISON This six-year comparison looks at RRFA’s total revenues and planned project costs for the six-year planning horizon of 2024-2029 in order to understand the difference between future dedicated capital costs and potential future revenues. Capital costs are presented as year of expenditure (YOE) and include growth-related capital facility and apparatus replacement costs. Exhibit 5-2 summarizes projected capital facilities revenues and costs.9 Exhibit 5-2. Estimated Capital Facilities Revenues and Costs, YOE Capital Facilities Revenues and Costs 2024-2029 Growth-Related Capital Costs $5,295,804 Capital Replacement and Project Costs, not Growth-Related $22,492,690 Total Costs $27,788,494 Impact Fee Revenue $5,074,209 Operating Transfer Potential Revenue $33,200,000 Estimated Funding Surplus/(Deficit) $10,485,716 5.7 POLICY OPTIONS AND OTHER FUNDING SOURCES One additional funding source option is:  Unlimited Tax General Obligation (UTGO) Bonds: Financing bonds that require voter approval and include the levying of an additional tax to repay them. 9 Source: Renton RFA, 2023. Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 29 Appendix A: Amortization Schedule Debt Servicing Amortization Schedule Payment: Every 6 Months Term: 10 Years Amount: $20,000,000 Interest Rate: 4.50% Year Beginning Balance Interest Principal Ending Balance Payment Year 1. Year #1 $20,000,000.00 $454,239.90 $801,138.78 $19,198,861.22 $1,255,378.68 2024 2. Year #1 $19,198,861.22 $436,044.44 $819,334.24 $18,379,526.97 $1,255,378.68 2024 3. Year #2 $18,379,526.97 $417,435.73 $837,942.96 $17,541,584.01 $1,255,378.69 2025 4. Year #2 $17,541,584.01 $398,404.37 $856,974.32 $16,684,609.70 $1,255,378.69 2025 5. Year #3 $16,684,609.70 $378,940.77 $876,437.91 $15,808,171.79 $1,255,378.68 2026 6. Year #3 $15,808,171.79 $359,035.12 $896,343.57 $14,911,828.22 $1,255,378.69 2026 7. Year #4 $14,911,828.22 $338,677.37 $916,701.32 $13,995,126.90 $1,255,378.69 2027 8. Year #4 $13,995,126.90 $317,857.25 $937,521.43 $13,057,605.47 $1,255,378.68 2027 9. Year #5 $13,057,605.47 $296,564.27 $958,814.41 $12,098,791.06 $1,255,378.68 2028 10. Year #5 $12,098,791.06 $274,787.68 $980,591.00 $11,118,200.05 $1,255,378.68 2028 11. Year #6 $11,118,200.05 $252,516.51 $1,002,862.18 $10,115,337.87 $1,255,378.69 2029 12. Year #6 $10,115,337.87 $229,739.50 $1,025,639.18 $9,089,698.69 $1,255,378.68 2029 13. Year #7 $9,089,698.69 $206,445.19 $1,048,933.49 $8,040,765.20 $1,255,378.68 2030 14. Year #7 $8,040,765.20 $182,621.82 $1,072,756.87 $6,968,008.33 $1,255,378.69 2030 15. Year #8 $6,968,008.33 $158,257.37 $1,097,121.32 $5,870,887.01 $1,255,378.69 2031 16. Year #8 $5,870,887.01 $133,339.56 $1,122,039.13 $4,748,847.88 $1,255,378.69 2031 17. Year #9 $4,748,847.88 $107,855.81 $1,147,522.88 $3,601,325.01 $1,255,378.69 2032 18. Year #9 $3,601,325.01 $81,793.28 $1,173,585.41 $2,427,739.60 $1,255,378.69 2032 19. Year #10 $2,427,739.60 $55,138.81 $1,200,239.88 $1,227,499.72 $1,255,378.69 2033 20. Year #10 $1,227,499.72 $27,878.97 $1,227,499.72 $0.00 $1,255,378.69 2033 Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 30 Appendix B: Major Repair and Rehabilitation for Stations Station/Description 2024 2025 2026 2027 2028 2029 Fire Station #11 $ 255,571 $ 26,095 $ 186,491 $ 103,068 AC Unit $ 155,179 Carpet/Tile/Hardwood/ Concrete Finishes $ 67,652 Ceiling Finishes/Drop Ceilings/Acoustic Tile $ 12,490 Exhaust Fan $ 47,306 Expansion Tank $ 1,069 Furnace $ 139,185 Heat Pump $ 95,008 Interior Walls $ 21,857 Water Heater $ 5,384 $ 26,095 Fire Station #12 $ 315,770 $ 111,539 $ 304,134 $ 117,146 $ 26,577 $ 7,856 Air Compressor $ 16,468 Air Handler Unit $ 297,923 Automatic Transfer Switch $ 10,079 Boiler $ 59,290 Carpet/Tile/Hardwood/ Concrete Finishes $ 65,049 Fire Alarm Systems $ 30,022 Furniture/Millwork $ 47,776 Lighting $ 24,290 Pump $ 6,211 $ 6,787 Radiant Heater $ 6,644 Roofing $ 291,480 Unit Heater $ 19,933 Water Heater $ 1,069 Fire Station #13 $ 407,561 $ 423,400 $ 21,529 AC Unit $ 13,439 Air Compressor $ 21,529 Ceiling Finishes/Drop Ceilings/Acoustic Tile $ 17,507 Condensing Unit $ 4,750 $ 5,040 Duct Heater $ 17,497 Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 31 Station/Description 2024 2025 2026 2027 2028 2029 Evaporative Unit $ 5,320 Exhaust Fan $ 87,660 Expansion Tank $ 950 Expansion Tank $ 1,077 Exterior Finishes $ 61,273 Fan Terminal Unit $ 143,596 Fire Alarm Systems $ 46,432 Furniture/Millwork $ 65,649 Heat Exchanger $ 7,601 Lighting $ 38,693 Roofing $ 314,476 Fire Station #14 $ 129,419 $ 123,889 $ 67,011 Carpet/Tile/Hardwood/ Concrete Finishes $ 64,872 Doors/Hardware $ 38,759 Electrical Panel $ 109,664 Interior Walls $ 19,756 Pump $ 2,139 Water Heater $ 85,130 Fire Station #16 $ 3,075 $ 117,176 $ 49,712 $ 6,921 $ 13,658 Automatic Transfer Switch $ 3,075 Exhaust Fan $ 42,536 Generator $ 6,921 Interior Walls $ 13,658 Package Unit $ 117,176 Unit Heater $ 7,176 Fire Station #17 $ 1,069 Water Heater $ 1,069 Grand Total $ 318,845 $ 891,847 $ 379,941 $ 856,456 $ 157,387 $ 214,191 Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 32 Appendix C: Fire Station 11 Drive Time (Aid Unit) Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 33 Appendix D: Fire Station 12-13 Drive Time (Ladders) Back to Top AGENDA ITEM # 8. b) Capital Facilities Plan 34 Appendix E: Fire Station 16/Warehouse Preliminary Layout Back to Top AGENDA ITEM # 8. b) RESOLUTION NO. ________ EXHIBIT F memorandum regarding "Transportation Impact Fee Update – Industrial Land Uses," City of Renton dated September 23, 2022 AGENDA ITEM # 8. b) 12131 113th Avenue NE, Suite 203, Kirkland, WA 98034 | 425.821.3665 | MEMORANDUM Date: September 23, 2022 TG:1.22123.00 To: Paul Hintz, City of Renton From: Jon Pascal, PE, Transpo Group Brent Turley, PE, Transpo Group cc: Brianne Bannwarth, PE, City of Renton Subject: Transportation Impact Fee Update - Industrial Land Uses The purpose of this memorandum is to document proposed updates to the City of Renton Transportation Impact Fee (TIF) methodology. The updates serve to assist the City in considering appropriate changes to the TIF methodology to better reflect the impacts of industrial land uses on the transportation system. The information presented will allow the City to utilize an updated TIF rate schedule based on the estimated truck activity for specific industrial land uses. Overview of the Existing TIF Methodology The methodology for the Renton TIF is documented in Council Resolution 4299 in the Rate Study for Impact Fees for Transportation (Henderson, Young, & Company, July 5, 2016). The overall methodology remains unchanged from this document except for the additional adjustments to the rate schedule for industrial land uses. As explained in the 2016 Rate Study for Impact Fees for Transportation, the transportation impact fees are calculated by the estimated number of new person trip ends that are created by the proposed land use. Person trip ends are used instead of vehicle trip ends because it better aligns with the mitigation fees that are for bicycle and pedestrian facilities that also use person trips. The number of net new total PM peak hour person trips in the City divided by the total TIF eligible projects costs were used to calculate a $7,145.85 PM peak hour base fee. The cost per PM peak hour trip fee is utilized to calculate a fee rate for each category of land use. The existing rate schedule was developed for commonly used land use categories to assist the City in the development review process and determination of the resulting impact fee. The process to develop impact fees by land use required converting vehicle trip generation rates from national sources into person trip rates to align with the multimodal goals of the City. The conversion process from vehicle trips to person trips utilized the following steps (see Appendix A in 2016 Rate Study for Impact Fees for Transportation): 1. Original vehicle trip rates were assembled from national source (latest ITE Trip Generation manual). 2. This “vehicle trip rate” is multiplied by 1.353 average vehicle occupancy and divided by vehicle model share of 74.2% to create a “person trip rate.” This person trip reflects all modes of travel. 3. A pass-by reduction factor is then applied depending on the land use. A “pass-by” trip reflects that certain land uses do not create new overall trips, but divert an existing trip already on the network (e.g. getting coffee on the way to work at a new coffee shop). 4. A final conversion factor is applied (83.3%) to reduce the trip rate to reflect only person trips using vehicles. AGENDA ITEM # 8. b) 2 Updated TIF Methodology for Industrial Land Uses The following sections summarize the proposed updates to the TIF methodology to better account for the proportionate impacts of industrial land uses related to increased truck activity. Additional Industrial Land Uses The list of land uses and trip generation rates in the 2016 Rate Study for Impact Fees for Transportation (Table 9) included only three industrial land uses; General Light Industrial, Manufacturing, and Mini-Warehouse (Self-Storage). It is proposed that the list of land uses and trip generation rates be expanded to include additional industrial land use types. The expanded list of land use categories is based upon the land use definitions and rates identified in the ITE Trip Generation manual (11th Edition, 2021). The following new land uses are proposed to be added to the City’s rate schedule: · #130 Industrial Park · #150 Warehousing · #154 High-Cube Warehouse: Transload/Short-Term · #155 High-Cube Warehouse: Fulfillment Center (NS) · #156 High-Cube Warehouse: Parcel Hub · #157 High-Cube Warehouse: Cold Storage The High-Cube Warehouse land use is relatively new and reflects the change in local and regional freight distribution and delivery services due to the rapid, recent growth in e-commerce over the last few years. The High-Cube Warehouse land use is broken into four categories to represent different facilities at different stages of the product delivery process. Updated Vehicle Trips Rates As part of the update process, the