HomeMy WebLinkAboutAgenda Packet - 2-19-2026 CITY OF RENTON
AGENDA - Council Retreat
8:30 a.m. - Thursday, February 19, 2026
Maplewood Greens
8:30 a.m. WELCOME
8:45 a.m. REVIEW OF 2025 PRIORITIES
1. Renton Resource Center
2. Accountability Ordinance/Minimum Sentencing
3. Stay Out of Drug Area Ordinance (SODA)
4. Park Acquisition
5. Salary Study
6. Connect Regional Trails
7. FIFA Preparation
8. BRT into Renton
9. Develop Trails
10. Expand Rental Property Enforcement
9:30 a.m. EMERGENCY MANAGEMENT AND FLOOD RESPONSE
1. Community Expectations
2. Emergency Preparedness: Lessons Learned
3. Resilience Planning
4. Interagency Response Coordination
5. Recovery Operations and Communication Strategy
10:45 a.m. BREAK
11:00 a.m. CODE ENFORCEMENT
1. Vacant Buildings
2. Unlicensed Food Vendors
3. Limitations
4. Changes
5. Challenges
6. New
12:15 p.m. LUNCH
1:00 p.m. FINANCE
1. Financial Outlook and Major Cost Drivers
a. Year End Update (2025)
b. Anticipated Budget Needs for 2026
c. General Fund Revenues
i. Property Tax
ii. Sales Tax
2. Fiscal Sustainability
a. Long Range Forecast
3. Transparency and Data-Informed Oversight
a. Budget Timeline and Public Outreach
4. Budget 2027-2028
a. Challenges, Changes, Limitations, and New
b. Debt
2:30 p.m. BREAK
2:45 p.m. HOMELESSNESS
1. Resource Center Planning (details on Auburn’s model for
Community Resource Center and the current plan)
2. Cleaning Encampments
3. Coordination across housing, behavioral health, and public safety
4. Performance accountability and outcome tracking
5. Encampments: ordinances and actions
6. Human Services and Public Safety Coordination
4:00 p.m. PUBLIC SAFETY
1. Department Staffing
2. Department Expectations
3. Crime Statistics
4. Ordinance/Legislation Update
5. Illegal Activity in Abandoned Buildings
6. Animal Control Update
5:00 p.m. ADJOURN
2025 Priorities
Discussion
THURSDAY, FEBRUARY 19, 2026
Renton City Council Retreat
2025 Priorities
1. Renton Resource Center (6)
2. Accountability Ordinance/Minimum Sentencing (5)
3. Stay Out of Drug Area Ordinance (SODA) (3)
4. Park Acquisition (1)
5. Salary Study (1)
6. Connect Regional Trails (1)
7. FIFA Preparation (1)
8. BRT into Renton
9. Develop Trails
10. Expand Rental Property Enforcement
Progress
1. RENTON RESOURCE CENTER
2. ACCOUNTABILITY ORDINANCE/MINIMUM SENTENCING
3. STAY OUT OF DRUG AREA ORDINANCE (SODA)
4. PARK ACQUISITION
5. SALARY STUDY
6. CONNECT REGIONAL TRAILS
7. FIFA PREPARATION
8. BRT INTO RENTON
9. DEVELOP TRAILS
10. EXPAND RENTAL PROPERTY ENFORCEMENT
END
December 2025
“Flood of Record” Event
PRESENTATION BY:
PUBLIC WORKS, EMERGENCY MANAGEMENT AND COMMUNICATIONS
MARTIN PASTUCHA, PUBLIC WORKS ADMINISTRATOR
KRISTI ROWLAND, EXECUTIVE SERVICES ADMINISTRATOR
Response Highlights and
Lessons Learned
The Lead-Up
Above normal temperatures
Atmospheric river following days
of rain
Flooding potential on
rivers/streams,streets
High soil saturation
Landslide potential
Levee concerns
Nile Ave NE at May Creek
City Preparedness
Fall educational content series on storm drains /
flood safety begins with Engineer Joe
Sandbag resources verified, pre-filled for responders
Equipment and staff ready for response
Internal advance coordination meetings
Regional coordination conference calls
November 2025
Stormwater Smarts video
garners 250,000 views
Cedar River at Renton Hydrograph
NEW RECORD
FLOOD 12,500 CFS
NEW RECORD
STAGE 18.25 FT
Green River at Auburn Hydrograph
Significant City Property Impacts
Bridge impacts
Trail and
riverbank
erosion
Debris
cleanup
Stoneway
Concrete
Renton
Logan Ave Bridge, 12/23/25
Under Williams Ave Bridge, 12/22/25
Cedar River Trail, 12/11/25
River overtops sandbags at Carco Theatre, 12/11/25
Maple Valley Hwy,
12/17/25Elliot spawning channel, 12/17/25
Carco Theatre
Seaplane base and Airport
Spawning channel
Maple Valley Hwy
landslide
More being
discovered as
water recedes
Significant City Property Impacts (cont.)
