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AGENDA
Finance Committee Meeting
5:00 PM - Monday, August 10, 2015
Council Conference Room, 7th Floor, City Hall – 1055 S. Grady Way
AGENDA
1. City Attorney department requests authorization to create and fill an additional Legal
Assistant position at Salary Grade a07. The budget adjustment will be incorporated into
the 2015-2016 Mid-Biennial Budget Adjustment.
2. Transportation Systems Division requests authorization to hire a Civil Engineer III at Step E
of salary grade a28.
3. Executive Department requests authorization to adjust the 2015-2016 Biennial Budget by
$75,055 to allow for re-organizational changes within the department.
4. Community Services Department requests authorization to reclass the vacant position of
Facility Supervisor (salary grade a21) to Facility Manager (m28).
5. Community Services recommends approval of a lease amendment, extending the lease
term to ten years (exp. 12/31/2025), with Puget Sound Access (PSA) for the use of Carco
Theatre. Revenue generated is $2,500 a month.
REGULAR COUNCIL - 03 Aug 2015
SUBJECT/TITLE: Request to create and fill a new Legal Assistant position
RECOMMENDED ACTION: Refer to Finance Committee
DEPARTMENT: City Attorney
STAFF CONTACT: Larry Warren, City Attorney
EXT.: 6484
FISCAL IMPACT:
Expenditure Required: $ 98,500 Transfer Amendment: $ N/A
Amount Budgeted: $ N/A Revenue Generated: $ N/A
Total Project Budget: $ N/A City Share Total Project: $ N/A
SUMMARY OF ACTION:
In creating a Criminal Paralegal position in 2014, it was hoped that a Legal Assistant position could be
eliminated. That has not proven to be possible. Despite the use of technology and application of the LEAN
process, the demands on the Legal Assistant positions cannot be met without diverting the Paralegal from her
duties to assist the Legal Assistants. This is partially due to the recently added responsibility of Prosecution to
do pre-filing review of cases to ensure that they are complete and ready for filing and review and reduction of
qualifying Driving While License Suspended 3 (DWLS3) cases to avoid assignment of the cases to the Public
Defenders. But this has resulted in a shortened time line for the Legal Assistants to acquire the information for
pre-filing review. The Legal Assistants still have the normal work load of preparing case files for the
prosecutors for trial and providing discovery for defense attorneys.
The lack of sufficient Legal Assistants has diverted the Criminal Paralegal from her primary job responsibilities
of supporting the Domestic Violence prosecutor, supporting defense of appeals from municipal court, assisting
in property forfeitures cases and serving as backup to the Civil Paralegal during vacations, sick days and
extraordinary high work demands.
EXHIBITS:
A. Issue Paper
STAFF RECOMMENDATION:
Create and fill an additional Legal Assistant position for Prosecution. The budget adjustment will be
incorporated into the 2015 – 2016 Mid-Biennial Budget Adjustment.
AGENDA ITEM # 1.
CITY ATTORNEY
DEPARTMENT
M E M O R A N D U M
DATE: July 21,2015
TO: Ed Prince, Council President
Members of the Renton City Council
VIA: Denis Law, Mayor
FROM: Larry Warren, City Attorney (x 6484)
SUBJECT: Request to create and fill a new Legal Assistant position
ISSUE:
Should the City Council approve a request to create and fill a new Legal Assistant
position and approve the associated budget increase to the City Attorney Department’s
2015 – 2016 Mid‐Biennial Budget Adjustment?
RECOMMENDATION:
Approve the request to create a new Legal Assistant position and approve the
associated budget increase to the City Attorney Department’s 2015 – 2016 Mid‐Biennial
Budget Adjustment, so the position can be filled at the start of 2016.
BACKGROUND SUMMARY:
In 2014 Council approved the conversion of a Legal Assistant position to a Paralegal
position, but did not back fill the vacant Legal Assistant position. At the same time, the
Council approved a new full time Prosecuting Attorney to focus on Domestic Violence.
It has become apparent that the City Attorney Department requires the services of
another Legal Assistant position. Despite concentrated efforts to employ LEAN
principles throughout our processes and utilize available technology such as Laser Fiche,
O Court, and MSP‐LawBase importation, it has become apparent that it is necessary to
add a Legal Assistant position to our support staff.
To maintain the work flow necessary to meet the court dates set on citations our staff
must be able to obtain records from both local and many distant governmental
agencies. They must be able to then provide; on a timely basis, all information
connected with any given case to the attorney of record for the defendant. In addition,
this information must be collected well before hearings are held so that the prosecutors
have all relevant information to negotiate possible plea deals on cases. This information
collection and distribution is the most time sensitive aspect of prosecution with case
dismissals the ultimate result of inadequate performance.
AGENDA ITEM # 1.
Ed Prince, Council President
Renton City Council Members
Page 2 of 3
July 21, 2015
The Judge has asked for a probable cause statement on all filed cases. This requires the
support staff to review the various reports, excerpt them, draft the probable cause
statement and have it reviewed by the responsible attorney.
The Prosecution team has also taken on the responsibility of pre‐filing review of cases
and early reduction of charges, particularly of Driving while License Suspended 3, to
limit the number of cases being assigned to the Public Defender This not only helps to
ensure that the case load of the Public Defender meets Supreme Court guidelines but
also assists to keep the cost of Public Defense from escalating. This early review places
time demands on the Legal Assistants.
Because of the clerical work necessary to gather, organize and disperse all of the
information essential to trial preparation, the criminal Paralegal has been largely
required to do Legal Assistant work rather than the expected Paralegal work.