trip rate for Manufacturing was updated to reflect the ITE Trip Generation 11th Edition. This was a slight increase from 0.73 to 0.74 trips per 1,000 square feet of building space. The added land uses mentioned above also have trip rates that reflect the ITE Trip Generation 11th Edition. Quantifying Truck Impacts on the Transportation Network In urban settings such as the City of Renton, industrial land uses typically comprise a portion of the available commercially zoned land. Due to the nature of the businesses, the industrial land uses can generate a large number of daily truck trips. Analysis has shown that large trucks have higher equivalent axle load impact on arterials than cars (up to 100-car equivalents). The higher amount of truck trips in industrially zoned areas can have a significant impact on overall traffic operations and the necessary pavement and base material depth of arterials, resulting in increased capital costs. Large tractor trailer trucks take the same physical space as up to four normal passenger cars in a traffic queue. In addition, the slower acceleration and deceleration that is typical of large trucks can adversely impact normal traffic operations. For example, a truck stopped at a traffic signal is slow to accelerate and may take the same time to traverse a major intersection on a green light as the time that 3 to 5 passenger cars would take for the same traffic movement. The term “Passenger-Car Equivalents” (PCE) is used in traffic engineering to better reflect traffic operations with trucks present. For larger tractor trailer trucks, a PCE of 4 is typically used. For example, if 10 trucks per hour are making a left-turn at an intersection, then a PCE volume would be 40 vehicles per hour. For purposes of the TIF methodology, each truck is considered as a four- passenger-car equivalent. AGENDA ITEM # 8. b) 3 Truck Adjustment Factor The PCE ratios were used to update the Impact Fee Rate Schedule to better reflect truck activity for each industrial land use. No truck factors were applied to other land uses. The ITE Trip Generation 11th Edition now includes trip generation rates for trucks for certain land uses, including industrial land uses. By comparing truck trip generation rates and total vehicle trip generation rates, a typical truck percentage was determined by land use. As shown in Table 1, the truck percentages ranged from 5 to 25 percent per land use category. Using the identified truck percentages, and a PCE factor of 4, a Truck Percent Factor was calculated to increase trip rates to reflect PCE vehicle trip ends by each industrial land use category. Table 1 summarizes the Truck Percent Factors and the resulting PCE Vehicle Trip Ends. Table 1. Passenger Car Equivalent Trip Ends per Industrial Land Use Category ITE # Industrial Land Use Category Vehicle Trip Ends1 Percent Trucks2 Truck Percent Factor3 PCE Vehicle Trip Ends4 130 Industrial Park 0.34 12% 1.36 0.46 140 Manufacturing 0.74 5% 1.15 0.85 150 Warehousing 0.18 17% 1.51 0.27 154 High-Cube Warehouse: Transload/ Short-Term 0.10 10% 1.30 0.13 155 High-Cube Warehouse: Fulfillment Center (NS) 0.16 7% 1.21 0.19 156 High-Cube Warehouse: Parcel Hub 0.64 10% 1.30 0.83 157 High-Cube Warehouse: Cold Storage 0.12 25% 1.75 0.21 Source: Transpo Group, 2022 1. Vehicle trip ends updated to reflect latest editions of the ITE Trip Generation manual (11th Edition, 2021). This is the number of vehicle trips generated during the PM peak hour per 1,000 square feet of building area. 2. Percent trucks reflects the how many trucks are anticipated within the total trips generated by the land use. Values shown are based on the truck trip generation factors provided in ITE Trip Generation (11th Edition, 2021) 3. Truck Percent Factor is a factor that is used to convert vehicle trip ends to passenger-car equivalent trip ends. This factor incorporates both the percent trucks information and a 4:1 passenger-car to truck ratio. 4. PCE Vehicle Trip Ends reflects the passenger-car equivalent trip ends. This is calculated by multiplying the truck percent factor by the vehicle trip ends rate. While some land uses such as Warehousing had a higher truck percentage at 17 percent, the actual PCE vehicle trip ends are lower than uses such as Manufacturing or High-Cube Warehouse: Parcel Hub which generate a higher rate of vehicles per 1,000 square feet of building area. The updates to focus on in Table 1 are the updated PCE vehicle trip ends compared to existing vehicle trips ends. Updated Impact Fee Rate Schedule The following summarizes how the PCE vehicle trip ends are utilized in updating the impact fee rate schedule for each of the industrial land uses. The rate schedule that includes the PCE factor is also compared to a rate schedule without the factor to understand how the updated methodology captures more of the infrastructure costs to serve land uses that have a higher amount of truck trips. New Vehicle Impact Fee Rates Table 2 summarizes the new Vehicle Impact Fee Rates based on incorporating the PCE Vehicle Trip Ends from Table 1 (both new ITE rates and truck adjustment factors). The conversion of vehicle trip ends, to person trip ends, to vehicle new person trip ends, to vehicle impact fee rates is consistent with the methodology documented in the 2016 Rate Study for Impact Fees for Transportation. AGENDA ITEM # 8. b) 4 Table 2. Updated Transportation Impact Fee Rates Per Unit of Development ITE # Land Use PCE Vehicle Trip Ends1 Person Trip Ends2 Vehicle New Person Trip Ends3 Vehicle Impact Fee Rate (cost per sq ft)4 130 Industrial Park 0.46 0.84 0.70 $5.00 140 Manufacturing 0.85 1.55 1.29 $9.22 150 Warehousing 0.27 0.50 0.41 $2.93 154 High-Cube Warehouse: Transload/ Short-Term 0.13 0.24 0.20 $1.43 155 High-Cube Warehouse: Fulfillment Center (NS) 0.19 0.35 0.29 $2.07 156 High-Cube Warehouse: Parcel Hub 0.83 1.52 1.26 $9.00 157 High-Cube Warehouse: Cold Storage 0.21 0.38 0.32 $2.29 Source: Transpo Group, 2022 1. See Table 1 for passenger-car equivalent trip end calculations 2. Person trip ends reflects a conversion of vehicle trips to person trips using AVO of 1.353 and 74.2% mode share. 3. Vehicle New Person Trip Ends applies a 83.3% factor to convert total person trips into person trips using vehicles. 4. Vehicle impact fee rates reflect the cost per square feet by using the $7145.85 per trip fee. Applicants for building permits who propose development in any of the industrial land use categories in Table 2 can calculate the total transportation impact fee as follows: 1. Select the appropriate land use category from Table 2, and find the impact fee rate per unit in the far right column. 2. Determine the amount of square feet of development the applicant proposes to build. 3. Multiply the impact free rate by the square footage amount to be built. The result is the total impact fee to be paid to the City. Comparison of Vehicle Impact Fees With and Without Truck Adjustment Factor To understand how the updated rate schedule for industrial land uses would compare to a rate schedule without the truck adjustment factor, a comparison table has been prepared. Table 3 compares the updated Vehicle Impact Fee Rate with and without the Truck Adjustment Factor methodology. The “without condition” still uses the updated ITE Trip Generation rates from the 11th Edition for a better comparison. As shown in Table 3, the Truck Adjustment Factor increased the Vehicle Impact Fee Rate about 15 to 78 percent than the default trip generation rate and fee. Table 3. Comparison of Vehicle Impact Fee Rate With and Without Truck Adjustment Factor ITE # Land Use WITHOUT PCE Vehicle Impact Fee Rate (cost per sq ft)1 WITH PCE Vehicle Impact Fee Rate (cost per sq ft)2 Percent Difference 130 Industrial Park $3.72 $5.00 +35% 140 Manufacturing $8.00 $9.22 +15% 150 Warehousing $1.93 $2.93 +52% 154 High-Cube Warehouse: Transload/ Short-Term $1.07 $1.43 +33% 155 High-Cube Warehouse: Fulfillment Center (NS) $1.72 $2.07 +21% 156 High-Cube Warehouse: Parcel Hub $6.93 $9.00 +30% 157 High-Cube Warehouse: Cold Storage $1.29 $2.29 +78% Source: Transpo Group, 2022 1. Reflects the vehicle impact fee with the new ITE Trip Generation 11th Editions rates but without any truck adjustment factors (passenger-car equivalents). 2. Reflects the vehicle impact fee with the new ITE Trip Generation 11th Editions rates and includes truck adjustment factors (passenger- car equivalents). AGENDA ITEM # 8. b) 5 Next Steps It is assumed the updated vehicle impact fee rate schedule for industrial land uses would be incorporated into the overall 2021-2022 fee schedule available on the City’s web site. AGENDA ITEM # 8. b) 1 CITY OF RENTON, WASHINGTON RESOLUTION NO. _______ A RESOLUTION OF THE CITY OF RENTON, WASHINGTON, AUTHORIZING TEMPORARY FULL STREET CLOSURE OF THE RENTON AVENUE SOUTH BRIDGE OVER I-405. WHEREAS, the Washington State Department of Transportation (WSDOT) is constructing the I-405, Renton to Bellevue Widening and Express Toll Lanes (ETL) project; and WHEREAS, this construction activity will require a temporary street closures of the Renton Avenue South Bridge over I-405; and WHEREAS, pursuant to the City Code section 9-9-3, such street closures require City Council authorization by means of a resolution; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DO RESOLVE AS FOLLOWS: SECTION I. The City Council does hereby authorize the temporary closure of the Renton Avenue South bridge, the duration of which shall not exceed three hundred (300) days, anytime during the period beginning Monday, January 8, 2024 through Friday, February 28, 2025 for the purpose of extending the Renton Avenue South bridge and increasing capacity of the I-405 freeway. SECTION II. Notice of the closure shall be posted and published as required by RMC 9-9- 2 and RMC 9-9-3. PASSED BY THE CITY COUNCIL the day of , 2023. ______________________________ Jason A. Seth, City Clerk AGENDA ITEM # 8. c) RESOLUTION NO. _______ 2 APPROVED BY THE MAYOR this day of , 2023. ______________________________ Armondo Pavone, Mayor Approved as to form: Shane