Business Impacts from Cedar River Flooding
Boeing plane delivery
delayed due to raised
South Boeing Bridge
Two other businesses
reported flood damages
totaling:
$525,000 structural damage
$30,000 in content losses
$8,000 in economic losses
Boeing employees at raised bridge, 12/11/2025
Raised for a total of 10-days
Business Impacts from Desimone Levee Breach
Widespread
evacuation of
businesses
Economic losses to
multiple businesses
Disruption to critical
medical facility
doing blood
processing for entire
PNW and beyond
Heightened anxiety
in valley businesses
Critical medical infrastructure, Bloodworks Northwest facility
Significant Community
Impacts
SE 7th Street Neighborhood
Flooding of at least two homes by visual observation
Riviera Apartments
Sudden rise in river level forced rapid evacuation
2-3 feet of flood waters at some apartments
At least one person permanently displaced
Riviera Apartments, 12/11/2025
SE 7th Street, 12/11/2025
Significant Community
Impacts (cont.)
Maplewood
Neighborhood
Basement flooding in
multiple homes from
high water table
Community-built
sandbag wall
prevented most
floodwaters from
entering
Maplewood sandbag wall, 12/11/2025
Incident Objectives
Maintain open and safe critical transportation routes.
Coordinate the incident response across city departments and
supporting agencies.
Mobilize, prioritize, assign and make resources available (including
staff/volunteers) to address the needs of the incident.
Collect and use available weather and flood forecast information to
guide incident response.
Use existing technologies to accurately collect, verify, and communicate
relevant information and disseminate to key stakeholders.
Provide prompt, actionable, and accurate information to the public to
take protective actions.
How Did We Do?
Feedback Sources:
Live engagement with commenters and messages on
Renton social platforms
Resident feedback, including meeting with Maplewood
neighbors immediately after the flooding
Council questions and comments
Staff interviews and notes
Formal flood debrief/hotwash with city staff
Partner agency discussions/debriefs
Strengths of the Response
Photo Credit:
Connor Croff YouTube
Channel
Maintained open transportation routes:
regular inspections, prudent closures for
public safety, timely communication.
Regular incident command meetings,
with clear task assignments to PW and
excellent coordination with external
agencies.
Sandbag/resource stockpiles and
proactive purchasing: first responders,
mutual aid partners, and the public had
adequate flood fighting supplies.
Strengths of the Response (cont.)
Experienced staff rapidly accessed plans and
maps, with good teamwork.
Subject Matter Experts (SMEs) informed
planning and decision-making.
Technical data and field observations were
shared in regular situation reporting.
Technology was leveraged to effectively
support collaboration.
Emergency alerts kept the public informed of
the current situation.
Strengths of the Response (cont.)
Live information updated as
received with timestamps
Served as trusted source for
media -KIRO, KOMO, KING and
FOX were referencing real-time
updates from
rentonwa.gov/emergencyinfo, per
calls and texts from reporters.