Consequently, she has not been able to provide the anticipated support to the DV
prosecutor, handle appeals from municipal court to superior court and prepare the
cases for property forfeitures for drug cases. The criminal Paralegal is primarily doing
the work of a Legal Assistant rather than her assigned duties. The Administrative
Assistant has also been required to perform some clerical duties in order for the Legal
Assistants to timely do all of their work.
Additionally, the police department is 25 officers short of full staffing and has a number
of officers at the academy at this time. Once all of these positions are filled and those
officers graduate and complete their field training, there will be substantially more
tickets and citations that will come to our office to be processed. The demand on the
Legal Assistants is only going to increase in intensity as more and more officers “hit the
streets” when their training is complete.
A third Legal Assistant position will enable our department to (1) better manage the
work load of the department; (2) keep the Domestic Violence as a separate team
approach as the Mayor has requested; (3) help supervisory staff with back‐up coverage
during vacations, sick leave and other times when an employee is away from work; (4)
give some relief to the civil Paralegal; and (5) allow staff to have the ability to help
prosecutors or other attorneys in the office with special projects that may need to be
done.
The creation of a new Legal Assistant position will require an increase in the City
Attorney Department’s 2015 – 2016 Mid‐Biennial Budget Adjustment in the sum of
$98,500 for salaries, benefits and technical needs of a new employee.
AGENDA ITEM # 1.
Ed Prince, Council President
Renton City Council Members
Page 3 of 3
July 21, 2015
Therefore, for the above reasons, it is our recommendation that the Council approve
the City Attorney Department’s request to create a new Legal Assistant position and
approve the associated increase to the City Attorney Department’s 2015 – 2016 Mid‐
Biennial Budget Adjustment in the amount of $98,500, so that the position may be filled
at the start of 2016.
AGENDA ITEM # 1.
REGULAR COUNCIL - 03 Aug 2015
SUBJECT/TITLE: Hire the Public Works Department Transportation Systems Division
Civil Engineer III at Grade a28, Step E
RECOMMENDED ACTION: Refer to Finance Committee
DEPARTMENT: Transportation Systems Division
STAFF CONTACT: Doug Jacobson, Deputy Public Works Administrator
EXT.: 7242
FISCAL IMPACT:
Expenditure Required: $ 194,490 Transfer Amendment: $ N/A
Amount Budgeted: $ N/A Revenue Generated: $ N/A
Total Project Budget: $ N/A City Share Total Project: $ N/A
SUMMARY OF ACTION:
On April 20, 2015, Council authorized the Public Works Department Transportation Systems Division to
increase staffing by 2.0 FTEs. This staffing increase included the addition of a 1.0 FTE Civil Engineer II/III to
increase project management capacity within the division. The other authorized 1.0 FTE was for the addition
of an Administrative Secretary I.
Following an extensive recruitment and interview process, the most qualified candidate has accepted the
position of Civil Engineer III contingent on the city matching her current salary. In order to meet this request,
the city must offer this candidate the Civil Engineer III position at Grade a28, Step E. Funding for the new
position will be from the Street Fund 003 with approximately 50% of their time charged to the various project
grants (Fund 317), totaling a difference of $46,664 in 2015 and $147,826 in 2016.
EXHIBITS:
A. Issue Paper
STAFF RECOMMENDATION:
Authorize the Public Works Department Transportation Systems Division to hire a Civil Engineer III at Grade
a28, Step E, effective August 28, 2015. The budget adjustment for funding this position has been incorporated
into the 2nd quarter budget adjustment ordinance.
AGENDA ITEM # 2.
PUBLIC WORKS DEPARTMENT
M E M O R A N D U M
DATE:August 3, 2015
TO:Ed Prince, Council President
Members of the Renton City Council
VIA:Denis Law, Mayor
FROM:Gregg Zimmerman, Public Works Administrator
STAFF CONTACT:Doug Jacobson, Deputy Public Works Administrator-
Transportation, ext. 7242
SUBJECT:Hire the Public Works Department Transportation Systems
Division Civil Engineer III at Grade a28, Step E
ISSUE:
Should the Public Works Department Transportation Systems Division be authorized to
hire a 1.0 FTE Civil Engineer III at Grade a28, Step E, effective August 28, 2015?
RECOMMENDATION:
Authorize the Public Works Department Transportation Systems Division to hire a 1.0
FTE Civil Engineer III at Grade a28, Step E, effective August 28, 2015.
BACKGROUND SUMMARY:
On April 20, 2015, Council authorized the Public Works Department Transportation
Systems Division to increase staffing by 2.0 FTEs. This staffing increase included the
addition of a 1.0 FTE Civil Engineer II/III to increase project management capacity within
the division. The other authorized 1.0 FTE was for the addition of an Administrative
Secretary I.
Following an extensive recruitment and interview process, the most qualified candidate
has accepted the position of Civil Engineer III contingent on the city matching her
current salary. In order to meet this request, the city must offer this candidate the Civil
Engineer III position at Grade a28, Step E. The candidate currently holds a similar
position with another eastside municipality and her education and experience in capital
project management will be an asset to the city.
AGENDA ITEM # 2.
Ed Prince, Council President
Members of the Renton City Council
Page 2 of 2
August 3, 2015
The annual wage for a Civil Engineer III at Grade a28, Step C is $83,580 while the annual
wage for a Civil Engineer III at Grade a28, Step E is $92,160. The increased cost
therefore is $2,145 in 2015 and $8,580 in 2016. The budget is sufficient to cover these
costs.