Moloney, City Attorney RES- PW:1958:11/3/23 AGENDA ITEM # 8. c) 1 CITY OF RENTON, WASHINGTON ORDINANCE NO. ________ AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AMENDING THE CITY OF RENTON FISCAL YEARS 2023/2024 BIENNIAL BUDGET AS ADOPTED BY ORDINANCE NO. 6088 AND AMENDED BY ORDINANCE NOS. 6110 AND 6114, BY INCREASING BUDGETED REVENUES AND EXPENDITURES BY $45,804,107 AND $32,577,748, RESPECTIVELY; ADOPTING THE 2024 SALARY TABLE, PROVIDING FOR SEVERABILITY, AND ESTABLISHING AN EFFECTIVE DATE. WHEREAS, on November 14, 2022, the City Council adopted Ordinance No. 6088 adopting the City of Renton’s 2023/2024 Biennial Budget; and WHEREAS, on May 1, 2023, the City Council adopted Ordinance No. 6110 adopting an amended 2023 City of Renton Salary Table and carrying forward funds appropriated in 2022, but not expended in 2022 due to capital project interruptions and delays in invoice payments, which needed to be carried forward and appropriated for expenditure in 2023 requiring an adjustment to the 2023/2024 Biennial Budget; and WHEREAS, on July 17, 2023, the City Council adopted Ordinance No. 6114 making minor corrections and recognizing grants, contributions and associated costs, and new cost items not previously included in the budget, which required additional adjustments to the 2023/2024 Biennial budget; and WHEREAS, pursuant to Chapter 35A.34 RCW the City Council is required to provide for a mid-biennial review, and any modification thereto shall occur no sooner than eight months after the start, but no later than the conclusion of the first year of the biennium; and WHEREAS, the 2024 Salary Table attached hereto as Exhibit C reflects a 4.5% wage adjustment from the 2023 Salary Table for all AFSCME represented positions, the Mayor, and AGENDA ITEM # 8. d) ORDINANCE NO. ________ 2 non-represented regular positions. It does not reflect a wage adjustment or other changes from the 2023 Salary Table for positions represented by bargaining groups that do not yet have finalized collective bargaining agreements for 2024; WHEREAS, the City Council desires to adopt the City of Renton 2024 Salary Table to recognize new job classifications, remove titles no longer in use, add in the Community Outreach Coordinator that was inadvertently omitted from the previous table, and implement pay ranges for City employees for 2024; WHEREAS, the City Council desires to convert existing 5.5 FTEs, add 4.5 FTEs and eliminate 1.0 FTE for a net increase of 3.5 FTEs to the currently authorized 2023/2024 positions; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DO ORDAIN AS FOLLOWS: SECTION I. The City of Renton’s 2023/2024 Biennial Budget, originally adopted by Ordinance No. 6088 and amended by Ordinance Nos. 6110 and 6114 is hereby amended to increase revenue by $45,804,107 for an amended total revenue of $715,415,797 over the biennium and increase expenditures by $32,577,748 for total amended expenditures of $823,554,398 over the biennium. SECTION II. The City Council hereby adopts the amended 2023/2024 Biennial Budget. The 2023 Mid-Biennial Budget Adjustment Summary by Fund is attached as Exhibit A and the 2024 Mid-Biennial Budget Summary by Fund is attached as Exhibit B. Detailed lists of adjustments are available for public review in the Office of the City Clerk, Renton City Hall. SECTION III. The City Council hereby adopts the 2024 City of Renton Salary Table as set forth in Exhibit C. The adopted Salary Table is intended to be consistent with all applicable AGENDA ITEM # 8. d) ORDINANCE NO. ________ 3 collective bargaining agreements. In the event of conflicts, applicable collective bargaining agreements control. Red font, strikethrough, and underline are for illustrative purposes only to reflect changes from the 2023 Salary Table. SECTION IV. If any section, subsection, sentence, clause, phrase, or word of this ordinance should be held to be invalid or unconstitutional by a court of competent jurisdiction, such invalidity or unconstitutionality thereof shall not affect the constitutionality of any other section, subsection, sentence, clause, phrase, or word of this ordinance. SECTION V. This ordinance shall be in full force and effect five (5) days after publication of a summary of this ordinance in the City's official newspaper. The summary shall consist of this ordinance's title. PASSED BY THE CITY COUNCIL this _______ day of ___________________, 2023. __________________________ Jason A. Seth, City Clerk APPROVED BY THE MAYOR this _______ day of _____________________, 2023. __________________________ Armondo Pavone, Mayor Approved as to form: ______________________________ Shane Moloney, City Attorney Date of Publication: ___________ ORD-Fin:2282:11/8/2023 AGENDA ITEM # 8. d) ORDINANCE NO. ________ 4 EXHIBIT A 2023 MID-BIENNIAL BUDGET ADJUSTMENT SUMMARY BY FUND BEGINNING FUND BALANCE REVENUES EXPENDITURES ENDING FUND BALANCE Fund 2023 Beg Fund Bal Changes 2023 Adj Fund Bal 2023 Budgeted Revenue Changes 2023 Adjusted Revenue 2023 Budgeted Expenditure Changes 2023 Adjusted Expenditure Ending Fund Balance Reserved/ Designated Available Fund Balance 0XX GENERAL FUND 83,605,978 - 83,605,978 133,148,026 9,371,824 142,519,850 138,565,955 5,991,660 144,557,615 81,568,213 (19,846,914) 61,721,299 110 SPECIAL HOTEL-MOTEL TAX 712,384 - 712,384 200,000 281,000 481,000 454,616 25,000 479,616 713,768 713,768 127 CABLE COMMUNICATIONS DEVELOPMENT 453,147 - 453,147 57,674 - 57,674 255,586 - 255,586 255,235 255,235 130 HOUSING AND SUPPORTIVE SERVICES 6,110,390 - 6,110,390 3,500,000 500,000 4,000,000 260,000 - 260,000 9,850,390 9,850,390 135 SPRINGBROOK WETLANDS BANK 454,628 - 454,628 - 262,378 262,378 40,000 - 40,000 677,006 677,006 140 POLICE SEIZURE 339,814 - 339,814 - 106,159 106,159 339,814 106,159 445,973 - - 141 POLICE CSAM SEIZURE 172,804 - 172,804 - - - 172,804 - 172,804 - - 215 GENERAL GOVERNMENT MISC DEBT SVC 5,262,665 - 5,262,665 5,755,022 140,000 5,895,022 5,565,690 - 5,565,690 5,591,997 (2,717,575) 2,874,422 303 COMMUNITY SERVICES IMPACT MITIGATION 1,595,389 - 1,595,389 86,500 45,672 132,172 1,090,000 - 1,090,000 637,561 637,561 304 FIRE IMPACT MITIGATION 2,724,187 - 2,724,187 400,000 (169,000) 231,000 3,124,187 (169,000) 2,955,187 - - - 305 TRANSPORTATION IMPACT MITIGATION 6,964,011 - 6,964,011 1,780,000 (1,118,765) 661,235 5,817,897 - 5,817,897 1,807,349 1,807,349 308 REET1 3,049,711 - 3,049,711 2,300,000 (203,843) 2,096,157 3,500,000 215,000 3,715,000 1,430,868 1,430,868 309 REET2 6,019,961 - 6,019,961 2,300,000 (120,874) 2,179,126 5,403,625 - 5,403,625 2,795,462 2,795,462 31X SCHOOL DISTRICT IMPACT MITIGATION - - - 995,000 (395,000) 600,000 995,000 (395,000) 600,000 - - - 316 MUNICIPAL FACILITIES CIP 24,671,384 - 24,671,384 10,441,251 8,388,469 18,829,719 35,030,341 6,183,523 41,213,863 2,287,240 2,287,240 317 CAPITAL IMPROVEMENT 12,561,975 - 12,561,975 41,712,746 4,078,543 45,791,289 53,190,642 3,788,393 56,979,034 1,374,231 1,374,231 346 NEW FAMILY FIRST CENTER DEVELOPMENT 2,795,295 - 2,795,295 4,622,152 564,521 5,186,673 3,833,827 - 3,833,827 4,148,141 4,148,141 402 AIRPORT OPERATIONS & CIP 8,925,690 - 8,925,690 4,531,000 2,754,694 7,285,694 9,546,030 2,042,204 11,588,233 4,623,150 (282,282) 4,340,868 403 SOLID WASTE UTILITY 3,951,191 - 3,951,191 25,533,751 375,053 25,908,805 25,980,244 303,805 26,284,049 3,575,947 (400,000) 3,175,947 404 GOLF COURSE SYSTEM & CAPITAL 1,609,927 - 1,609,927 3,504,825 415,000 3,919,825 3,853,974 150,000 4,003,974 1,525,778 (787,490) 738,288 405 WATER OPERATIONS & CAPITAL 48,208,076 - 48,208,076 20,789,505 1,263,496 22,053,001 52,379,968 - 52,379,968 17,881,109 (3,100,810) 14,780,299 406 WASTEWATER OPERATIONS & CAPITAL 22,850,870 - 22,850,870 12,064,965 668,604 12,733,569 25,445,102 - 25,445,102 10,139,338 (1,636,588) 8,502,750 407 SURFACE WATER OPERATIONS & CAPITAL 28,314,755 - 28,314,755 27,545,700 11,798,185 39,343,885 41,654,350 11,131,550 52,785,900 14,872,740 (2,000,081) 12,872,659 416 KING COUNTY METRO 6,237,142 - 6,237,142 19,358,929 944,237 20,303,166 20,173,811 - 20,173,811 6,366,497 (380,000) 5,986,497 501 EQUIPMENT RENTAL 13,277,635 - 13,277,635 9,885,963 620,167 10,506,130 9,812,590 1,059,339 10,871,930 12,911,835 (12,911,835) - 502 INSURANCE 23,221,020 - 23,221,020 4,997,328 1,623,000 6,620,328 7,358,743 102,891 7,461,634 22,379,715 (17,616,914) 4,762,801 503 INFORMATION SERVICES 9,021,343 - 9,021,343 8,830,085 697,318 9,527,403 13,962,728 407,219 14,369,947 4,178,800 (2,326,091) 1,852,709 504 FACILITIES 937,922 - 937,922 7,142,137 43,485 7,185,622 7,265,712 41,993 7,307,705 815,839 815,839 505 COMMUNICATIONS 428,724 - 428,724 1,593,402 - 1,593,402 1,711,701 19,750 1,731,451 290,675 290,675 512 HEALTHCARE INSURANCE 6,935,644 - 6,935,644 16,123,216 192,000 16,315,216 15,197,161 - 15,197,161 8,053,699 (4,559,148) 3,494,551 522 LEOFF1 RETIREES HEALTHCARE 19,928,792 - 19,928,792 2,035,000 (374,500) 1,660,500 1,369,834 320,000 1,689,834 19,899,458 (19,899,458) - 611 FIREMENS PENSION 8,733,791 - 8,733,791 400,000 24,566 424,566 253,475 14,000 267,475 8,890,882 (8,890,882) - Total Other Funds 276,470,267 - 276,470,267 238,486,152 33,404,565 271,890,717 355,039,451 25,346,825 380,386,275 167,974,709 (77,509,154) 90,465,556 TOTAL ALL FUNDS 360,076,246 - 360,076,246 371,634,178 42,776,389 414,410,567 493,605,406 31,338,485 524,943,891 249,542,922 (97,356,067) 152,186,855 AGENDA ITEM # 8. d) ORDINANCE NO. ________ 5 EXHIBIT B 2024 MID-BIENNIAL BUDGET ADJUSTMENT SUMMARY BY FUND BEGINNING FUND BALANCE REVENUES EXPENDITURES ENDING FUND BALANCE Fund 2024 Beg Fund Bal Changes 2024 Adj. Fund Bal 2024 Budgeted Revenue Changes 2024 Adjusted Revenue 2024 Budgeted Expenditure Changes 2024 Adjusted Expenditure Ending Fund Balance Reserved/ Designated Available Fund Balance 0XX GENERAL FUND 78,188,049 3,380,164 81,568,213 130,282,811 2,005,023 132,287,834 133,314,978 (94,078) 133,220,900 80,635,146 (18,486,508) 62,148,638 110 SPECIAL HOTEL-MOTEL TAX 457,768 256,000 713,768 200,000 234,000 434,000 - - - 1,147,768 1,147,768 127 CABLE COMMUNICATIONS DEVELOPMENT 255,235 - 255,235 57,674 - 57,674 97,674 - 97,674 215,235 