Seattle Times broke the news on
the levee repair at Desimone from
the City of Renton’s update.
Strengths of the Response (cont.)
By the numbers:
-2,115 City of Renton post
reshares during and post
flood event
-(691 on Dec. 15 alone)
-Gained 1,977 new Facebook
followers
-Gained 561 new Instagram
followers
-Peak: 659,300 page views on
Facebook on 12/15/25
-Peak: 115,437 post views on
Instagram on 12/15/25
142,888
engagements
2.3 million
views over
event
Strengths of the Response (cont.)
Lessons Learned
Imperfect prediction models will require adjustment in large events.
Barriers for public to access city sandbag resources.
Slow CERT/volunteer mobilization can be streamlined.
Challenges in clarifying public information with multiple alerting
authorities involved, particularly in a multi-jurisdictional
evacuation, and staff need information even more rapidly.
Impact of evacuation on businesses is significant, and critical
business functions are not well known
Low public enrollment in alerting system limits the reach of
messaging
Action Items: Sandbagging Support
CERT volunteers making sandbags, 12/12/2025
Negotiate more convenient location
for community sandbagging station
Extend access hours to the public
during sandbagging operations.
Remove limits on the number of
sandbags during emergencies.
Better on-site signage to direct
community members to sandbags.
Streamline the process for CERT
contact and mobilization.
Action Items:
Incident Command
Decision Support Business Support
Develop and revise a
flood impact matrix
correlating
different metrics like
height, flow, and
observed impacts.
Provide training to staff
on its use for decision
making.
Develop a more accessible
database or method for
locating business contact
information.
Conduct outreach to
understand critical
business operations in the
Green River floodplain and
support their
preparedness.
Action Items:
Public Information and Warning Support
Clarify internal process for rapid
map production and release.
Develop preapproved,
customizable maps for sharing.
Expand Crisis Communications
Plan content.
Conduct outreach to expand
enrollment for emergency alerts.
Recovery
Preliminary Damage Assessment (PDA) complete and reviewed by FEMA ~ $18M in damages
Presidential Disaster Declaration for Public Assistance (PA) program is not yet assured
If approved, projects will be scrutinized by FEMA, and then they will cost share 75% of approved repair amounts
Displaced person from Riviera apartments referred to Human Services and other resources
Working with community organizations offering aid
Created centralized webpage for post-flood resources, supported by post-flood recovery communications campaign
Post -flood recovery posts
garner 46,500 views
Proactive Investments
Levee system
construction after the
previous flood of record
Regular inspection and
dredging of the Cedar
River
Hazard mitigation
projects related to
levee maintenance/
improvements
1990 Flood – 10,600 cfs
Cedar River Delta drone photo
Monday 12/15/2025 - Looking south
Proactive Investments (cont.)
Plans,
procedures,
and resource
development
All-hazards
training and
exercises for
staff
Proactive Investments
(cont.)
Cultivating visible,
trusted voices for the
public
Cedar River floodplain
doorhanger outreach
(Fall 2025)
Green River floodplain
outreach (2009-2011)
Proactive Investments (cont.)
Development of Crisis Communications
Plan (2024), including natural disaster
planning, with Comms, EM, & PD
Public Information Officer (PIO) Basic
Training (2025) for 30 staff representing 7
departments who serve as our Subject
Matter Experts (SME’s)
Centralized website for all city accounts to
link to with live updates,ensuring continuity
of information
Building Resilience for the Future
Strategic investments in infrastructure
Improving plans by incorporating lessons learned
Regular training and exercising for staff
Continued communication and engagement around
community preparedness
Expanded outreach to businesses
Summary
Strong teamwork and good preparation
Good lessons learned from an extreme event
Actionable items assigned and being worked on
Future vision for resilience
COUNCIL
RETREAT
COMMUNITY AND ECONOMIC DEVELOPMENT
Thursday,
February 19, 2026
VACANT
BUILDINGS Charleen Pleasance
Gina Estep
Vacant Buildings
Does the City have the tools to address vacant buildings
effectively?