Funding for the new position will be from the Street Fund 003 with approximately 50%
of their time charged to the various project grants (Fund 317). The budget adjustment
for funding this position has been incorporated into the 2nd quarter budget adjustment
ordinance.
cc:Iwen Wang, Administrative Services Administrator
Nancy Carlson, Human Resources/Risk Management Administrator
Doug Jacobson, Deputy Public Works Administrator, Transportation
Bob Hanson, Transportation Design Manager
Cathryn Laird, Human Resources Manager
Brian Sandler, Human Resources Analyst
Hai Nguyen, Finance Analyst
File
AGENDA ITEM # 2.
REGULAR COUNCIL - 03 Aug 2015
SUBJECT/TITLE: Reorganization of Executive Department
RECOMMENDED ACTION: Council Concur
DEPARTMENT: Executive
STAFF CONTACT: Preeti Shridhar, Deputy Public Affairs Administrator
EXT.: 6569
FISCAL IMPACT:
Expenditure Required: $ 75,055 Transfer Amendment: $ N/A
Amount Budgeted: $ 43,956 Revenue Generated: $ N/A
Total Project Budget: $ N/A City Share Total Project: $ N/A
SUMMARY OF ACTION:
There has been a significant increase in workload for the Executive Department along with recent staff
vacancies. The addition of the Inclusion and Diversity program, and the transfer of the city’s legislative
relations functions, as well as additional marketing partnering efforts cannot be adequately addressed with
the existing staffing levels. The Administration proposes the following changes to better address the increased
workload and provide more effective oversight:
Create the Communications Manager position, while un-funding a Communications Specialist II position, which will
result in a biennial net cost of $3,530 (assuming a hire at the “C” step) and $12,000 ongoing annually.
Fill a Communications Specialist II at the Specialist I level, which will result in a biennial savings of $8,805 ($18,791
ongoing annually).
Increase the hours of the Office Assistant Print Shop by 25% to 0.625 FTE, which will cost an additional $13,375 for
the biennium ($9,933 ongoing annually).
Restore the Secretary II position to full time from 0.5 FTE, which will result in an additional $66,955 for the biennial
($50,791 annually).
The total ongoing annual budget impact is estimated at $53,934.
EXHIBITS:
A. Issue Paper
STAFF RECOMMENDATION:
Authorize the recommended budget adjustment of $75,055 to the 2015-2016 Biennial Budget, and associated
changes in positions that will reorganize the Executive Department as follows:
Authorize new Communications Manager (m26)
Fill a Communications Specialist II position at Communications Specialist I level (a12)
Leave second Communications Specialist II position unfilled and unfunded
Increase Print Shop Office Assistant position hours (a01) from 20 hours/week to 25 hours/week (0.50 FTE
to 0.625 FTE)
Increase the 0.50 FTE Secretary II position to full time
AGENDA ITEM # 3.
EXECUTIVE DEPARTMENT
M E M O R A N D U M
DATE:August 3, 2015
TO:Ed Prince, Council President
Members of Renton City Council
VIA:Denis Law, Mayor
FROM:Jay Covington, Chief Administrative Officer
STAFF CONTACT:Preeti Shridhar, Deputy Public Affairs Administrator x6569
SUBJECT:Proposal for Executive Department Reorganization
ISSUE:
Should the city reorganize certain staff positions within the Executive Department to
more effectively meet the demands of new programs and increased workload?
BACKGROUND:
The Executive Department includes the Mayor’s Office and the Communications
Division. Following the 2009 budget challenges, the Executive Department reduced
staffing by 40% including one Office Assistant in the Print Shop, two Communications
Specialists, Secretary II full time position changed to 0.50 position, and the consolidation
of the responsibilities of the former Assistant Chief Administrative Officer (ACAO) with
that of the Communications Director to create the position of Deputy Public Affairs
Administrator. Since those changes, there have been further additions to the
responsibilities in the Executive Department including the addition of the functions of
the Inclusion and Diversity Program, Intergovernmental Relations, Renton Community
Marketing Program and key city partnerships such as Seahawks and SIFF. The Deputy
Public Affairs Administrator is currently responsible for these functions.
Earlier this year, there were two vacancies created by the sudden passing of one of the
Communications Specialists II and the resignation of the other Communications
Specialist II. This has provided an opportunity to reorganize the department to address
the significant increase in workload and provide better alignment of our resources. The
primary responsibilities of the new or changed positions under this proposal are briefly
described below:
Deputy Public Affairs Administrator (no change): Under the direction of the Mayor and
CAO, this position will direct the city’s cross-departmental administrative and policy
development functions; facilitate the development of the citywide business plan, local
AGENDA ITEM # 3.
Ed Prince, Council President
Members of Renton City Council
Page 2 of 5
August 3, 2015
and regional intergovernmental relations, internal and external communications
function, inclusion and diversity efforts, and cable management and franchise
operations; represent the city at community events; and be the primary liaison with key
city partners such as the Seahawks, SIFF, and community marketing partners. The
position will continue to be responsible for and manage communications. This position
will supervise the Communications Manager, Print and Mail Supervisor, and Diversity
and Inclusion Consultant in addition to overseeing Inter-governmental Relations
Lobbyist/Consultant, Cable Franchise, and Channel 21 operations and management
contract with Puget Sound Access.
Communications Manager (new position): Under the direction of the Deputy Public
Affairs Administrator this position will be a working manager who will assume some of
the communications-related tasks currently performed by the Deputy Public Affairs
Manager including writing speaking points, news releases, and brochure copy;
developing and implementing marketing and communications strategies to leverage
social media, digital, and multi-media activities; and serving as a public information
officer during emergency and disaster situations. The position will track and oversee
graphic design projects. One of the initial priority tasks for this position will be
coordinating and leading a citywide/interdepartmental effort to implement the city’s
new website. This position will supervise the Communications Specialist I, the Web
Specialist and the Social Media Intern.