215,235 130 HOUSING AND SUPPORTIVE SERVICES 9,350,390 500,000 9,850,390 3,500,000 - 3,500,000 - - - 13,350,390 13,350,390 135 SPRINGBROOK WETLANDS BANK 414,628 262,378 677,006 - 4,011 4,011 40,000 - 40,000 641,017 641,017 140 POLICE SEIZURE - - - - - - - - - - - 141 POLICE CSAM SEIZURE - - - - - - - - - - - 215 GENERAL GOVERNMENT MISC DEBT SVC 5,451,997 140,000 5,591,997 3,153,417 - 3,153,417 2,960,690 - 2,960,690 5,784,724 (2,717,575) 3,067,149 303 COMMUNITY SERVICES IMPACT MITIGATION 591,889 45,672 637,561 86,500 - 86,500 450,000 - 450,000 274,061 274,061 304 FIRE IMPACT MITIGATION - - - 400,000 (200,000) 200,000 400,000 (200,000) 200,000 - - - 305 TRANSPORTATION IMPACT MITIGATION 2,926,114 (1,118,765) 1,807,349 1,780,000 (1,268,848) 511,152 100,000 - 100,000 2,218,501 2,218,501 308 REET 1 1,849,711 (418,843) 1,430,868 2,300,000 - 2,300,000 - - - 3,730,868 3,730,868 309 REET 2 2,916,336 (120,874) 2,795,462 2,300,000 - 2,300,000 4,183,425 - 4,183,425 912,037 912,037 31X SCHOOL DISTRICT IMPACT MITIGATION - - - 995,000 (395,000) 600,000 995,000 (395,000) 600,000 - - - 316 MUNICIPAL FACILITIES CIP 82,294 2,204,946 2,287,240 1,579,000 313,698 1,892,698 1,579,000 313,698 1,892,698 2,287,240 2,287,240 317 CAPITAL IMPROVEMENT 1,084,080 290,151 1,374,231 2,889,000 229,800 3,118,800 2,889,000 56,000 2,945,000 1,548,030 1,548,030 346 NEW FAMILY FIRST CENTER DEVELOPMENT 3,583,621 564,521 4,148,141 - - - - - - 4,148,141 4,148,141 402 AIRPORT OPERATIONS & CIP 3,910,660 712,491 4,623,150 4,359,289 470,730 4,830,019 2,760,774 135,358 2,896,132 6,557,038 (264,613) 6,292,425 403 SOLID WASTE UTILITY 3,504,699 71,248 3,575,947 25,653,540 - 25,653,540 26,535,449 2,313 26,537,762 2,691,725 (400,000) 2,291,725 404 GOLF COURSE SYSTEM & CAPITAL 1,260,778 265,000 1,525,778 3,393,390 423,735 3,817,125 3,219,586 5,404 3,224,990 2,117,913 (753,443) 1,364,469 405 WATER OPERATIONS & CAPITAL 16,617,613 1,263,496 17,881,109 19,426,094 97,874 19,523,968 18,382,609 23,523 18,406,132 18,998,945 (3,140,787) 15,858,158 406 WASTEWATER OPERATIONS & CAPITAL 9,470,734 668,604 10,139,338 12,482,929 - 12,482,929 13,530,543 104,480 13,635,024 8,987,243 (1,689,906) 7,297,337 407 SURFACE WATER OPERATIONS & CAPITAL 14,206,106 666,635 14,872,740 13,649,208 84,130 13,733,338 17,213,946 67,586 17,281,532 11,324,547 (2,027,052) 9,297,495 416 KING COUNTY METRO 5,422,260 944,237 6,366,497 20,574,428 1,217,034 21,791,462 21,389,310 402,152 21,791,462 6,366,497 (380,000) 5,986,497 501 EQUIPMENT RENTAL 13,351,008 (439,173) 12,911,835 6,582,343 - 6,582,343 5,458,801 (335,595) 5,123,206 14,370,972 (14,370,972) - 502 INSURANCE 20,859,606 1,520,109 22,379,715 4,982,048 178,000 5,160,048 6,856,212 105,247 6,961,459 20,578,304 (17,786,508) 2,791,796 503 INFORMATION SERVICES 3,888,700 290,099 4,178,800 8,638,022 802,718 9,440,740 8,292,883 761,286 9,054,169 4,565,371 (2,326,091) 2,239,280 504 FACILITIES 814,347 1,492 815,839 7,146,034 30,812 7,176,846 6,931,352 139,045 7,070,397 922,288 922,288 505 COMMUNICATIONS 310,425 (19,750) 290,675 1,664,767 - 1,664,767 1,665,435 146,165 1,811,600 143,843 143,843 512 HEALTHCARE INSURANCE 7,861,699 192,000 8,053,699 17,362,018 - 17,362,018 16,401,631 1,262 16,402,893 9,012,824 (4,920,868) 4,091,956 522 LEOFF1 RETIREES HEALTHCARE 20,593,958 (694,500) 19,899,458 2,160,000 (1,200,000) 960,000 1,478,470 417 1,478,887 19,380,571 (19,380,571) - 611 FIREMENS PENSION 8,880,316 10,566 8,890,882 380,000 - 380,000 244,475 - 244,475 9,026,407 (9,026,407) - Total Other Funds 159,916,969 8,057,741 167,974,709 167,694,701 1,022,695 168,717,396 164,056,266 1,333,341 165,389,607 171,302,498 (79,184,794) 92,117,705 TOTAL ALL FUNDS 238,105,018 11,437,904 249,542,922 297,977,512 3,027,718 301,005,230 297,371,244 1,239,263 298,610,507 251,937,645 (97,671,302) 154,266,343 2 year total 669,611,690 45,804,107 715,415,797 790,976,650 32,577,748 823,554,398 251,937,645 (97,671,302) 154,266,343 AGENDA ITEM # 8. d) ORDINANCE NO. ________ 6 EXHIBIT C 2024 SALARY TABLE AGENDA ITEM # 8. d) 4.5% Grade Position Title Monthly Annual Monthly Annual e10 Mayor (1)17,432 209,184 17,432 209,184 e09 City Council President (2)(7)2,050 24,600 e09 City Council Members (2)1,750 21,000 e08 11,517 138,204 12,102 145,224 12,712 152,544 13,355 160,260 14,029 168,348 e11 Municipal Court Judge (6) Salary established pursuant to RMC 3-10-2.E m53 Chief Administrative Officer 15,790 189,480 16,595 199,140 17,432 209,184 18,312 219,744 19,229 230,748 m52 15,403 184,836 16,183 194,196 17,009 204,108 17,870 214,440 18,763 225,156 m51 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 18,312 219,744 m50 14,660 175,920 15,403 184,836 16,183 194,196 17,009 204,108 17,870 214,440 m49 City Attorney 14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 m49 Parks & Recreation Administrator 14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 m49 Community & Economic Development Administrator 14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 m49 Deputy Chief Administrative Officer 14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 m49 Finance Administrator 14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 m49 Equity, Housing & Human Services Administrator 14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 m49 Human Resources & Risk Mgmt Administrator 14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 m49 Judicial Administrative Officer 14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 m49 Public Works Administrator 14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 m49 Police Chief (3)14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 17,432 209,184 m48 13,956 167,472 14,660 175,920 15,403 184,836 16,183 194,196 17,009 204,108 m47 13,617 163,404 14,308 171,696 15,028 180,336 15,790 189,480 16,595 199,140 m46 Police Deputy Chief (4)13,284 159,408 13,956 167,472 14,660 175,920 15,403 184,836 16,183 194,196 m46 Prosecution Director 13,284 159,408 13,956 167,472 14,660 175,920 15,403 184,836 16,183 194,196 m45 12,961 155,532 13,617 163,404 14,308 171,696 15,028 180,336 15,790 189,480 m44 12,647 151,764 13,284 159,408 13,956 167,472 14,660 175,920 15,403 184,836 m43 Economic Development Director 12,334 148,008 12,961 155,532 13,617 163,404 14,308 171,696 15,028 180,336 m42 Police Commander (5)12,035 144,420 12,647 151,764 13,284 159,408 13,956 167,472 14,660 175,920 m42 Sr Assistant City Attorney 12,035 144,420 12,647 151,764 13,284 159,408 13,956 167,472 14,660 175,920 m41 Fiscal Services Director 11,744 140,928 12,334 148,008 12,961 155,532 13,617 163,404 14,308 171,696 m41 Information Technology Director 11,744 140,928 12,334 148,008 12,961 155,532 13,617 163,404 14,308 171,696 m40 Airport Director 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 13,956 167,472 m40 Development Engineering Director 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 13,956 167,472 m40 Development Services Director 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 13,956 167,472 m40 Facilities Director 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 13,956 167,472 m40 Maintenance Services Director 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 13,956 167,472 m40 Planning Director 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 13,956 167,472 m40 Transportation Systems Director 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 13,956 167,472 m40 Utility Systems Director 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 13,956 167,472 m39 Parks Planning and Natural Resources Director 11,178 134,136 11,744 140,928 12,334 148,008 12,961 155,532 13,617 163,404 m38 City Clerk/Public Records Officer 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 m38 Communications Director 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 m38 Emergency Management Director 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 m38 HR Labor Relations & Compensation Manager 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 m38 Lead Prosecutor 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 m38 Parks and Trails Director 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 m38 Recreation Director 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 13,284 159,408 Wage Adjustment 2024 CITY OF RENTON SALARY TABLE NON-REPRESENTED Effective January 1, 2024 STEP A STEP B STEP C STEP D STEP E ELECTED OFFICIALS MANAGEMENT & SUPERVISORY (NON-UNION) AGENDA ITEM # 8. d) 4.5% Grade Position Title Monthly Annual Monthly Annual Wage Adjustment 2024 CITY OF RENTON SALARY TABLE NON-REPRESENTED Effective January 1, 2024 STEP A STEP B STEP C STEP D STEP E m37 Application Support Manager 10,643 127,716 11,178 134,136 11,744 140,928 12,334 148,008 12,961 155,532 m37 Equity Manager 10,643 127,716 11,178 134,136 11,744 140,928 12,334 148,008 12,961 155,532 m37 ITS and Maintenance Manager 10,643 127,716 11,178 134,136 11,744 140,928 12,334 148,008 12,961 155,532 m37 Transportation Design Manager 10,643 127,716 11,178 134,136 11,744 140,928 12,334 148,008 12,961 155,532 m37 Transportation Operations Manager 10,643 127,716 11,178 134,136 11,744 140,928 12,334 148,008 12,961 155,532 m37 Transportation Planning Manager 10,643 127,716 11,178 134,136 11,744 140,928 12,334 148,008 12,961 155,532 m37 Utility Engineering Manager 10,643 127,716 11,178 134,136 11,744 140,928 12,334 148,008 12,961 155,532 m36 Budget & Accounting Manager 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 m36 Construction Engineering Manager 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 m36 Current Planning Manager 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 m36 Development Engineering Manager 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 m36 Economic Development Assistant Director 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 m36 Government Affairs Manager 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 m36 Long Range Planning Manager 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 m36 Redevelopment Manager 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 12,647 151,764 m35 Assistant City Attorney 10,125 121,500 10,643 127,716 11,178 134,136 11,744 140,928 