YES. RMC 4-5-130 International Property Maintenance
code establishes the regulations to do so.
Vacancies are in flux in all cities daily, playing a role in
both economic OPPORTUNITY, but also potential BLIGHT.
Approach: Cases cannot be considered "one size fits all”.
Goal: Compliance via win-win solution-based approach –
Of course, this is the standard case approach – some cases
will require a legal heavy hand.
What we are doing now and next: A deep dive into our
Code, financial needs, personnel needs, and legal
strategies.
Limitations, Challenges & Lessons Learned
Vacant Buildings
Assess financial needs and
programs:Evaluating pros and cons
of a vacant building monitoring
process
Municipal Code adjustments:
Evaluating Municipal Code possible
amendments for clearly &strategy
for expedited case resolution
Personnel needs /staffing:
- Created a multi-departmental response
team - ensuring quick, well-coordinated and
efficient case resolution and responses
- Hiring a Code Compliance Manager
IMPORTANT: Code Compliance requires
balancing compliance goals while recognizing
and respecting the rights to due process
awarded to the property owner
Considerations Being Reviewed
UNLICENSED
FOOD
VENDORS Jason Churchill
Unlicensed
Food Vendors
Code Compliance coordinated with the King County
Health Department and the property home-owner to
remove an unlicensed commercial kitchen
November 6th – 1 team of 2 Code Compliance
Inspectors canvassed the city and identified 5 food
vendors of which 4 had all the proper paperwork
to operate and 1 vendor was not open for business
What: Fall of 2025 saw a significant increase in
the number illegal food vendors.
City Response:Code Compliance successfully
assembled a multi-departmental response team
(Code Compliance, Police, Fire, King County
Health Department and Economic Development)
and conducted a successful outreach / code
compliance operation.
Goal: Educate vendors, shut down illegal vendors,
protect public safety, and ensure a fair and
equitable landscape for all businesses.
Actions and Successes
September 19th – 3 teams of 1 CC Inspector and 1
Police Officer swept the city. 7 vendors were present,
4 shutdown, and 3 were educated with a licensing
packet (these needed a City Business License)
A 3rd sweep is planned for the spring to continue
educational outreach
Actions
Conducted an Education Outreach Campaign
CED and Communications
Unlicensed Food Vendors
Operations must take place outside of usual city business
hours to make the most impact (typically 7 p.m. to 10 p.m.).
Language barriers make educational outreach more difficult.
The only person allowed to place/post stop work orders on
locations is the Fire Marshal, resulting in a challenge in our
ability to quickly shut down an unlicensed vendor.
We believe our success was driven by providing education and
forming and utilizing the multi-departmental team.
Navigating Unique Compliance Logistics
Since our operation, the number and frequency of illegal
food vendors has decreased. Continued and frequent
action will be necessary to ensure this trend continues.