Communications Specialist I (downgrade from Specialist II): The Communications
Specialist I will have strong multi-media skills and provide technical support for
communications. The position will help create brochures, flyers, and other marketing
and communications publications; assist with news releases; and provide creative
support for internal and external communications including graphic design, event
photography, video creation, website postings, digital and social media, and the city’s
e-communications projects.
Office Assistant Print Shop (additional 5 hours/week): Currently this position runs the
mail route for the city including all city facilities and provides support for the print
function. Since the staff reduction in 2009, there has been a significant increase in the
demands of the print shop. By increasing the Print Shop Office Assistant’s hours from 20
hours/week to 25 hours/week (0.50 to 0.625), we would eliminate any overtime needs
and meet increased print and mail workload. Currently the Office Assistant spends 8 to
10 hours just running the mail route for Fire Department’s critical mail.
Secretary II (restore to full-time): Reinstating this position in the Executive Department
will provide much needed administrative support and help address the increased
administrative demands from the Inclusion program and inter-governmental relations.
Restoring this position will free up both the Council Liaison and Executive Assistant from
receptionist and basic clerical responsibilities, allowing them to conduct higher level
support functions such as research and analysis.
AGENDA ITEM # 3.
Ed Prince, Council President
Members of Renton City Council
Page 3 of 5
August 3, 2015
Unfund second Communications Specialist II position: With the realignment of the
communications responsibilities to the new Communications Manager position and the
Specialist I position, the increased clerical support, and the continued support through
our social media intern and graphic design contractor; we are recommending that the
second Communications Specialist II position be left unfilled and unfunded.
Budget Impact (effective September 1, 2015):
•Creating the Communications Manager position, while un-funding a Specialist II
position results in a biennial net cost of $3,530 (assuming a hire at the “C” step) and
$12,000 ongoing annually.
•Filling the Communications Specialist II position at the Specialist I level will result in a
biennial savings of $8,805 ($18,791 ongoing annually).
•Increasing the hours of the Office Assistant Print Shop by 25% to .625 FTE will cost
an additional $13,375 for the biennium ($9,933 ongoing annually).
•Restoring the Secretary II position to full time from 1/2FTE will result in an additional
$66,955 for the biennial ($50,791 annually).
The total 2015-2016 biennial net cost is estimated at $75,055.
The total ongoing annual budget impact is estimated at $53,933.
The following organizational chart shows the proposed structure and responsibilities of
the Executive Department under the Responsibility of the Deputy Public Affairs
Administrator (The Secretary II position will be supervised by the Executive Assistant):
AGENDA ITEM # 3.
Ed Prince, Council President
Members of Renton City Council
Page 4 of 5
August 3, 2015
Recent Accomplishments and Upcoming Priorities:
Here are some examples of a few recent accomplishments of the Executive Department
and upcoming priorities that the proposed reorganization will help accomplish, given
the expanded responsibilities.
Program Accomplishments Priorities
Inclusion and
Diversity
•Significantly expanded the Inclusion and
equity program
•Provided Inclusion training for all city
employees
•National awards; recognized as regional
leader
•Created Mayor’s Inclusion Task Force
•Successfully implemented Renton Career
Fair
•Partnered with school district on Career
Day
•Hosted several community events to
build relationships with law enforcement
•Create roadmap for Inclusion
•Establish and implement work plan for
Mayor’s Inclusion Task Force
•Finalize and implement use of equity
lens
•Revise and implement equitable policies
for hiring, purchasing and testing
•Continue and expand Inclusion Training
•Enhance community engagement
•Continue and expand on citywide
community events such as Career Fair,
International Festival
Intergovernmental
Relations
Developed Renton’s legislative agenda
Achieved major successes for Renton’s
priorities including Transportation,
Capital budget ($12.5 million in 2014 and
$2.5 million in 2015), Public Safety and
more
•Continue to build relations with our
legislators
•Establish legislative agenda and seek
support for Renton’s priorities
•Enhance regional relationships
•Establish federal legislative priorities as
needed
Cable Franchise/
Channel 21
Signed 10-year cable franchise agreement
with Comcast providing increased funding
and resources
Greatly expanded programming on
channel 21 –added new Cityscape
monthly program
Continue to explore other franchise
options for customers
Upgrade Channel 21
Continue to expand programming
Communications Redesigned all major publications and city
newsletters including new logo
Expanded monthly e-newsletter to over
15,000 subscribers
Significantly expanded city’s social media
presence –average weekly reach of over
10,000
Communication and coordination of key
events – Seahawks rally, SIFF
Maintained strong media relations
Added wide format banners; PDF inserts
for electronic bills
Working on new Sharepoint site
Launch new website
Expand social media to include more
sites and stronger multi-media
presence; enhance web connectivity
with social media
Expand communications and
information access on mobile
platforms/smart phone apps
Continue to expand reach and impact of
city’s newsletters and e-newsletters
Continue to build on media relations,
especially with ethnic media
Update city’s photo and video libraries
Enhance internal communications
AGENDA ITEM # 3.
Ed Prince, Council President
Members of Renton City Council
Page 5 of 5
August 3, 2015
The Administration proposes the reorganization of the Executive Department to be
more productive, innovative, effective, and better suited meet service needs. There will
be no additional budget requirements.
RECOMMENDATION:
Council authorize recommended budget adjustment of $75,055 to the 2015/2016
Biennial Budget, and associated changes in positions that will reorganize the Executive
Department as follows:
Authorize new Communications Manager (m 26)
Fill a Communications Specialist II position (a21) at Communications Specialist I
level (a 12)
Leave second Communications Specialist II position unfilled and unfunded
Increase Print Shop Office Assistant’s (a 01) hours from 20 hours/week to 25
hours/week (0.50 to 0.625)
Increase the 0.50 Secretary II position (n 07) to full time
AGENDA ITEM # 3.