12,334 148,008 m34 GIS Manager 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 m34 Human Resources Benefits Manager 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 m34 Network Systems Manager 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 m34 Organizational Development Manager 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 m34 Risk Manager 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 12,035 144,420 m33 Community Development & Housing Manager 9,637 115,644 10,125 121,500 10,643 127,716 11,178 134,136 11,744 140,928 m33 Sustainability & Solid Waste Manager 9,637 115,644 10,125 121,500 10,643 127,716 11,178 134,136 11,744 140,928 m33 Water Maintenance Manager 9,637 115,644 10,125 121,500 10,643 127,716 11,178 134,136 11,744 140,928 m32 Capital Projects Manager 9,401 112,812 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 m32 Economic Development Manager 9,401 112,812 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 m32 Fleet Manager 9,401 112,812 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 m32 Human Services Manager 9,401 112,812 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 m32 Parks Planning Manager 9,401 112,812 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 m32 Street Maintenance Manager 9,401 112,812 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 m32 Urban Forestry and Natural Resources Manager 9,401 112,812 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 m32 Waste Water/Special Operations Manager 9,401 112,812 9,874 118,488 10,381 124,572 10,906 130,872 11,458 137,496 m31 Facilities Manager 9,174 110,088 9,637 115,644 10,125 121,500 10,643 127,716 11,178 134,136 m31 Parks Maintenance Manager 9,174 110,088 9,637 115,644 10,125 121,500 10,643 127,716 11,178 134,136 m30 Comms & Community Engagement Manager 8,950 107,400 9,401 112,812 9,874 118,488 10,381 124,572 10,906 130,872 m30 Police Manager 8,950 107,400 9,401 112,812 9,874 118,488 10,381 124,572 10,906 130,872 m29 Communications Manager 8,726 104,712 9,174 110,088 9,637 115,644 10,125 121,500 10,643 127,716 m29 Golf Course Manager 8,726 104,712 9,174 110,088 9,637 115,644 10,125 121,500 10,643 127,716 m29 Prosecuting Attorney 8,726 104,712 9,174 110,088 9,637 115,644 10,125 121,500 10,643 127,716 m29 Recreation Manager 8,726 104,712 9,174 110,088 9,637 115,644 10,125 121,500 10,643 127,716 m28 Financial Operations Manager 8,521 102,252 8,950 107,400 9,401 112,812 9,874 118,488 10,381 124,572 m28 Permit Services Manager 8,521 102,252 8,950 107,400 9,401 112,812 9,874 118,488 10,381 124,572 m28 Tax & Licensing Manager 8,521 102,252 8,950 107,400 9,401 112,812 9,874 118,488 10,381 124,572 m27 Enterprise Content Manager 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 10,125 121,500 m27 Senior Grants Analyst 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 10,125 121,500 m27 Housing Programs Manager 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 10,125 121,500 m27 Museum Manager 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 10,125 121,500 m26 Chief of Staff 8,108 97,296 8,521 102,252 8,950 107,400 9,401 112,812 9,874 118,488 m25 Head Golf Professional 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 m25 Senior Benefits Analyst 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 m25 Senior Employee Relations Analyst 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 m25 Senior Finance Analyst 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 m25 Senior Human Resources Analyst - DEI 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 m25 Senior Risk Management Analyst 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 m25 Solid Waste Program Manager 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 9,637 115,644 m24 Deputy City Clerk/Public Records Officer 7,722 92,664 8,108 97,296 8,521 102,252 8,950 107,400 9,401 112,812 AGENDA ITEM # 8. d) 4.5% Grade Position Title Monthly Annual Monthly Annual Wage Adjustment 2024 CITY OF RENTON SALARY TABLE NON-REPRESENTED Effective January 1, 2024 STEP A STEP B STEP C STEP D STEP E m23 Benefits Analyst 7,525 90,300 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 m23 Employee Relations Analyst 7,525 90,300 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 m23 Recreation Supervisor 7,525 90,300 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 m23 Risk Management Analyst 7,525 90,300 7,911 94,932 8,311 99,732 8,726 104,712 9,174 110,088 m22 Community Events Coordinator 7,348 88,176 7,722 92,664 8,108 97,296 8,521 102,252 8,950 107,400 m22 Community Outreach Coordinator 7,348 88,176 7,722 92,664 8,108 97,296 8,521 102,252 8,950 107,400 m22 Court Services Supervisor 7,348 88,176 7,722 92,664 8,108 97,296 8,521 102,252 8,950 107,400 m22 Employee Health & Safety Coordinator 7,348 88,176 7,722 92,664 8,108 97,296 8,521 102,252 8,950 107,400 m22 Golf Course Supervisor 7,348 88,176 7,722 92,664 8,108 97,296 8,521 102,252 8,950 107,400 m22 Parks & Recreation Coordinator 7,348 88,176 7,722 92,664 8,108 97,296 8,521 102,252 8,950 107,400 m21 City Council Liaison 7,166 85,992 7,525 90,300 7,911 94,932 8,311 99,732 8,726 104,712 m21 Executive Assistant 7,166 85,992 7,525 90,300 7,911 94,932 8,311 99,732 8,726 104,712 m21 Senior Tax & Licensing Auditor 7,166 85,992 7,525 90,300 7,911 94,932 8,311 99,732 8,726 104,712 m20 6,991 83,892 7,348 88,176 7,722 92,664 8,108 97,296 8,521 102,252 m19 6,824 81,888 7,166 85,992 7,525 90,300 7,911 94,932 8,311 99,732 m18 Payroll Technician 3 6,652 79,824 6,991 83,892 7,348 88,176 7,722 92,664 8,108 97,296 m17 Legal Analyst 6,495 77,940 6,824 81,888 7,166 85,992 7,525 90,300 7,911 94,932 n16 Administrative Assistants (All Depts)6,310 75,720 6,628 79,536 6,953 83,436 7,311 87,732 7,676 92,112 n16 Finance Analyst 3 6,310 75,720 6,628 79,536 6,953 83,436 7,311 87,732 7,676 92,112 n16 Tax & Licensing Auditor 2 6,310 75,720 6,628 79,536 6,953 83,436 7,311 87,732 7,676 92,112 n15 6,146 73,752 6,463 77,556 6,788 81,456 7,133 85,596 7,498 89,976 n14 6,001 72,012 6,310 75,720 6,628 79,536 6,953 83,436 7,311 87,732 n13 Finance Analyst 2 5,853 70,236 6,146 73,752 6,463 77,556 6,788 81,456 7,133 85,596 n13 Human Resources Specialist 5,853 70,236 6,146 73,752 6,463 77,556 6,788 81,456 7,133 85,596 n13 Payroll Technician 2 5,853 70,236 6,146 73,752 6,463 77,556 6,788 81,456 7,133 85,596 n13 Tax & Licensing Auditor 1 5,853 70,236 6,146 73,752 6,463 77,556 6,788 81,456 7,133 85,596 n12 5,716 68,592 6,001 72,012 6,310 75,720 6,628 79,536 6,953 83,436 n11 Assistant Golf Professional 5,572 66,864 5,853 70,236 6,146 73,752 6,463 77,556 6,788 81,456 n10 Finance Analyst 1 5,438 65,256 5,716 68,592 6,001 72,012 6,310 75,720 6,628 79,536 n10 Payroll Technician 1 5,438 65,256 5,716 68,592 6,001 72,012 6,310 75,720 6,628 79,536 n09 5,309 63,708 5,572 66,864 5,853 70,236 6,146 73,752 6,463 77,556 n08 5,175 62,100 5,438 65,256 5,716 68,592 6,001 72,012 6,310 75,720 n07 5,050 60,600 5,309 63,708 5,572 66,864 5,853 70,236 6,146 73,752 n06 4,925 59,100 5,175 62,100 5,438 65,256 5,716 68,592 6,001 72,012 n05 4,806 57,672 5,050 60,600 5,309 63,708 5,572 66,864 5,853 70,236 n04 4,691 56,292 4,925 59,100 5,175 62,100 5,438 65,256 5,716 68,592 n03 4,581 54,972 4,806 57,672 5,050 60,600 5,309 63,708 5,572 66,864 n02 4,469 53,628 4,691 56,292 4,925 59,100 5,175 62,100 5,438 65,256 n01 Office Specialist 4,366 52,392 4,581 54,972 4,806 57,672 5,050 60,600 5,309 63,708 NON-UNION (CLERICAL, OTHER) AGENDA ITEM # 8. d) 4.5% Grade Position Title Monthly Annual Monthly Annual Wage Adjustment 2024 CITY OF RENTON SALARY TABLE NON-REPRESENTED Effective January 1, 2024 STEP A STEP B STEP C STEP D STEP E $7,249 Completion of 5 Yrs Completion of 10 Yrs Completion of 15 Yrs Completion of 20 Yrs Completion of 25 Yrs Completion of 30 Yrs (1) In addition to salary receives annual car allowance of $4800 or use of a city vehicle. Not eligible for longevity. (2) (3) Eligible for Longevity at the Non-Represented Longevity pay scale. Not eligible for Education or Uniform Allowance. (4)Eligible for Longevity at the Non-Represented Longevity pay scale. Not eligible for Education or Uniform Allowance. Eligible for 3% cash premium or 3% into deferred compensation per employee's discretion for passing physical fitness. (5)Receive Education/Longevity & Uniform Allowance based on Union Contract. Eligible for 3% deferred compensation for passing physical fitness. Eligible for P2 paid job injury leave based on Union Contract. (6) 4 year term. Not eligible for longevity. (7) Council president to be paid $300/month above council members salary. 2% Step a14E $145 per month NON-REPRESENTED LONGEVITY PAY as of 1/1/2024 Step a14, E = 3% Step a14E $217 per month 4% Step a14E $290 per month for Management and Non-Represented employees; except for CAO receives 11% per year. 5% Step a14E $362 per month 6% Step a14E $435 per month 7% Step a14E $507 per month Council members salary set per Salary Commission effective 4/1/20. Council receives 2% of salary for deferred comp. If members are prohibited from participating in PERS, they receive an extra 1.4 % of salary for deferred compensation. Not eligible for longevity. The city contributes 4% of employee's base wage per year to a deferred compensation account AGENDA ITEM # 8. d) Wage Adjustment 4.5% Grade Position Title Monthly Annual Monthly Annual a40 11,282 135,384 11,845 142,140 12,446 149,352 13,078 156,936 13,738 164,856 a39 11,026 132,312 11,573 138,876 12,141 145,692 12,758 153,096 13,404 160,848 - a38 10,745 128,940 11,282 135,384 11,845 142,140 12,446 149,352 13,078 156,936 a37 10,498 125,976 11,026 132,312 11,573 138,876 12,141 145,692 12,758 153,096 a36 Principal Civil Engineer 10,232 122,784 10,745 128,940 11,282 135,384 11,845 142,140 12,446 149,352 a35 9,987 119,844 10,498 125,976 11,026 132,312 11,573 138,876 12,141 145,692 a34 9,743 116,916 10,232 122,784 10,745 128,940 11,282 135,384 11,845 142,140 a33 Civil Engineer 3 9,508 114,096 9,987 119,844 10,498 125,976 11,026 132,312 11,573 138,876 a32 9,278 111,336 9,743 116,916 10,232 122,784 10,745 128,940 11,282 135,384 a31 Assistant Airport