FINANCIAL UPDATE
COUNCIL RETREAT
2026
Agenda
•Financial Outlook and Major Cost Drivers
•Year End Update (2025)
•Anticipated budget needs for 2026
•General Fund Revenues
•Property Tax
•Sales Tax
•Fiscal Sustainability
•Long Range Forecast
•Transparency and Data-Informed Oversight
•Budget timeline & public outreach
•Budget 2027-2028
•Challenges, Changes, Limitations and
New
•Debt
2025
PRELIMINARY
YEAR END
GENERAL FUND
General Fund Budgeted Projected
Beginning Fund Balance $116.0 $116.0
Revenues 151.3 158.1
Expenditures 168.6 157.4
Projected
Gain(Use) of Reserves*
* Projected reserves do not include unspent committed costs of approx $2.5M
(17.3) 0.7
$98.7 $116.7 Projected Ending Fund Balance
2026
UNAPPROPRIATED
COSTS
General Fund
Carryforward of Committed Costs $ 2.5
Flood Repairs 5.0
Existing Capital Project Needs 4.0
Property Acquisitions 2.3
Legal Fees 1.0
Total additional needed for 2026 $ 14.8
1. Other taxes includes business license fees, permits, gambling, admissions, franchise fees and REET
2. Intergovernmental includes stated shared revenue and service charges
3. Miscellaneous includes fines, forfeits, interfund transfers and development services
Property Tax
19%
Sales Tax
29%
Utility Tax
13%
B & O Taxes
16%
Other Taxes1
4%
Intergovernmental2
6%
Miscellaneous3
13%
GENERAL FUND
REVENUES
PROPERTY TAX DISTRIBUTION
2026
Renton School $ 3.443
State School Fund 2.250
King County 1.550
Renton RFA 0.969
City of Renton 0.880
VMC #1 0.742
KCLS 0.235
EMS 0.251
Regional Transit Authority 0.159
Port of Seattle 0.099
Total Property Tax Rate $ 10.578
ANNUAL
SALES TAX
COMPARISON
$38.1M
2025
Sales Tax Revenue
(down 0.3%
from 2024)
Summary ($ in Millions)
2024
Actual
2025
Proj Actual
2026
Estimated
2027
Projected
2028
Projected
2029
Projected
2030
Projected
2031
Projected
Beginning Fund Balance 99.2$ 116.0$ 116.7$ 98.5$ 94.4$ 88.6$ 81.0$ 71.3$
Operating Revenue 156.3$ 158.1$ 150.0$ 152.8$ 155.8$ 158.7$ 161.8$ 164.9$
Base Operating Expenditure (122.8) (130.7) (149.1) (155.2) (159.9) (164.9) (169.9) (175.1)
Carryforward/Q1 BA - - (2.5) - - - - -
Operating Surplus (Deficit)33.4$ 27.4$ (1.6)$ (2.3)$ (4.1)$ (6.2)$ (8.2)$ (10.3)$
1X Sources -$ -$ -$ -$ -$ -$ -$ -$
1X Uses (16.7) (26.7) (16.6) (1.7) (1.7) (1.5) (1.5) (1.5)
Net Resources - (Uses)16.7$ 0.7$ (18.2)$ (4.0)$ (5.8)$ (7.7)$ (9.7)$ (11.8)$
Ending Fund Balance 116.0$ 116.7$ 98.5$ 94.4$ 88.6$ 81.0$ 71.3$ 59.5$
Ending Bal as % of Opr Budget (Target=12%)94%89%66%61%55%49%42%34%
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
2024
Actual
2025
Proj Actual
2026
Estimated
2027
Projected
2028
Projected
2029
Projected
2030
Projected
2031
Projected
Mi
l
l
i
o
n
s
Operating Revenue Base Operating Expenditure Ending Fund Balance
Long Range
Financial
Projection
2026-2031
2027/2028 BUDGET TIMELINE
Committee of the Whole JUN
Regular Council Meeting
JUL AUG SEPT NOVOCT
JUN JUL AUG SEPT OCT NOV
Communitywide
Budget Survey
April
Department
Presentations
October 12, 19, 26
Public Hearing #1
June 22
Mayor delivers budget
message;
Preliminary budget
presented to Council
October 5
Public Hearing #2
on Revenue Sources &
Proposed Budget
(as required by RCW
35A.34)
October 12
Public Hearing #3
November 2
Q1 Financial Update,
Revenue Assumptions,
Budget Survey and Dept
Priorities
June 22
PUBLIC ENGAGEMENT
•Three Public Hearings
•Community Budget Survey
Wider range of feedback on citywide priorities
Ability to reach diverse
population/demographics
Gather feedback earlier in the budget process
CHALLENGES
&
LIMITATIONS
•No Increased Revenues: Flat tax base and limited revenue
growth restrict additional programs