REGULAR COUNCIL - 03 Aug 2015
SUBJECT/TITLE: Facility Supervisor Position Change to Facility Manager
RECOMMENDED ACTION: Refer to Finance Committee
DEPARTMENT: Community Services
STAFF CONTACT: Peter Renner, Facilities Director
EXT.: 6605
FISCAL IMPACT:
Expenditure Required: $ $13,000 Transfer Amendment: $ N/A
Amount Budgeted: $ N/A Revenue Generated: $ N/A
Total Project Budget: $ N/A City Share Total Project: $ N/A
SUMMARY OF ACTION:
Recent and pending retirements provide us with the best opportunity to review Facilities Division operations
and to propose changes. We do this in the interest of improving our business practices, providing better
service, and aligning the Division in a more relevant way.
Facility Management has become increasingly dependent on technology and the technology grows ever more
complex. Building systems are managed more on keyboards than in boiler rooms. The need for more
technologically skilled managers is exacerbated by the increasing life span of City facilities and the increasing
need for energy and maintenance management . The potential for equipment failures and building envelope
problems has increased since the last divisional reorganization many years ago.
As we have had openings for Facility Technicians, we have replaced generalists with knowledge-specific
technicians, such as our Facility HVAC Technician and our Facility Electrical Technician. These modifications
are also driven by higher levels of licensing compliance in order to perform certain types of work. The results
of improving our technological expertise in these areas have been very positive.
We also seek to address the issue of a lack of redundancy in our employee knowledge base. When control
systems malfunction, we are limited in our response capacity to one or two employees having the ability to
diagnose and fix the issue. We have insufficient technological bandwidth and that puts the City in a
disadvantaged position.
Therefore, we are proposing to upgrade the vacant Facility Supervisor position to Facility Manager. This
position would change from a represented a21 to a non-represented m28. While a demonstrated strong
background in employee management remains key, the job description has been re-worked to emphasize the
education, experience, professional certifications and technological competence that we see as necessary for
effective building management into the future.
AGENDA ITEM # 4.
The attached Cost Detail shows an incremental increase of roughly $8500, including benefits, per year, to
make this change. Salary savings will support a portion of the costs. We strongly encourage Council to
support it.
EXHIBITS:
A. Cost Detail Spreadsheet
B. Facility Manager Job Description
C. Facilities Organization Chart
STAFF RECOMMENDATION:
Council approve the change of Facility Supervisor at a21 to Facility Manager at m28.
AGENDA ITEM # 4.
Drafted by HR; Finance to verify
Data as of 6-16-15
Pay Pay Total New
Current Title Step Range New Position Title Step Range Funding Comments
Parks Maintenance Supervisor E a21 Parks Maintenance Manager C m28 $8,528 Reclassify one Parks Maintenance Supervisor to
Manager
$8,528
2015
FACILITIES DIVISION REORGANIZATION - Staffing Cost Detail
CURRENT STATUS RECOMMENDED CHANGES
AGENDA ITEM # 4.
FACILITIES DIVISION REORGANIZATION - Staffing Cost Detail
2015 Drafted by HR; Finance to
verify
(Calculations based on actual step increases) Data as of 6-16-15
CURRENT STATUS RECOMMENDED CHANGES
Pay Annual Pay Annual Increase/ Additional New
Funding
Current Title Range Salary
Max
New Position
Title
Step Range Salary Decrease Benefits
(20.04%)
Request Comments
Facilities
Supervisor a21 $77,592 Facilities
Manager C m28 $84,696 $7,104 $1,424 $8,528
Reclassifying the
Facilities
Supervisor to
Manager
NEW
FUNDING:
$8,528
New Funding Request: $8,528
Less 6 months for 2015: $4,264
TOTAL 2015 NEW
FUNDING: $4,264
New Funding: $8,528
Plus 2.5% COLA: $213 (Estimate for
2016)
TOTAL 2016 NEW
FUNDING: $8,741
TOTAL 15/16 NEW
FUNDING:
$13,005
AGENDA ITEM # 4.
CLASS TITLE:FACILITIES MANAGER (03086)
FLSA STATUS: BARGAINING UNIT: PAY RANGE:
Exempt Non Represented m28
JOB SUMMARY:
Considered a working manager, oversee a workgroup or small division. Will have direct
reports and may have indirect reports. Direct, organize, and administer a comprehensive
maintenance program for City buildings and facilities. Manage employee performance
(promote, coach, mentor, and discipline); terminate in conjunction with a superior.
Monitor and maintain a designated budget. Determine how to ensure
department/strategic goals are implemented. Policy development, updates,
interpretation, and administration.
SUPERVISION:
Reports To: Facilities Director
Supervises: Electrical Technicians, Facilities Technicians, HVAC System Technicians,
and/or Custodial Maintenance Supervisors
JOB DUTIES/RESPONSIBILITIES:
Essential Functions:
Plan, organize and manage the building and facilities maintenance operations for the
City.
Recruit, hire, train, recognize, promote, coach, mentor, develop, evaluate, and
discipline the performance of assigned staff. Terminations handled in conjunction
with a superior.
Delegate/assign, prioritize, review, and ensure timely completion of duties of assigned
staff.
Assist in establishing and implementing the goals of the Facilities division or
Community Services department.
Evaluate Facilities operations to improve customer service, productivity and efficiency,
and resolve work-related complaints and issues that cannot be addressed by staff.