Manager 9,044 108,528 9,508 114,096 9,987 119,844 10,498 125,976 11,026 132,312 a31 Principal Planner 9,044 108,528 9,508 114,096 9,987 119,844 10,498 125,976 11,026 132,312 a31 Structural Plans Examiner 9,044 108,528 9,508 114,096 9,987 119,844 10,498 125,976 11,026 132,312 a30 Client Technology Sys & Support Super.8,828 105,936 9,278 111,336 9,743 116,916 10,232 122,784 10,745 128,940 a30 Civil Engineer 2 8,828 105,936 9,278 111,336 9,743 116,916 10,232 122,784 10,745 128,940 a29 ITS & Signal Maintenance Supervisor 8,613 103,356 9,044 108,528 9,508 114,096 9,987 119,844 10,498 125,976 a29 Program Development Coordinator 2 8,613 103,356 9,044 108,528 9,508 114,096 9,987 119,844 10,498 125,976 a29 Senior Systems Analyst 8,613 103,356 9,044 108,528 9,508 114,096 9,987 119,844 10,498 125,976 a29 ITS & Signal Maintenance Supervisor 8,613 103,356 9,044 108,528 9,508 114,096 9,987 119,844 10,498 125,976 a28 Senior Planner 8,400 100,800 8,828 105,936 9,278 111,336 9,743 116,916 10,232 122,784 a28 Capital Project Coordinator 8,400 100,800 8,828 105,936 9,278 111,336 9,743 116,916 10,232 122,784 a28 Senior Network Systems Specialist 8,400 100,800 8,828 105,936 9,278 111,336 9,743 116,916 10,232 122,784 a28 Senior Planner 8,400 100,800 8,828 105,936 9,278 111,336 9,743 116,916 10,232 122,784 a27 Senior Business Systems Analyst 8,197 98,364 8,613 103,356 9,044 108,528 9,508 114,096 9,987 119,844 a26 Civil Engineer 1 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 9,743 116,916 a26 GIS Analyst 3 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 9,743 116,916 a26 Systems Analyst 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 9,743 116,916 a26 Water Utility Maintenance Supervisor 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 9,743 116,916 a25 Facilities Coordinator 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 9,508 114,096 a25 Lead Electrical/Ctrl Systems Technician 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 9,508 114,096 a25 Program Development Coordinator 1 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 9,508 114,096 a24 Lead Building Inspector 7,612 91,344 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 a24 Lead Code Compliance Inspector 7,612 91,344 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 a24 Lead Construction Engineering Inspector 7,612 91,344 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 a24 Network Systems Specialist 7,612 91,344 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 a24 Senior Economic Development Specialist 7,612 91,344 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 a24 Network Systems Specialist 7,612 91,344 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 a24 Transportation Planner 7,612 91,344 7,994 95,928 8,400 100,800 8,828 105,936 9,278 111,336 a23 Airport Ops & Maintenance Supervisor 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a23 Building Plan Reviewer 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a23 Business Systems Analyst 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a23 Engineering Specialist 3 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a23 GIS Analyst 2 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a23 Pavement Management Technician 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a23 Plan Reviewer 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 2024 CITY OF RENTON SALARY TABLE AFSCME, Local 2170 Effective January 1, 2024 STEP A STEP B STEP C STEP D STEP E AGENDA ITEM # 8. d) Wage Adjustment 4.5% Grade Position Title Monthly Annual Monthly Annual 2024 CITY OF RENTON SALARY TABLE AFSCME, Local 2170 Effective January 1, 2024 STEP A STEP B STEP C STEP D STEP E a23 Property Services Specialist 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a23 Signal & ITS Technician 3 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a23 Street Maintenance Services Supervisor 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a23 Waste Water Maint. Services Supervisor 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a23 Water Maintenance Services Supervisor 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 9,044 108,528 a22 Neighborhood Program Coordinator 7,249 86,988 7,612 91,344 7,994 95,928 8,400 100,800 8,828 105,936 a22 Senior Paralegal 7,249 86,988 7,612 91,344 7,994 95,928 8,400 100,800 8,828 105,936 a22 Utility Accounts Supervisor 7,249 86,988 7,612 91,344 7,994 95,928 8,400 100,800 8,828 105,936 a21 Associate Planner 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Building Inspector/Combination 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Building Inspector/Electrical 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Case Manager 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Code Compliance Inspector 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Communications Specialist 2 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Construction Engineering Inspector 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Custodial Maintenance Supervisor 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Emergency Management Coordinator 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Facilities Supervisor 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 GIS Analyst 1 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Parks Maintenance Supervisor 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Signal/Electronics Systems Technician 3 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Traffic Signage & Marking Supervisor 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a21 Water Meter Tech. Services Supervisor 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 8,613 103,356 a20 Business Coordinator - Airport 6,894 82,728 7,249 86,988 7,612 91,344 7,994 95,928 8,400 100,800 a20 Economic Development Specialist 6,894 82,728 7,249 86,988 7,612 91,344 7,994 95,928 8,400 100,800 a20 Housing Repair Coordinator 6,894 82,728 7,249 86,988 7,612 91,344 7,994 95,928 8,400 100,800 a20 Human Services Coordinator 6,894 82,728 7,249 86,988 7,612 91,344 7,994 95,928 8,400 100,800 a20 Inspecting Arborist 6,597 79,164 6,937 83,244 7,284 87,408 7,650 91,800 8,038 96,456 a20 Public Records Analyst 6,894 82,728 7,249 86,988 7,612 91,344 7,994 95,928 8,400 100,800 a20 Inspecting Arborist 6,597 79,164 6,937 83,244 7,284 87,408 7,650 91,800 8,038 96,456 a19 Client Technology Services Specialist 2 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 a19 Electrical Technician 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 a19 Engineering Specialist 2 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 a19 HVAC Systems Technician 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 a19 Lead Vehicle & Equipment Mechanic 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 a19 Signal & ITS Technician 2 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 a19 Water Utility Instr./SCADA Technician 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 8,197 98,364 a18 Development Services Representative 6,567 78,804 6,894 82,728 7,249 86,988 7,612 91,344 7,994 95,928 a18 Farmers Market Coordinator 6,567 78,804 6,894 82,728 7,249 86,988 7,612 91,344 7,994 95,928 a18 Recreation Program Coordinator 6,567 78,804 6,894 82,728 7,249 86,988 7,612 91,344 7,994 95,928 a18 Senior Sustainability Specialist 6,567 78,804 6,894 82,728 7,249 86,988 7,612 91,344 7,994 95,928 a17 Assistant Planner 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 a17 Digital Communications Specialist 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 a17 Maintenance Buyer 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 a17 Paralegal 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 a17 Public Records Specialist 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 a17 Signal/Electronics Systems Technician 2 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 a17 Water Quality/Treatment Plant Operator 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 a17 Digital Communications Specialist 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 7,800 93,600 a16 Lead Golf Course Maintenance Worker 6,253 75,036 6,567 78,804 6,894 82,728 7,249 86,988 7,612 91,344 a16 Lead Maintenance Services Worker 6,253 75,036 6,567 78,804 6,894 82,728 7,249 86,988 7,612 91,344 a16 Lead Parks Maintenance Worker 6,253 75,036 6,567 78,804 6,894 82,728 7,249 86,988 7,612 91,344 a16 Program Assistant 6,253 75,036 6,567 78,804 6,894 82,728 7,249 86,988 7,612 91,344 a16 Sustainability Specialist 6,253 75,036 6,567 78,804 6,894 82,728 7,249 86,988 7,612 91,344 AGENDA ITEM # 8. d) Wage Adjustment 4.5% Grade Position Title Monthly Annual Monthly Annual 2024 CITY OF RENTON SALARY TABLE AFSCME, Local 2170 Effective January 1, 2024 STEP A STEP B STEP C STEP D STEP E a15 City Clerk Specialist 2 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Client Technology Services Specialist 1 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Court Operations Specialist 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Facilities Technician 2 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Grounds Equipment Mechanic 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Lift Station Technician 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Planning Technician 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Senior Program Specialist 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Senior Traffic Maintenance Worker 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Signal & ITS Technician 1 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Vehicle & Equipment Mechanic 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a15 Water Utility Maintenance Technician 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 7,428 89,136 a14 Asset Management Systems Technician 5,948 71,376 6,253 75,036 6,567 78,804 6,894 82,728 7,249 86,988 a14 Recreation Systems Technician 5,948 71,376 6,253 75,036 6,567 78,804 6,894 82,728 7,249 86,988 a13 Airport Operations Specialist 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 a13 Engineering Specialist 1 