•Repurposing Existing Funds: Administrators will need to
consider reallocating current funding to support any new
programs or priorities
•Ongoing Capital Projects: Projects already in progress
require continued funding commitments
•Rising Costs: Inflation and supply chain impacts may
require additional appropriations to complete capital
improvements
•Limited Flexibility: Contractual obligations and essential
services reduce discretionary spending capacity
DEBT OPTIONS
backed by the full faith and credit of the city backed by user fee revenues
Revenue BondsGeneral Obligation (GO) Bonds
LIMITATION OF DEBT
1. General Obligation Debt – 2.5%
•Non-Voter Approval - up to 1.5% of city’s total assessed property value
•Funded through existing revenue (like taxes and fees)
•Voter Approval - up to 1% of the city’s total assessed property value
•Funded by an additional property tax (voter-approved bonds)
2. Utility – 2.5%
•Requires voter approval
•Funded by utility rates or special taxes
3. Open Space and Parks – 2.5%
•Requires voter approval
DEBT
14
BUDGET DEVELOPMENT – NEXT STEPS
•Leadership budget planning session – to identify
department needs and priorities
•Prioritize capital improvement projects
•Prepare baseline department budgets, long-range forecast
and revenue projections
•Citywide staff collaboration to consider budget requests,
recognize potential cost/budget savings and identify funding
sources
Questions?
2026 Council Retreat
Maryjane Van Cleave -Parks and Recreation Administrator
Kent Hay -Human Services Director
John Rupp –Parks & Trails Director
Homelessness Impact, Needs & Resources
Parks & Trails,Human Services Divisions
Purpose of Today’s Discussion
Today we will:
Review current operational
conditions
Examine the Auburn model and
its documented outputs
Identify structural components
behind those results
Outline considerations should
Renton pursue a similar model
Current Operational Conditions
Renton
This function is recurring and resource intensive.Most
capacity is focused on removal rather than restoration.
Encampment response currently involves:
Multi-department coordination (PD/Parks/HS)
Environmental cleanup
Property storage and documentation
Human services notification/coordination
Contractor deployment as needed
Equipment
Parks & Environmental Restoration
Considerations
Repeated impacts without restoration
accelerate long-term degradation.
This is a resource and lifecycle consideration.
Restoration capacity would require:
Dedicated ecological repair
resources
Urban Forestry - Native
planting and stabilization
Trail rehabilitation
Wildlife Restoration
Ongoing monitoring
Auburn Community Resource Center
(ARC) Overview
The Auburn Model Includes:
Centralized intake
location
Dedicated staff for
outreach
On-site service
navigation
Embedded partner
agencies
Structured referral
pathways
Defined operational
leadership and roles
Auburn Community Resource Center
Overview Continued - "We Care Program"
ARC Outreach & Housing Outputs
Observed trend: housing placements increased as coordination matured.
Structural Inputs Supporting
Auburns Outcomes
Auburn’s model includes:
Dedicated outreach team
HMIS integration
Housing Connector
partnership
Ordinances
Behavioral health access
coordination
Strategic Use of City funding
Dedicated Site
Data tracking
Q & A
Renton
Police Department
RENTON CITY COUNCIL RETREAT- 2026
STAFFING
Available
Positions •1
Background
Investigations •5
Oral Board
Interviews •12
Passing PST
Score •30
Test with PST •44
STAFFING
STAFFING
Our Purpose:
Deliver professional, unbiased law enforcement services in partnership
with our community.