Provide technical and policy information to the public, and meet with complainants to
resolve building maintenance or custodial problems and maintain positive relations.
Prepare and control assigned budgets, control and approve expenditures and capital
purchases, monitor, prepare and submit periodic budget updates, and monitor
assigned performance measures.
Schedule and supervise day-to-day operations and activities of building maintenance
staff, and organize and coordinate work assignments and priorities.
AGENDA ITEM # 4.
Comment [CL]: Redundant with the
“approve purchase requisitions” two
bullets up.
Comment [CL]: Also redundant with the
same bullet above.
Comment [CL]: Redundant with above.
Comment [CL]: Redundant with above.
Comment [CL]: Moved from “Ability
To…”
Comment [CL]: This should be a
standard function, not an essential
function.
Comment [CL]: Moved from “Ability
To…”
Facilities Manager - Continued Page 2
Assist in the planning, scheduling and implementation of short-and long-range
projects.
Establish and implement effective preventive maintenance programs.
Research, review, and recommend security system infrastructure, including intrusion
detection, video monitoring, and fire protection systems.
Stay current with all applied technology pertinent to City operations; recommend
options for energy savings, sustainability, and increased employee productivity
through upgrades and retrofit processes.
Inspect and coordinate electrical power quality to City buildings, equipment and
microcomputers; research and recommend equipment and systems to purchase.
Approve purchase requisitions, develop estimated replacement costs and equipment
specifications, and recommend establishing open purchase order accounts at local
vendors.
Research vendors and/or outsourced providers for best source, price and quality of
supplies, equipment, elevator service, extinguisher service, tools, vehicles, etc.
Train assigned personnel and secure outside safety experts to conduct special safety
training, and attend related safety seminars and committees.
Prioritize, schedule and coordinate work projects with other City staff and citizens
groups, and attend a variety of meetings related to assigned operations and activities.
Request bids and proposals for work to be performed, monitor contractor work, and
inspect completed work and work in progress to ensure compliance with project
specifications and applicable laws, codes and regulations.
Oversee various records and reports, including work accomplished and in progress,
inventory control of equipment and materials, materials purchased and used, cost
estimates, hazardous materials and safety records, and priorities of work projects.
Interpret and explain policies and regulations, and remain current regarding
applicable laws, codes, rules and procedures pertaining to the safe and efficient
operation of City facilities.
Respond to emergency calls after hours and on weekends (shared responsibility).
Standard Functions:
Operate a variety of equipment including vehicles, welding equipment, testing meters
and gauges, buffers, hydraulic lifts, power concrete trowels, power line monitor,
personal computer for HVAC controls and a variety of hand and power tools.
Maintain vendor lists, and on-line or printed catalogs and brochures.
Perform related duties as assigned.
EDUCATION, EXPERIENCE, AND LICENSE REQUIREMENTS:
Trade school courses in electricity, electronics, building control systems, HVAC,
plumbing, painting and other construction trades.
8 years increasingly responsible building maintenance and repair experience.
AGENDA ITEM # 4.
Comment [CL]: Moved from
“Knowledge of…”
Facilities Manager - Continued Page 3
Or 10 years of relevant education and experience.
4 years supervisory experience.
Pool Operator’s Certification (or obtain within one year of hire).
Valid Washington State driver's license.
Successful passing of a national fingerprint-based records check.
College degree preferred.
Certifications preferred:
o CFM (Certified Facility Manager)
o SFP (Sustainability Facility Profession)
o FMP (Facility Management Professional)
o BOC (Building Operator Certification).
Public sector experience preferred.
KNOWLEDGE, SKILLS, AND ABILITIES REQUIREMENTS:
Oral communication and presentation skills.
Written communication skills, ensuring correct grammar, spelling, punctuation and
vocabulary.
Technical writing skills.
Interpersonal skills using tact, patience, and courtesy.
Effective, professional, and positive interactions with difficult individuals.
Understand and follow direction given.
Meet schedules and deadlines.
Accurate advanced mathematical skills.
Recordkeeping skills.
Report preparation and distribution skills.
Budget development and control skills.
Research and analytical skills.
Decision-making skills.
Conflict resolution and problem-solving skills.
Leadership skills.
Detail-oriented and organization skills.
Ability to:
o Read and understand blueprints, specification documents, schematics and
sketches.
o Work independently.
o Negotiate viable solutions under a variety of circumstances.
o Analyze situations accurately and adopt an effective course of action.
o Generate complex reports.
Knowledge of:
o Methods, materials and equipment used in various building maintenance and
repair trades such as plumbing, HVAC, electrical, carpentry and painting.
AGENDA ITEM # 4.
Comment [CL]: Most of this section is
redundant with above or where noted, was
added into the new KSAs.
Comment [CL]: Most of this section is
redundant with above or where noted, was
added into the new KSAs.
Facilities Manager - Continued Page 4
o Methods, materials, and tools used in construction, building maintenance, and
facilities operations work.
o Proper use of relevant safety devices or equipment.
o Microsoft Word, Excel, Outlook.
WORK ENVIRONMENT/PHYSICAL DEMANDS:
The following represent the physical demands that must be met to successfully perform
the essential functions of this job:
80% of work is performed in a typical office environment and involves moving
throughout the facility and community. The remaining 20% of work is performed
in and around City building and facilities.
Driving and field work required.
Constantly operate a computer and other office equipment.
Frequent communication with City employees and customers.
Climb and work from ladders, climb stairs, good reflexes and eyesight, and
bending, stretching, and standing for extended periods.
Exposure to high voltage wires, hazardous materials, heights, and noise from
equipment.
Lift or move items weighing up to 50 pounds on occasion.
Noise level is moderately quiet in the office and moderate loud out in the field.