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 a13 Facilities Technician 1 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 a13 Housing Maintenance Technician 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 a13 Permit Services Specialist 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 a13 Print & Mail Supervisor 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 a13 Program Specialist 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 a13 Signal/Electronics Systems Technician 1 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 7,066 84,792 a12 Communications Specialist 1 5,663 67,956 5,948 71,376 6,253 75,036 6,567 78,804 6,894 82,728 a12 Golf Course Maintenance Worker 3 5,663 67,956 5,948 71,376 6,253 75,036 6,567 78,804 6,894 82,728 a12 Judicial Specialist 2 5,663 67,956 5,948 71,376 6,253 75,036 6,567 78,804 6,894 82,728 a12 Maintenance Services Worker 3 5,663 67,956 5,948 71,376 6,253 75,036 6,567 78,804 6,894 82,728 a12 Parks Maintenance Worker 3 5,663 67,956 5,948 71,376 6,253 75,036 6,567 78,804 6,894 82,728 a12 Traffic Maintenance Worker 2 5,663 67,956 5,948 71,376 6,253 75,036 6,567 78,804 6,894 82,728 a11 Airport Maintenance Worker 5,523 66,276 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 a11 City Clerk Specialist 1 5,523 66,276 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 a11 Fleet Management Technician 5,523 66,276 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 a11 Lead Maintenance Custodian 5,523 66,276 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 a11 Recreation Specialist 5,523 66,276 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 a11 Water Meter System Specialist 5,523 66,276 5,801 69,612 6,092 73,104 6,403 76,836 6,725 80,700 a10 Legal Assistant 5,388 64,656 5,663 67,956 5,948 71,376 6,253 75,036 6,567 78,804 a09 Accounting Assistant 4 5,256 63,072 5,523 66,276 5,801 69,612 6,092 73,104 6,403 76,836 a09 Administrative Secretary 1 5,256 63,072 5,523 66,276 5,801 69,612 6,092 73,104 6,403 76,836 a09 Golf Course Operations Assistant 5,256 63,072 5,523 66,276 5,801 69,612 6,092 73,104 6,403 76,836 a09 Recreation Assistant 5,256 63,072 5,523 66,276 5,801 69,612 6,092 73,104 6,403 76,836 a08 Golf Course Maintenance Worker 2 5,129 61,548 5,388 64,656 5,663 67,956 5,948 71,376 6,253 75,036 a08 Judicial Specialist 1 5,129 61,548 5,388 64,656 5,663 67,956 5,948 71,376 6,253 75,036 a08 Maintenance Services Worker 2 5,129 61,548 5,388 64,656 5,663 67,956 5,948 71,376 6,253 75,036 a08 Parks Maintenance Worker 2 5,129 61,548 5,388 64,656 5,663 67,956 5,948 71,376 6,253 75,036 a08 Purchasing Assistant 5,129 61,548 5,388 64,656 5,663 67,956 5,948 71,376 6,253 75,036 a08 Traffic Maintenance Worker 1 5,129 61,548 5,388 64,656 5,663 67,956 5,948 71,376 6,253 75,036 a07 Accounting Assistant 3 5,005 60,060 5,256 63,072 5,523 66,276 5,801 69,612 6,092 73,104 a07 Maintenance Custodian 5,005 60,060 5,256 63,072 5,523 66,276 5,801 69,612 6,092 73,104 a07 Secretary 2 5,005 60,060 5,256 63,072 5,523 66,276 5,801 69,612 6,092 73,104 a07 Water Meter Technician 5,005 60,060 5,256 63,072 5,523 66,276 5,801 69,612 6,092 73,104 a06 4,887 58,644 5,129 61,548 5,388 64,656 5,663 67,956 5,948 71,376 a05 Accounting Assistant 2 4,765 57,180 5,005 60,060 5,256 63,072 5,523 66,276 5,801 69,612 AGENDA ITEM # 8. d) Wage Adjustment 4.5% Grade Position Title Monthly Annual Monthly Annual 2024 CITY OF RENTON SALARY TABLE AFSCME, Local 2170 Effective January 1, 2024 STEP A STEP B STEP C STEP D STEP E a04 Court Security Officer 4,651 55,812 4,887 58,644 5,129 61,548 5,388 64,656 5,663 67,956 a04 Golf Course Maintenance Worker 1 4,651 55,812 4,887 58,644 5,129 61,548 5,388 64,656 5,663 67,956 a04 Maintenance Services Worker 1 4,651 55,812 4,887 58,644 5,129 61,548 5,388 64,656 5,663 67,956 a04 Parks Maintenance Worker 1 4,651 55,812 4,887 58,644 5,129 61,548 5,388 64,656 5,663 67,956 a04 Pro Shop Assistant 4,651 55,812 4,887 58,644 5,129 61,548 5,388 64,656 5,663 67,956 a03 Accounting Assistant 1 4,537 54,444 4,765 57,180 5,005 60,060 5,256 63,072 5,523 66,276 a03 Parks Maintenance Assistant 2 4,537 54,444 4,765 57,180 5,005 60,060 5,256 63,072 5,523 66,276 a03 Print & Mail Assistant 4,537 54,444 4,765 57,180 5,005 60,060 5,256 63,072 5,523 66,276 a02 4,435 53,220 4,651 55,812 4,887 58,644 5,129 61,548 5,388 64,656 a01 Custodian 4,319 51,828 4,537 54,444 4,765 57,180 5,005 60,060 5,256 63,072 a01 Golf Course Associate 4,319 51,828 4,537 54,444 4,765 57,180 5,005 60,060 5,256 63,072 a01 Parks Maintenance Assistant 1 4,319 51,828 4,537 54,444 4,765 57,180 5,005 60,060 5,256 63,072 $7,249 Completion of 5 Yrs Completion of 10 Yrs Completion of 15 Yrs Completion of 20 Yrs Completion of 25 Yrs Completion of 30 Yrs per month LONGEVITY PAY Step a14, E = 2% Step a14E $145 per month 3% Step a14E $217 per month 4% Step a14E $290 per month 5% Step a14E $362 The city contributes 1% of employee's base wage per year to a VEBA account. The city contributes 3% of employee's base wage per year to a deferred compensation account. (Article 14) 6% Step a14E $435 per month 7% Step a14E $507 per month AGENDA ITEM # 8. d) POLICE DEPARTMENT - Commissioned Officers 5.0% Grade Monthly Annual Monthly Annual Police Chief See Management & Supervisory Matrix, Grade m49 Police Deputy Chief See Management & Supervisory Matrix, Grade m46 Police Commander See Management & Supervisory Matrix, Grade m42 pc61 Sergeant*10,859 130,311 11,402 136,828 (15% over Police Officer)*Step increase at 24 months pc60 Patrol Officer II 7,653 91,840 8,256 99,072 8,847 106,170 9,444 113,327 pc59 Patrol Officer I 7,203 86,442 7,770 93,241 8,327 99,922 8,888 106,662 Percent Interpreters -------------------------------------------3% Detectives ------------------------------------------4% Traffic Assignment-------------------------------4% Motorcycle Assignment------------2% Canine Officer ------------------------------------4% Corporal Assignment --------------------------7.5% Field Training Officer ---------------------------4% Training Officer------------------------------------4% SWAT Assignment ---------------------------------4% SRO Assignment----------------------------------4% Civil Disturbance Unit ---------------------------Paid at rate of double time with 3 hrs minimum when called to emergency. Crisis Communication---------------------------Paid at rate of double time with 3 hrs Unit minimum when called to emergency. Percentage (of base wage) Percentage (of base wage) - - - - - 2024 CITY OF RENTON SALARY TABLE **In Negotiations** STEP A STEP B STEP C STEP D STEP E Wage Adjustment Position Title HAZARD DUTY AND PREMIUM PAY (Article 6.7 and 6.8) MONTHLY LONGEVITY PAY (Appendix B) Years of Service Completion of 5 Yrs 2% Frozen Frozen NOTE: Please refer to the current labor agreement for specific information. Completion of 10 Yrs 4% Completion of 15 Yrs 6% Completion of 20 Yrs 10% Completion of 25 Yrs 12% Completion of 30 Yrs 14% MONTHLY EDUCATIONAL INCENTIVE PAY (Appendix B) Effective 1-1-18, Patrol Officer II and Sergeant had 6.25% added to their base pay to reflect the additional 109 hours worked in a calendar year. This is reflected in the ranges above. Effective January 1, 2008, Sergeants assigned to Investigation and Traffic Unit will not receive the 3% premium if they have been in the position of Sergeant for 24 months. AA Degree (90 credits)4% BA Degree/Masters Degree 6% The city contributes 2% of employee's wage base toward deferred compensation. (Appendix A.2.3) The city contributes 3% of employee's wage base toward deferred compensation for passing physical fitness. (Article 6.8.4, and Appendix A.2.4) Effective 1-1-2020, the city began contributing 1% of employee's wage base to a VEBA plan. (Article 14.11) AGENDA ITEM # 8. d) POLICE DEPARTMENT - Non-Commissioned Employees 5.0% Grade Position Title Monthly Annual Monthly Annual pn70 6,754 81,048 7,302 87,624 8,024 96,288 8,817 105,804 9,281 111,372 pn69 6,589 79,068 7,123 85,476 7,828 93,936 8,603 103,236 9,054 108,648 pn68 6,429 77,148 6,950 83,400 7,637 91,644 8,392 100,704 8,834 106,008 pn67 Community Engagement Coord.6,272 75,264 6,781 81,372 7,451 89,412 8,187 98,244 8,618 103,416 pn66 6,118 73,416 6,615 79,380 7,269 87,228 7,988 95,856 8,407 100,884 pn65 5,969 71,628 6,453 77,436 7,092 85,104 7,793 93,516 8,203 98,436 pn64 5,823 69,876 6,296 75,552 6,918 83,016 7,603 91,236 8,002 96,024 pn63 5,682 68,184 6,143 73,716 6,749 80,988 7,417 89,004 7,808 93,696 pn62 Police Services Specialist Supervisor 7,835 94,020 (15% above Specialist, Step E) pn61 Electronic Home Detention Coord 5,538 66,456 5,976 71,712 6,581 78,972 7,235 86,820 7,595 91,140 pn60 Crime Analyst 5,613 67,356 6,066 72,792 6,663 79,956 7,183 86,196 7,543 90,516 pn59 Domestic Violence Victim Advocate 5,240 62,880 5,692 68,304 6,325 75,900 6,954 83,448 7,322 87,864 pn58 Evidence Technician 5,284 63,408 5,703 68,436 6,276 75,312 6,904 82,848 7,260 87,120 pn57 Police Services Specialist Lead 7,153 85,836 (5% above Specialist, Step E) pn56 Animal Control Officer 4,983 59,796 5,388 64,656 5,924 71,088 6,514 78,168 6,842 82,104 pn54 Police Services Specialist 4,963 59,556 5,361 64,332 5,901 70,812 6,490 77,880 6,813 81,756 pn53 Police Administrative Specialist 4,304 51,648 4,645 55,740 5,116 61,392 5,629 67,548 5,906 70,872 pn53 Parking Enforcement Officer 4,304 51,648 4,645 55,740 5,116 61,392 5,629 67,548 5,906 70,872 Interpreter Premium…………...……………………..…………….................….....……….…………….3% of base pay (Article 6.5.2) 2.5% of base pay (Article 6.5.3) 4% of base pay (Article 6.5.1) Double time with 3 hrs min (Article 6.4) 2024 CITY OF RENTON SALARY TABLE **In Negotiations** STEP A STEP B STEP C STEP D STEP E Wage Adjustment NON- COMMISSIONED PREMIUM PAY (Articles 6.4 and 6.5) Public Records Act Premium……..…………………………………...............………………………… Field Training Officer, FTO (Police Service Specialist)…...............…………........… Crisis Communication Unit………..........…………………………..............…………..…...