What We Expect:
Professional Excellence:
Operate with integrity, service, valor, and professionalism
Provide exceptional, fair, and accountable policing
Community Impact:
Reduce crime through strategic enforcement and partnerships
Build trust through outreach, legitimacy, and transparency
Organizational Performance:
Leverage data, technology, and focused deployment
Develop and support a high-performing, healthy workforce
Foster leadership, innovation, and accountability
DEPARTMENT EXPECTATIONS
CRIME STATISTICS
Decrease of 3,754
calls for service from
2024 to 2025
-5.3% change from
2024 to 2025
CRIME STATISTICS
Calls for Service
Average Response Times 2025
CRIME STATISTICS
Crime Category
Count of
Cases 2025
5-Year
Average 5-Year Low 5-Year High
DUI 218 143 125 162
Pursuits/Eluding 55 13 2 24
Injury Hit/Run
Collision 65 45 36 53
Traffic - Criminal
Infraction 235 120 70 170
Injury Collision 434 354 314 394
Illegal Possession
Firearm/Weapon 29 21 18 24
Significantly Increased Cases in 2025
Analysis of increased crimes from
2020 – 2024 compared with 2025
CRIME STATISTICS
Significantly Decreased Cases in 2025
Analysis of decreased crimes from
2020 – 2024 compared with 2025
Crime Category
Count of
Cases 2025
5-Year
Average 5-Year Low 5-Year High
Robbery 75 119 97 140
Burglary - Residential 101 172 147 197
Burglary - Commerical 157 391 316 466
Motor Vehicle Theft 545 1051 821 1280
Assault - Firearm 50 80 69 89
Malicious Mischief 527 771 705 837
Illegal Discharge of
Firearm 20 47 31 63
CRIME STATISTICS
Traffic Stops and Citations
2021 to 2025
2091
2734
3173
4008
5121
1457 1526
1949
2817
0
1000
2000
3000
4000
5000
6000
2021 2022 2023 2024 2025
Co
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C
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Year
Comparison of Traffic Stops and Citations - 2021 to 2025
Traffic Stops Traffic Citations
PROSPECTIVE LEGISLATION
STAY OUT OF DRUG AREA- SODA
Judge’s order following an arrest or conviction for the
suspect to stay out of an area known for high drug activity.
Drug related crime, or crime that has a nexus to drug use.
PROSPECTIVE LEGISLATION
2023 2024 20252025
PROSPECTIVE LEGISLATION
SSODA ZONE
PROSPECTIVE LEGISLATION
•Opportunity for the City of Renton to lead the region with
a unique ordinance that balances treatment with
mandatory minimum jail sentences
•The thematic goal of the ordinance is to offer a direct line
to treatment, more effectively and efficiently than our
past/current processes.
•Compassion through accountability; the offender (repeat
offender) has a choice, the opportunity to be
assessed/evaluated then enter a treatment program best
suited to meet their needs. The mandatory minimum jail
sentence is built in as accountability – but allows an
offender to choose (petition the court) to opt into
treatment at any point of their mandatory sentence.
MINIMUM SENTENCING
TREATMENT:
•Offender can choose to opt into a treatment plan after
they receive an assessment; petition the court.
•SCORE Jail already provides SUD/MHI assessment
(between 48-72 hours) to determine the appropriate
treatment option(s).
•Dependent on assessment; program may be in-patient
or outpatient.
•Offender must complete check-in/compliance reports
tracked by the court; court order.
•Offender not in compliance will be considered in
violation of the court order and warrant of arrest could
be issued to complete their sentence.
PROSPECTIVE LEGISLATION
Anticipated outcomes:
•Safter city – less crime and victimization to our
community
•City departments working in collaboration to make this
program successful – all staying in their lanes of
responsibility
•More people suffering from SUD / MHI going into
(successfully completing) treatment programs
•Improved ROI for treatment funding; data tracking
•Increased economic impact to the city.
•Regional leader in King County with the compassion
through accountability approach
PROSPECTIVE LEGISLATION
ILLEGAL ACTIVITY IN ABANDONED BUILDINGS
ANIMAL CONTROL
Calls for Service
2024: 2,586
2025: 2,495
ANIMAL CONTROL
2025 Animal Control Budget
staff animal medical animal boarding
2025 AC Budget
Staff: $320K
Veterinary: $263K
Boarding: $466K
ANIMAL CONTROL