Approved reasonable accommodation requests will be made to enable individuals with
disabilities to perform the essential functions of the job.
Established Date: August 1994
Revised: May 2007, June 2015Original Title: Building Maintenance Manager
AGENDA ITEM # 4.
FACILITIES DIVISION
Facilities Manager m28
Greg Stroh
1HVAC Systems Technician ai1
—t Scott Obrigewitsch J
_f Electrical Technician a19
Matt Mosebach
Facilities Technician 11 alS
Paul Youngedyk
Facilities Technician I a13
Sam Kamphaus
Facilities Technician I a13
Casey Pearson
*Note:Facilities Supervisor,filled by
Dennis Conte,will be reclassified to a
Facilities Manager.Job description in
the process of being updated.Dennis
resigned effective July 2015.
tcustodial Maintenance Supervisor a171
t Joseph Dewey
Maintenance Custodian a071
Phin Gilman
_jitenance Custodian aO
James Leathley
Custodian aOl
Jeff Arntz
Custodian aOl
Frances Lortz
Custodian aOl
Erendida (Wendy)RodriguJ
Custodian aOl
Robert Sowards
Facilities Coordinator a25
Michael Nolan
tCustadjai Maintenance Supervisor a17
Kevin Bradley ]
Maintenance Custodian aO
Con Ledvina ]
—tMaintenance Custodian a0
Johnny So J
—aintenance Custodian a071
loel Swift ]
—fl Lead CustodIan a04
(Rebecca Dawson
Custodian aOl
Frederick Ferraro
—
Custodian aOl
William Thomas
—
Custodian aOl
Vacant
Facilities Director
L Peter Renner
1 Facilities Manager *m28
]Vacant 1
Jintenance Custodian aO7
Daniel Eagan
I 1 ]
H 1
CS-Facilities Updated 6/15/2015 AGENDA ITEM # 4.
REGULAR COUNCIL - 03 Aug 2015
SUBJECT/TITLE: LAG-13-001 Lease Amendment - Carco Theatre / Puget Sound Access
(PSA)
RECOMMENDED ACTION: Refer to Finance Committee
DEPARTMENT: Community Services
STAFF CONTACT: Peter Renner, Facilities Director
EXT.: 6605
FISCAL IMPACT:
Expenditure Required: $ N/A Transfer Amendment: $ N/A
Amount Budgeted: $ N/A Revenue Generated: $ $2500/month
Total Project Budget: $ N/A City Share Total Project: $ N/A
SUMMARY OF ACTION:
Council recently received an update from Puget Sound Access (PSA) regarding the operation of the Carco
Theatre. After a demanding opening, PSA made some aggressive changes that included hiring a theater
operations business consultant, a dedicated full-time theater manager, a full-time support staff person, and a
part-time general manager.
As you heard in their presentation, these changes have already resulted in levels of theater bookings not seen
in many years and with broad support for diverse cultural, demographic, and community participation.
The City was asked to restructure the Lease for a number of reasons. The most significant change was to
extend the lease term to ten years. This is the length of time commitment that is required to qualify for
4Culture and other grants, which are expected to be a significant source of revenue for needed theater
improvements.
PSA also presented a pro forma scenario showing that they could not break even, especially in the near term,
with the structure of the percentage of booking fee rents so those were modified. While the rents percentages
were maintained, the modification was to extend rents at 14% from the third through the tenth year of the
lease.
City use of the theater was also addressed in a collaborative way that allows PSA additional flexibility in
booking around City uses while insuring sufficient dates for the important community uses that already have a
place in the Recreation Division calendar, as well as trainings for the Police Department.
These changes have all been proposed with the specific intent to insure the sustainability and effectiveness of
the operation of Carco Theatre.
EXHIBITS:
A. Lease Amendment
AGENDA ITEM # 5.
STAFF RECOMMENDATION:
Council approve the Lease Amendment with PSA
AGENDA ITEM # 5.
1
ADDENDUM “A” TO CARCO THEATER LEASE
The Carco Theater Lease (“Lease”), dated January 28, 2013, known as LAG 13-001,
between the City of Renton (“City” or “Lessor”), and Puget Sound Access, (“PSA” or “Lessee”)
for lease of the property described in said Lease, is amended as shown below. All other
provisions of the Lease shall remain in full force and effect.
ARTICLE 1.
Section 1.1 Date of Lease:
January 1, 2015 – December 31, 2025
Section 1.6 Lease Term:
1.6.1.The Amended term of this Lease shall be ten (10) years, beginning on
January 1, 2015 (the “Commencement Date”), and ending on December 31,
2025.
Section 1.9 Rent and Other Charges Payable by Lessee:
1.9.4 Revenue Sharing: In addition to the monthly Base Rent above, Lessee
shall pay monthly to Lessor the following amounts based on theatre uses,
including venue-generated post-event, post-production, and media
distribution services. Such amounts shall not include any taxes paid by Lessee
or gratuities.
1st Year (2015)12% of venue-generated gross receipts
2nd Year (2016)13% of venue-generated gross receipts
3rd through 10th Year (2017-2024)14% of venue-generated gross receipts
Income that PSA generates in ways that do not involve Carco Theatre
bookings are not subject to percentage rents. PSA will make good faith efforts
to grow and improve Carco Theatre capacity and technical support to attract
clients and to be a better resource to the community on a continuous basis.
1.9.4.1 Reduction in Revenue Share if Lessee not qualified for Excise Tax
Exemption: If Lessee is not qualified for Excise Tax Exemption as set forth in
1.9.3, and if Lessee is therefore paying 12% or more in Excise Tax, then the
Revenue Sharing percentages during any year of the extended Term shall be
modified as follows: 0% of venue-generated gross receipts for annual gross
receipts under $150,000; 5% of venue-generated gross receipts for annual
gross receipts over $150,000; and 10% of venue-generated gross receipts for
annual gross receipts over $250,000.