……… AGENDA ITEM # 8. d) POLICE DEPARTMENT - Non-Commissioned Employees 5.0% 2024 CITY OF RENTON SALARY TABLE **In Negotiations** Wage Adjustment - Effective 1/1/2020, the city began contributing 1% of the employee's base wage to a VEBA plan. (Article 14.10) Completion of 5 Yrs 2% POLICE NON-COMMISSIONED- MONTHLY LONGEVITY INCENTIVE PAY SCHEDULE (Article 12, Appendix B.1) Years of Service Percentage (of base wage) Completion of 10 Yrs 4% Completion of 15 Yrs 6% Completion of 20 Yrs 10% - The city contributes an additional 3% of employee's wage base toward deferred comp for passing physical fitness prior to beginning of each calendar year. (Article 6.8.3) Completion of 25 Yrs 12% Completion of 30 Yrs 14% MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE (Appendix B.2) Percentage (of base wage) AA Degree (90 credits)4% BA/BS Degree or Masters Degree 6% - The city contributes 4.5% of the employee's base wage to a deferred comp account. (Appendix A.3) AGENDA ITEM # 8. d) Grade STEP A STEP B STEP C STEP D STEP E h08 15.75 16.00 h09 16.25 16.28 16.50 16.75 17.00 17.25 h10 17.50 17.75 18.00 18.25 18.50 h11 18.75 19.00 19.25 19.50 19.75 h12 20.00 20.50 21.00 21.50 22.00 h13 22.50 23.00 23.50 24.00 24.50 h14 25.00 25.50 26.00 26.50 27.00 h15 27.50 28.00 28.50 29.00 29.50 h16 30.00 30.50 31.00 31.50 32.00 h17 32.50 33.00 33.50 34.00 34.50 h18 35.00 35.50 36.00 36.50 37.00 h19 37.50 38.00 38.50 39.00 39.50 h20 40.00 40.50 41.00 41.50 42.00 h21 42.25 42.50 42.75 43.00 43.25 h22 43.50 43.75 44.00 44.25 44.50 h23 45.00 45.50 46.00 46.50 47.00 h24 47.50 48.00 48.50 49.00 49.50 h25 50.00 51.00 52.00 53.00 54.00 h26 55.00 60.00 65.00 70.00 75.00 h27 80.00 85.00 90.00 95.00 100.00 h28 105.00 110.00 115.00 120.00 125.00 2024 CITY OF RENTON SALARY TABLE SUPPLEMENTAL EMPLOYEE WAGE TABLE AGENDA ITEM # 8. d) 1 CITY OF RENTON, WASHINGTON ORDINANCE NO. ________ AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AMENDING SUBSECTION 3-1-4.B, SECTION 3-2-5, SUBSECTION 3-3-5.C, AND SECTION 3-6-3 OF THE RENTON MUNICIPAL CODE; REPEALING CHAPTER 5 OF TITLE III OF THE RENTON MUNICIPAL CODE; RENAMING AND REORGANIZING CITY DEPARTMENTS AND POSITIONS; UPDATING REFERENCES TO RENAMED DEPARTMENTS; PROVIDING FOR SEVERABILITY; AND ESTABLISHING AN EFFECTIVE DATE. WHEREAS, the City has recommended and the City Council has concurred that a reorganization of City departments will maximize the City’s ability to effectively operate and carry out the City’s business plan; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DO ORDAIN AS FOLLOWS: SECTION I. All portions of the Renton Municipal Code in this ordinance not shown in strikethrough and underline edits remain in effect and unchanged. SECTION II. Subsection 3-2-4.B of the Renton Municipal Code is amended as follows: B. Communications and Engagement Division: The Communications and Engagement Division shall be responsible for providing Renton residents and businesses with critical, relevant and timely information, engaging Renton residents and connecting them with opportunities to be involved and facilitating opportunities for dialogue, and overseeing City-wide internal and external communications including media relations, web and electronic communications, and printed materials and publications. Additionally, the division will regularly facilitate inclusive engagement opportunities with the community, commissions, AGENDA ITEM # 8. e) ORDINANCE NO. ________ 2 committees, other departments, and external agencies to nurture two-way dialogue and engagement around policies, activities, and services of the City. SECTION III. Section 3-2-5 of the Renton Municipal Code is amended as follows: 3-2-5 DIVISIONS: A. Parks/Golf Course and Trails Division: The Parks/Golf Course and Trails Divisionstaff provides a safe, clean, attractive, accessible, and well-maintained environment parks and trails and including recreational elements through routine maintenance and operations for the public’s enjoyment of active and passive recreational use and opportunities along with. It also provides maintenance of the City’s natural resource areas and advocation of wildlife preservation and stewardship. B. Golf Course Division: The Golf Division manages and operates City golf course properties, including property and lease management, planning for and implementing capital improvements, providing customer service, and maintaining the golf course’s financial sustainability. B. C. Recreation Division: The Recreation Division promotes and supports a more livable community by providing opportunities for the public to participate in diverse creates and coordinates recreational, cultural, environmental, athletic, and aquatic programs and activities events for all ages and abilities. C. Resources and Events Division: The Resources and Events Division provides leadership, guidance, and resources which connect and engage AGENDA ITEM # 8. e) ORDINANCE NO. ________ 3 residents, neighborhoods, businesses, and the City through diverse opportunities for partnerships, volunteers, special events, and sister cities. D. Renton History Museum: The Renton History Museum Division operates the City’s Museum to educate the public and preserve the City’s heritage is dedicated to the preservation, documentation and education about the City’s heritage. With the support of the Renton Historical Society, the Museum cares for a collection of over 90,000 objects and 14,000 historic photos. The Museum also acquires and maintains collections through contracts and partnerships and provides changing and permanent exhibits, programs, publications, and classroom outreach about local history. E. Parks Planning and Natural Resources Division: The Parks Planning and Natural Resources Division provides a comprehensive and interrelated system of parks, recreation, open spaces, and trails that responds to locally-based needs, values and conditions, provides an appealing and harmonious environment, protects the integrity and quality of the surrounding natural systems; and creates a sustainable and exemplary urban forest plans and implements capital investments in new and existing parks, recreation facilities, and natural areas. It also manages the City’s urban forestry and neighborhood programs. It develops and acquires property to execute plans identified in the Parks, Recreation and Natural Area Plan. F. Human Services Division: The Human Services Division administers, coordinates, and plans the operation of City programs and functions relating AGENDA ITEM # 8. e) ORDINANCE NO. ________ 4 to human problems and needs, including those of persons who are aged, youth, disabled, unemployed and underemployed, homeless, low-income, or are otherwise disadvantaged. SECTION IV. Subsection 3-3-5.C of the Renton Municipal Code is amended as follows: C. Planning Division: The Planning Division shall be responsible for development and enforcement of the City’s land use policies and regulations, including the Comprehensive Plan, zoning, shoreline management, environmental regulations, subdivisions, and land use permit review. The division shall also be responsible for ensuring compliance with the Growth Management Act (GMA) through the development and management of the City’s Comprehensive Plan, establishing and implementing framework through development and administration of the City’s zoning code and development regulations, as well as processing annexation proposals. This division will also focus on partnerships and leveraging resources to support affordable housing options. SECTION V. Chapter 3-5, Equity, Housing, and Human Services Department, of Title III of the Renton Municipal Code is repealed in its entirety and marked “reserved.” SECTION VI. Section 3-6-3 of the Renton Municipal Code is amended as follows: 3-6-3 DUTIES OF ADMINISTRATOR: The duties of the Administrator shall be to develop and implement City Human Resources and Risk Management policies, programs and projects that promote a diverse and inclusive workforce; provide human resources services and advice to City departments and employees; manage risk using a variety of tools including AGENDA ITEM # 8. e) ORDINANCE NO. ________ 5 the purchase of insurance, as well as the management of tort liability claims filed against the City, and identify, analyze, control and minimize the City’s exposure to financial, personnel and property losses; direct and participate in a variety of professional personnel activities including recruitment, selection, testing, classification analysis and labor relations; and train, assign, supervise and evaluate assigned personnel. SECTION VII. The City Clerk shall, to the extent possible, revise and replace all references in the Renton Municipal Code that refer to the “Equity, Housing, and Human Services" department and administrator to accurately reflect this Ordinance's reorganization of that department. SECTION VIII. To the extent the reorganization authorized by this Ordinance results in a need for revising substantive sections of the Renton Municipal Code to reflect the new division of responsibilities among departments, references to departments or administrators in the existing Renton Municipal Code should be interpreted to reflect the intent of this Ordinance and be updated by way of future ordinance(s) as outdated references are discovered. SECTION IX. If any section, subsection, sentence, clause, phrase or work of this ordinance should be held to be invalid or unconstitutional by a court of competent jurisdiction, such invalidity or unconstitutionality thereof shall not affect the constitutionality of any other section, subsection, sentence, clause, phrase or word of this ordinance. SECTION X. This ordinance shall be in full force and effect five (5) days after publication of a summary of this ordinance in the City’s official newspaper. The summary shall consist of this ordinance’s title. AGENDA ITEM # 8. e) ORDINANCE NO. ________ 6 PASSED BY THE CITY COUNCIL the _______ day of ___________________, 2023. Jason A. Seth, City Clerk APPROVED BY THE MAYOR this _______ day of _____________________, 2023. Armondo Pavone, Mayor Approved as to form: Shane Moloney, City Attorney Date of Publication: ORD:2276:11/1/2023 AGENDA ITEM # 8. e)