1.9.4.2 PSA Improvements: PSA has financed improvements within a portion
of the basement of the premises as permitted by City. The Contract between
PSA and Harto Construction for said improvements is attached to this
Amendment. The total amount financed by PSA is $36,079.31 (the “Costs”).
AGENDA ITEM # 5.
2
Lessor agrees that Lessee may subtract the costs of these improvements from
any rent currently past due, and/or Lessee may subtract the costs of these
improvements from up to half of any future rent payments, until the Costs are
equal to the amount of unpaid rent. At such time that the Costs are equal to
the amount of unpaid rent, the total Costs will be added to Lessee’s
remaining rent obligation and amortized over the then remaining term of the
lease at an interest rate of prime plus one (1) percent %. PSA will remain
obligated to pay for any unpaid balance of the improvements should this
lease be terminated prior to the end of the extended Term.
1.9.4.3 Past City-Sponsored User Days and past Lessee percentage
payments: Upon execution of this Lease Amendment, Lessee agrees to accept
and maintain as scheduled any prospective City Usage Days (55 total days
between May 2015 through May 2016), and as consideration for (i) all such
prospective City Usage Days and for (ii) all past City Usage Days that may have
been in excess of those provided for in the Lease, Lessee shall be considered
“current” on any Revenue Share percentages, paid or unpaid, as of the date of
execution of this Amendment.
1.9.5 Fee Increases: Increases to rental rates for non-profit entities and
residents of the City of Renton may not be imposed without prior Renton City
Council approval. When Lessee proposes to increase any of the fees charged
to users, a list of these increases shall be sent to the Lessor’s representative
for presentation to the City Council for approval. The time frame for Lessor
action on approval is normally one month.
As noted above, Media Services revenue shall be included in the percentage
rates. However, Media Services Rates shall include amounts for equipment
use and consumables, which will vary by user.
PSA may offer a frequent user fee reduction to increase overall use of the
facility.
Additionally, PSA occasionally offers community organizations and citizens a
subsidized service to produce video to air as part of its non-profit mission.
This work is scheduled around full-pay customers
ARTICLE 5
Section 5.4 City Use of Facility
5.4.1 City-Sponsored Events:
5.4.1.1 Lessor shall have the right to schedule use of the property for up to a
maximum of two hundred forty (240) hours over no more than forty-five (45)
days for “City-Sponsored User Days” per year at the Carco Theatre, subject to
the allocations set forth below, and including, but not limited to, the Renton
AGENDA ITEM # 5.
3
Youth Symphony Orchestra and Specialized Recreation Drama. These City-
Sponsored User Days shall be held with no rental charge to the City.
The 45 City-Sponsored User Days shall be allocated as follows: Lessor shall
have the right to schedule up to a maximum of ten (10) City-Sponsored Prime
User Days per year at the Carco Theatre, and up to a maximum of 35 (35) City-
Sponsored Regular User Days per year at the Carco Theatre. As used herein,
“Prime User Days” are any City-Sponsored User Day, for any number of hours,
on a day of the week that falls on a Thursday, Friday, Saturday, or Sunday.
“Regular User Days” are any City-Sponsored usage, for any number of hours,
on a day of the week that falls on a Monday, Tuesday, or Wednesday.
The parties will use best efforts to accommodate each other to permit
variances for good cause, during the lease term, from these maximums,
balancing the mutual benefit from profitable operations of the theatre, with
the benefit to the City realized by City-Sponsored events. By way of
illustration, it is anticipated that Lessee may from time to time seek to utilize a
City-Sponsored User Day that has been previously scheduled by the City
within the maximum as part of an ongoing City-Sponsored usage, and the City
may or may not be able to grant this accommodation to Lessee depending on
upcoming scheduling and availability; conversely, from time to time, the City
may request an additional Prime User Day above the maximum, and/or
additional Regular User Day(s) that Lessee may or may not be able to grant
this accommodation to the City depending on upcoming scheduling and
availability. The parties will seek in good faith to accommodate such requests.
As set forth above, the forty-five City-Sponsored User Days shall be held with
no rental fee to the City. Additionally, on up to thirty (30) of the forty-five
(45) City-Sponsored User Days, Lessee shall waive any service charges and
provide technical support, specifically, one technician and one house manager
(“Staff Supported Days”). Additional Lessee staff for Staff Supported Days use
shall be billed at Lessee’s published rates. The maximum number of hours
available for use on any day is 12 hours. If Lessor uses the property in excess
of the above-referenced thirty (30) City-Sponsored User Days (“Non-Staff
Supported Days”), Lessor shall pay for Lessee staff at Lessee’s published rates.
As set forth in Section 1.9.4.3 above, for the period May 2015 through May
2016, Lessor is scheduled to use the facility for 55 City-Sponsored User Days,
The parties agree to waive the limit for City-Sponsored User Days for this time
period, and the above formula will go into effect on June 1, 2016, unless
otherwise agreed by the Parties.
The remainder of this page is left blank; signatures to follow on the next page.
AGENDA ITEM # 5.
4
“LESSOR”“LESSEE”
City of Renton Puget Sound Access
By ____________________________By ____________________________
Denis Law, Mayor
Name _________________________
Date ___________________, 2015.
Title __________________________
Attest:
Date _____________________, 2015.
By ____________________________
Jason A. Seth, City Clerk
Approved as to form:
By ____________________________
AGENDA ITEM # 5.